首页 | 本学科首页   官方微博 | 高级检索  
相似文献
 共查询到20条相似文献,搜索用时 15 毫秒
1.
Currently, debate in the area of cross-national human resource management (HRM) suggests that both “culture-bound” and “culture-free” factors and variables are important determinants of HRM policies and practices. HRM is presented as being context-specific and it is argued that with the growth of new markets world-wide, and increased levels of competition and globalization of business, there is a strong need for more cross-national HRM studies. However, the literature shows the absence of an integrated framework, which can help to highlight the different role that context-specific facets of HRM practices play. The nature of different determinants in different national and regional settings is rarely analyzed. This paper develops an integrated framework. It delineates the main distinctive facets associated with national factors, contingent variables, and organizational and human resource (HR) strategies and policies, that may be used to evaluate cross-national comparative HRM policies and practices.  相似文献   

2.
A service framework is needed to foster strategic thinking in services. This paper introduces the service process/service package matrix to meet that need. The important feature of the service process is the degree of customer influence on the service process. The unique characteristic of the service package is that it consists of both tangible and intangible aspects. The service package is described by the degree of customization found in those tangible and intangible elements. Strategic competencies are identified and discussed along the service process dimension, the service package dimension, and the main diagonal of the matrix. Some existing strategic frameworks are embedded and incorporated in the matrix. Additionally, we formulate research propositions based on the matrix. Service firms can use this matrix to gain strategic insights by aligning the type of service package offered with the type of process used to create the service and to have a better understanding of their service operations strategy.  相似文献   

3.
Onboarding provides an opportunity to realize a return on investment from hiring processes, and to ensure that new employees meet their full potential. Therefore, designing and managing effective onboarding is an important human resource management function. Discussion of onboarding emerged from the psychology literature and has focused heavily on socialization. In this paper, we offer a new framework of onboarding from a learning theory perspective. This framework contributes to the onboarding literature by identifying two additional and critical considerations. First, we demonstrate that learning theory provides a new lens through which to view onboarding, and we examine how the specific concept of unlearning could be applied in this context. In addition, we argue that it is critical to recognize the unique learning needs of specific talent segments to design appropriate onboarding. We conclude with key considerations for future research to enhance the onboarding experience for newcomers and optimize organizational outcomes.  相似文献   

4.
The foundation of an organization's strategy often lies in its ability to generate, combine, recombine, and exploit knowledge. Two very different perspectives have emerged in knowledge management research: a commodity view which sees knowledge as something to be acquired, stored, and converted and a community perspective which emphasizes knowing and the ability to act on what one knows. We propose a new framework for understanding knowledge in organizations which integrates these two views and complements prior research by focusing on knowledge-in-practice. In doing so, we clarify the organizational knowledge construct by examining the underlying knowledge-based characteristics of work practices. We create a multidimensional understanding of the knowledge-in-practice construct and introduce the concept of learnability. We explain how the proposed framework can lead to future research and discuss managerial implications for achieving fit between knowledge-in-practice and organization policies.  相似文献   

5.
This article analyzes the managing of high-tech projects in complex and dynamic settings. Building on recent developments in organization theory and knowledge management, we focus on the importance of understanding the ways in which project-centered activities are shaped in time and space, both in the organization itself and in a wider context embracing customers, consultants and suppliers. A longitudinal case study including semi-structured interviews, observations and secondary data will substantiate our findings. The study offers both theoretical and practical insights suggesting that projects are exposed to a varying degree of complexity and dynamics, calling for different managerial approaches. The analysis shows that boundary spanning has many dimensions that have to be considered in the management of projects in space and time. The article concludes by suggesting seven analytical categories for analyzing and understanding projects in their spatial and temporal contexts.  相似文献   

6.
  • Inculcating entrepreneurial behaviour is beneficial to both individuals and the society at large. The Theory of Planned Behaviour has been generally applied to understand and examine entrepreneurial behaviour. However, as the underpinnings of this theory are not adequate for understanding the entire process of the development of entrepreneurial behaviour, a more comprehensive theoretical framework is required. Combining the Theory of Planned Behaviour with the Stages of Change Theory provides such a comprehensive theoretical framework. The Stages of Change Theory is used in the social marketing field to facilitate behavioural change, which has also been recently applied in organizational‐related studies, such as change management. A methodological and analytical approach is also suggested for empirically validating the framework developed in this study. The implications of this framework for theory and practice are discussed, as are directions for future research, which would be of use to researchers and practitioners in the social marketing field.
Copyright © 2015 John Wiley & Sons, Ltd.  相似文献   

7.
This paper argues that the analysis of ethical issues in human resource management is legitimate and important. It argues that the theory of ethical relativism should be rejected and that it is meaningful to search for universal moral principles. It then presents a comprehensive framework for making judgments about human resource management ethics that consists of five complementary moral principles that have been developed and studied by philosophers: utilitarian ethics, rights ethics (using Kant's categorical imperative), distributive justice ethics, care ethics, and virtue ethics. It illustrates the application of the moral framework by analyzing the ethics of deceiving employees about the hazardous nature of chemicals in the workplace, the ethics of discrimination in employment, and the ethics of sexual harassment.  相似文献   

8.
9.
Mission maintenance in professional service firms must balance the commercial and professional logics and prevent mission drift. Based on a case study of ‘auditing in action’ in a German professional service firm we argue that mission maintenance results from interactions between the practice and field level. We find that anchors on the field level target individuals’ discretionary choices by balancing competing demands from the commercial and professional logics on the practice level. Therefore, we identify anchoring as a central cross-level mechanism for maintaining the balance between routinizing for professional quality and ‘flexibilizing’ for efficiency on the practice level. With these findings we make two contributions to the literature: an analysis of how the field level can contribute to maintaining organisations’ missions in fields that have competing logics, and the identification of anchoring as a central mechanism to balance competing demands with the expectations of referent audiences on the field level.  相似文献   

10.
The aim of this paper is to propose that a relational framework, which is underpinned by a contextual and multilevel conceptualisation of diversity management, can help international transfer of diversity management policies and practices. We argue that the mainstream single-level conceptualisations of diversity management within the territory of legal or organisational policy fail to capture the relational interplay of structural- and agentic-level concerns of equality. Consequently, individual choices, organisational processes, and structural conditions – all of which collectively account for unrelenting power disparity and disadvantage within social and employment contexts – remain generally under explored. The paper proposes a relational framework that bridges the divide between macro-national, meso-organisational and micro-individual levels of analyses to arrive at a more comprehensive, realistic and context-specific framing of diversity management, which can overcome the difficulties of international transfer.  相似文献   

11.
The purpose of this research is to contribute to a better understanding of project management practice by investigating the use of project management tools and techniques and the levels of support provided by organizations for their use. The study examines both general levels of use and variations among project types and contexts. Many aspects of project management practice are common to most projects in most contexts, while others vary significantly among different types of projects and among projects in different contexts. The purpose of this paper is to present empirical results that show both the common elements and the significant variations. The paper is based on a survey of 750 project management practitioners. The use of tools and techniques is seen here as an indicator of the realities of practice. The study found some aspects of practice to be common across all types of projects and all contexts, but on this background of similar patterns of practice, several statistically significant differences have also been identified. The primary focus of this paper is on these variations in practice.  相似文献   

12.
13.
Uncertainty is one of the major inherent difficulties in developing innovative products, due to their highly dynamic markets and technologies. The presence of a large degree of uncertainty leads to high R&D risks, resulting in many R&D failures. Therefore, it is important to manage R&D risks through all R&D stages to improve R&D project success rates. This paper proposes a new risk management framework that aligns project risk management with corporate strategy and a performance measurement system to increase success rates of R&D projects and to accomplish corporate strategic goals. The balanced scorecard is used to identify major performance measures of an R&D organization based on the firm vision and strategy. Quality function deployment is adapted to transform organizational performance measures into project performance measures and a systematic procedure is developed for risk identification, assessment, response planning, and control. The proposed risk management framework enables an R&D project to be focused on achieving the corporate goals and provides a more effective way to identify, assess, analyze, and monitor R&D risks along the project cycle. The proposed methodology is illustrated with a drug development project.  相似文献   

14.
Understanding and dealing with the unknown is a major challenge in project management. An extensive body of knowledge—theory and technique—exists on the “known unknowns,” i.e., uncertainties which can be described probabilistically and addressed through the conventional techniques of risk management. Although some recent studies have addressed projects where the existence of unknown unknowns (unk unks) is readily apparent or may be assumed given the type of project—e.g., new product development or new process implementation—very little work has been reported with respect to projects in general on how a project manager might assess its vulnerability to unk unks. In this paper, we present a conceptual framework to deal with (i.e., recognize and reduce) knowable unk unks in project management. The framework is supported by insights from a variety of theories, case analyses, and experiences. In this framework, we first present a model of the key factors—relating to both project design and behavioral issues—that increase the likelihood of unk unks and a set of propositions linking these factors to unk unks. We then present a set of design and behavioral approaches that project managers could adopt to reduce knowable unk unks. Our framework fills a gap in the project management literature and makes a significant practical contribution: it helps project managers diagnose a project to recognize and reduce the likelihood of unk unks and thus deal more effectively with the otherwise unrecognized risks and opportunities.  相似文献   

15.
16.
This paper discusses the 'social' nature of employment management problems in sub-Saharan Africa (SSA). 'Applied' Western HRM is largely based on unitarist conceptions of organizational reality. Where conceptions suggest a 'stakeholder' perspective, they tend to follow orthodox formulations of pluralism. In that regard, notions of 'stakeholding' refer to the divergent internal organizational interests (mainly economic) of labour and management. In the SSA context, however, the broader social and moral issues of the wider community have a decisive influence on the employment relationship. And internal employment relations structures, such as trade unions, do not constitute the main representative channels for employee grievances. Consequently, established Western employment frames of reference do not represent suitable theoretical frameworks for analysing all the relevant social factors that influence the SSA employment relationship. This paper proposes a modified version of Ackers' (2002) 'neo-pluralist' theoretical framework as the basis for understanding and resolving some of issues involved in HRM in SSA. From this analysis, it proposes a model of HRM that attempts to institutionalize some elements of the 'African social system' into formal HRM policies and strategies.  相似文献   

17.
The financial crisis forces public managers to implement cutbacks within their organization. We argue that adopting a change management perspective contributes to our understanding of cutback management by adding a focus on managerial behaviour regarding cutback-related organizational changes. Relying on change management literature, this paper develops a framework for the analysis of cutback management connecting the context, content, process, outcomes and leadership of cutback-related change. From this it follows that managers can be positioned at the intersection of various imperatives, both externally and internally, such as their political leaders and their own subordinates. A research agenda is proposed.  相似文献   

18.
Performance management is a critical human resource management practice intended to facilitate performance and development in organizations. Unfortunately, recent discourse among researchers and practitioners suggest that current performance management practices in organizations are less than satisfactory and not effective. A popular recommendation to improve the performance management process is to focus less on the formal procedures and more on the manager-employee interactions embedded in the process. However, current models of performance management do not reflect this focus on social processes. We present a multilevel leadership process framework of performance management that highlights the pivotal role of managers. Within this framework managers carry out this process through their influence on employees, teams, and the organization. Recommendations for future directions are also provided.  相似文献   

19.
This paper explores the process by which an international newcomer may increase her influence in workgroup decisions. We present a theoretical approach to cross-cultural impression management to describe how the link between cultural differences and workplace influence may be effectively enhanced, specifically by focusing on proactive behaviors shaping self, target, and contextual perceptions. This perspective makes conceptual additions to the human resources, impression management, and cross-cultural management literatures and provides a foundation for increasing the benefits of diversity in organizations.  相似文献   

20.
ABSTRACT

Artificial intelligence (AI) extends the limits of current performance in data processing and analysis many times over. Since this states a great improvement in managing public data, this conceptual study discusses the use of AI in public management structures in connection with their risks and side effects. The exercise of state power and public influence through intelligent machines make ethical and political guidelines essential for their operation, constituting the cornerstones of the AI framework model developed here. The organizational structure and technical specification are additional aspects of the AI that determine design and functionality of the framework model in practical application.  相似文献   

设为首页 | 免责声明 | 关于勤云 | 加入收藏

Copyright©北京勤云科技发展有限公司  京ICP备09084417号