基于博弈的企业雇佣模式选择

雇佣关系实质上是雇主与雇员博弈的结果。长期雇佣是基于合作博弈的雇佣关系,短期雇佣是基于非合作博弈的雇佣关系。雇主与雇员之间的博弈关系及博弈均衡决定了企业的雇佣模式选择及激励机制设计。企业需要对不同员工采取相应的雇佣模式,建立不同的雇佣关系,给以激励以促进雇员的努力。     

部门内组型团队绩效管理的博弈分析

本文主要运用博弈论来分析部门內组型团队管理者和员工的行为对团队整体绩效的影响。部门团队绩效管理是中长期的过程,所以重复博弈的最终组合由非合作转为合作。通过建立有效的监督和激励机制,可以提升部门团队整体绩效。     

部门内组型团队绩效管理的博弈分析

本文主要运用博弈论来分析部门內组型团队管理者和员工的行为对团队整体绩效的影响。部门团队绩效管理是中长期的过程，所以重复博弈的最终组合由非合作转为合作。通过建立有效的监督和激励机制，可以提升部门团队整体绩效。     

基于博弈论的装备制造业与高新技术产业关系分析

装备制造业与高新技术产业之间存在着既竞争又合作的基本关系,应用博弈理论从装备制造业与高新技术产业合作研发、委托代理两方面分析二者的非合作博弈关系,建立有效的激励机制形成二者的非合作博弈纳什均衡;装备制造业与高新技术产业之间非合作博弈存在剩余收益,所以二者还可能进行合作博弈。     

人力资源管理评价与公司绩效之间的博弈分析

人力资源管理评价机制的构建能够对公司绩效产生直接的影响,因此,本文首先阐述博弈理论,然后在此基础上分别对人力资源管理评价和公司的绩效评估进行博弈分析,最后,进行人力资源管理评价与公司绩效之间的博弈分析,从而帮助企业提高人力资源评价体系的科学性和有效性。     

人力资源项目外包的企业间战略伙伴关系研究

本文结合人力资源外包和供应链管理的相关理论,提出了人力资源项目外包的供应链模型,分析了人力资源管理项目外包供应商战略伙伴关系的特点,说明了这种战略伙伴关系对于合作企业和供应链运作的重要作用,并阐述了如何构建人力资源项目外包的企业间战略伙伴关系。     

跨企业知识共享博弈分析

在阐述跨企业知识共享对于企业重要性的基础上,运用博弈分析方法,分析企业与企业之间知识共享过程,求得子博弈精炼纳什均衡解,从而得到促使企业间进行知识共享的条件,并分析知识共享收益、成本及企业学习能力对知识共享条件的影响,实现知识共享各方利益的最大化。     

网络结构视角下的产业博弈分析

本文将对产业博弈的分析建立在网络组织理论的基础上。通过对产业博弈概念的界定以及发生条件、博弈过程和影响因素等问题的分析,明确提出产业博弈是不同产业中相应企业博弈的结果,博弈均衡有利于资源配置,实现帕累托改进。企业之间既有合作博弈又有非合作博弈,企业之间的关系影响产业博弈过程与结果,同时政府、社会以及历史条件也起到很重要的作用。     

母子公司之间的知识共享对子公司人力资源管理强度的影响——员工组织承诺的中介作用

在新经济形势下,知识资源和人力资源作为企业的重要战略资源,是企业建立竞争优势的关键。如何充分发挥两者的作用,利用知识共享创造一个高强度的组织氛围、提升组织人力资源管理的效率,是一个重要课题。本文通过员工组织承诺这一中介因素,发现：（1）母子公司之间的知识共享对子公司人力资源管理强度具有正向影响;（2）母子公司之间的知识共享对子公司的员工组织承诺具有正向影响;（3）员工组织承诺在知识共享与人力资源管理强度之间具有中介作用。     

基于博弈论的零售商与供应商关系探讨

本文运用博弈论对零售商与供应商的关系进行了分析,认为在非合作博弈条件下,零售商与供应商为追求各自利益的最大化,必然会相互竞争,这正是目前零售商与供应商矛盾冲突的根源;而在合作博弈条件下,零售商与供应商之间相互合作的结果要优于非合作博弈。文章提出,要实现零售商与供应商之间的合作博弈,应具备一定的前提和条件,必须采取措施消除阻碍零售商与供应商进行合作的障碍,创造合作博弈的环境和氛围,使零售商与供应商相互信任,创造零售商与供应商重复博弈的条件,公开企业市场行为信息,增加破坏合作的违约成本。     

High commitment work system,transactive memory system,and new product performance

Although scholars find that the transactive memory systems can improve new product performance, few studies have empirically examined how managers can induce a transactive memory system in new product development teams with a set of systematic management practices. Based on the theoretical argument about human resource system in the strategic human resource management literature, this study proposes that implementing a set of coherent human resource management practices with workers in new product development teams can induce a transactive memory system in the team. Following previous scholars, this study calls this set of coherent human resource management practices as the high commitment work system. With survey data collected from 336 new product development engineers of 73 new product development teams in 73 firms, this study finds that transactive memory system mediates the positive relationship between the high commitment work system implemented with workers in new product development teams and new product performance.     

经理流动的博弈分析

经理是具有高价值人力资本的理性经济人,为追求自身效用最大化,面临流动机会时会通过博弈分析权衡流动成本和流动收益。经理流动的不完全信息静态博弈主要分析在信任和人力资本特征方面的权衡;动态博弈分析长期收益、人力资本特征及剩余索取权的分享等方面的权衡。     

企业人力资源管理外包风险评估体系研究

目前,对人力资源管理外包风险进行定量评估的研究还很少。因此,结合人力资源管理外包的特点,对其风险进行评估并在公式中引入风险阶段调整系数,以体现评估的动态性。按照外包流程每一阶段构建评估指标体系,并采用灰色模糊综合评价方法对评估模型进行计算,对其进行量化处理,以便与企业自身情况确定的风险承受度相比较。     

The role of top management team human capital in venture capital markets: Evidence from first-time funds

This paper examines whether the human capital of first-time venture capital fund management teams can predict fund performance and finds that it can. I find that fund management teams with more task-specific human capital, as measured by more managers having past experience as venture capitalists and by more managers having past experience as executives at start-up companies, manage funds with greater fractions of portfolio company exits. I also find that fund management teams with more industry-specific human capital in strategy and management consulting and, to a lesser extent, engineering and non-venture finance manage funds with greater fractions of portfolio company exits. Perhaps counter-intuitively, I find that fund management teams that have more general human capital in business administration, as measured by more managers having MBAs, manage funds with lower fractions of portfolio company exits. Overall, measures of task- and industry-specific human capital are stronger predictors of fund performance than are measures of general human capital.     

Cross-functional selling teams - The loss of control of the selling function

Selling has become dispersed through the use of selling teams that include members from functional areas other than marketing or sales. This now occurs within many firms utilising key account management strategies, within both business-to-business and business-to-reseller environments. This article is aimed at developing a better understanding of factors affecting ‘team selling’ and its impact on sales performance, with clear benefits to company management.     

Crisis Management & Team Effectiveness: A Closer Examination

Being able to effectively respond in the event a crisis is relevant to an organization's survival. Whether or not an organization is prepared for a potential crisis depends upon senior officials, and other personnel operating within the company. Corporations with established crisis management teams are able to communicate and effectively respond in the event of a crisis. The purpose of this paper is to suggest effective crisis management depends upon several team-related factors that may influence an organization's response and its ethical responsibility. First, the term crisis is defined, followed by an overview of the differences between crisis communication and crisis management. Second, a review of relevant literature regarding teams and effectiveness is examined. Third, several propositions regarding team effectiveness and crisis management are provided. Finally, ethical concerns in regards to the crisis team and the corporation are reviewed.     

Sales driven company

Selling has become dispersed through the use of selling teams that include members from functional areas other than marketing or sales. This now occurs within many firms utilising key account management strategies, within both business-to-business and business-to-reseller environments. This article is aimed at developing a better understanding of factors affecting ‘team selling’ and its impact on sales performance, with clear benefits to company management.     

论销售团队的薪酬管理问题与对策

有效的销售团队的薪酬管理,对于激励企业销售队伍有效地执行其销售职能,实现企业的市场营销目标具有十分重要的意义。当前众多企业由于销售队伍薪酬设计的不合理而导致了一系列问题。企业必须从企业长远发展的角度考虑,改善销售团队薪酬设计,把企业的短期销售行为纳入企业的长期发展规划中,建立弹性的销售人员薪酬制度,制定有效的薪酬体系,使整个销售团队的效益最大化。     

我国客运专线公司业务外包模式探讨

本文认为,网络性、生产技术性和专业信任性是影响我国客运专线公司业务外包的三个主要因素,它们是客运专线公司进行业务外包时必须考虑的。文章指出,按照业务外包程度的不同,客运专线公司的业务外包可分为完全外包、部分外包、合包、自主经营等四种主要模式,每种模式都有其自身的经营管理特点。客运专线公司应综合考虑成立时间、规划地段、战略定位、风险控制等多种因素并在多因素综合权衡的基础上选择不同的外包模式,这是客运专线公司经营管理的关键和基础。     

A cross-national study on the impact of management teams on the rapid internationalization of small firms

While the importance of top management teams in the formation and development of new ventures is well recognised, their impact on the rapid internationalization of such firms remains relatively under-researched. This article presents the findings of a cross-national study conducted in Australia, Canada, Ireland and New Zealand that demonstrate the significant impact that such teams have in creating the core internal capabilities and leveraging the external resources required for rapid and dedicated internationalization. The need to augment the management team in order to address key resource or knowledge gaps and/or to expand international networks is also evident among many firms, as is the impact of changes in team structures on business strategy and internationalization. Directions for future research and implications for public policy in support of rapidly internationalizing small firms are presented and discussed.