摩托罗拉:战略导向因需而变

提起摩托罗拉,人们常常想到的是市场上不断推陈出新的MOTO手机。然而,这个以技术创新闻名于世的通信业巨人,在其79年的发展历程中经历了多次重大战略调整才保持了今天旺盛的生命力。在每一次战略调整和业务重组过程中,是怎样的人力资源管理体系支持着她顺利实现目标,最终适应不断变化的市场需求的呢?     

我国工业企业技术创新能力统计评价与区域比较分析

自主创新能力是周家竞争力的核心．也是企业竞争力的核心。自主创新能力的基础是技术创新能力．企业是国民经济的支柱．是技术创新的主体。工业企业．特别是大中型工业企业．其技术创新能力如何．不仅关系到企业自身的生存和发展．更直接关系到“十一五”自主创新战略能否有效实施以及经济结构战略性调整、经济增长模式嬗变能否顺利实现。因此．客观正确地把握企业的技术创新能力是十分必要的。     

论知识经济时代对人力资源管理的挑战

知识经济时代对人力资源提出了要求,本文就知识经济的特点和人力资源管理存在的困境,提出了加强企业人文塑造,提升人力资源整体素质;突出人力资源战略管理。适应国际瞬息变化;适应市场经济规律,完善人力资源管理制度;建立企业技术创新,迎接国际竞争等切实可行的办法。     

以人为本思想指导企业人力战略调整

经济体制改革后,企业之间的竞争局势也出现了明显的变化,传统经济实力的比拼开始转移到知识竞争、人才竞争等方面。为了适应这种社会发展趋势,企业在经营管理措施调整过程中应重视人才的价值,在搞好内部人力资源管理的同时统一人力战略,让各类人才在企业中发挥更好地作用。针对这一点,本文主要分析了以人为本思想指导下的企业人力资源战略问题。     

以人为本思想指导企业人力战略调整

经济体制改革后,企业之间的竞争局势也出现了明显的变化,传统经济实力的比拼开始转移到知识竞争、人才竞争等方面。为了适应这种社会发展趋势,企业在经营管理措施调整过程中应重视人才的价值,在搞好内部人力资源管理的同时统一人力战略,让各类人才在企业中发挥更好地作用。针对这一点,本文主要分析了以人为本思想指导下的企业人力资源战略问题。     

高技能人才队伍建设的存在问题和对策

当前，我们正处于一个经济全球化深入发展、产业结构调整不断加快的时代。人力资源已经成为决定国家和企业竞争力最重要的战略资源。技能人才作为人才队伍的重要组成部分，在加快产业优化升级、提高企业竞争力、推动技术创新和科技成果转化等方面具有不可替代的作用。如何适应经济社会发展的需要，加快高技能人才队伍的建设，实现其数量的迅速增长和素质的不断提高，并使他们的作用得到充分发挥．正日益成为社会各界共同关心的话题。     

关于大型企业集团组建战略研究机构的思考

党的十五届四中全会《关于国有企业改革与发展若干重大问题的决定》中强调指出：“要加强企业发展战略研究。企业要适应市场，制定和实施明确的发展战略、技术创新战略和市场营销战略，并根据市场变化适时调整。”在企业尤其在大型企业集团如何组建战略研究部门，并使之高效运作，是一个值得思考和实践的重大课题。     

企业文化与人力资源管理战略

企业文化的核心价值观始终是企业生命力的基本点，优秀的企业文化是人力资源管理战略制定获得成功的重要条件，企业文化建设是人力资源管理战略实施的重要手段，二者必须相互适应、相互协调。管理者在企业不同成长阶段需根据组织自身特点对人力资源战略与企业文化进行调整，采取积极措施解决内部矛盾，促使其相互间的有效协同，以助企业完成阶段式跨越，实现组织的顺利升级与可持续发展。     

新经济时代企业人力资源管理创新发展分析

在市场经济的发展过程中,企业人力资源的管理工作日益重要,然而我国企业人力资源管理的发展存在着一些问题.本文通过对自我的学习和工作进行总结,提出一些新的想法.人力资源管理要想在科学合理的前提下实现创新发展,必须:提升人力资源管理理念,做到以人为本,将企业人力资源管理上升到战略高度,并加强企业的整体开发;创新企业组织机构和人员编制管理;加强知识管理、技术创新与人力资源管理的互动;利用人力资源管理促进企业的自主创新战略.     

基于人力资源管理视角的企业创新能力提升研究——以江苏中小企业为例

技术创新过程的实质是知识创新,本文给出了企业开展技术创新研究所应采纳的视角,即组织的创新战略应建立在自身的知识基础之上,从重视对组织自身人力资源管理的工作入手,通过对企业创新与人力资源管理工作层面的回归分析得出相应的结论。     

短生命周期产品供应链应急数量柔性契约研究

基于数量柔性契约,从系统优化的角度研究了一个两级供应链系统如何应对突发事件的问题。首先研究了数量柔性契约协调一般情况下的供应链系统;然后研究了突发事件对供应链系统造成的影响。并在协调的基础上改变原有的数量柔性契约的策略,研究了在突发事件情况下,如何制定新的策略,协调此类情况下的供应链系统。     

需求受促销投资影响的供应链协调模型

本文以一个供应商与一个零售商组成的供应链为研究对象。市场需求受零售商进行促销投资的影响,供应商采取了共同补给期和补偿促销投资的协调策略。本文分别建立无协调策略与协调策略下零售商与供应商的利润模型,并对促销投资额与补给期的进行决策。共同补给期条件下,零售商的利润会比无协调策略条件下有所减少。供应商通过补偿促销投资的方式使得双方的利润都有所增加。最终,在共同补给期与补偿促销投资的双重策略下,零售商与供应商可以有效协调。     

Career coordination strategies among dual career expatriate couples

The combination of two trends common in working life – international work and a dual career situation – is challenging for both genders. In order to cope with the situation, international dual career couples have to be able to coordinate their careers. The purpose of this article is to identify how dual career expatriates view their career coordination strategies with their partners, and how these views differ between the genders. Semi-structured interviews were carried out among 39 expatriates on assignment who had a partner working, at least before the assignment. Our findings identify three career coordination strategies applied by dual career couples, and confirm gender plays an essential role in the formation of those strategies. Male expatriates predominated among the group adopting a hierarchical strategy and female expatriates predominated among the group adopting an egalitarian and a loose coordination strategy. Strategies also seemed prone to change over time. Companies should pay attention to both the career development of the partner and the relationship coping skills of the couple to maximize the chances of dual career expatriate assignments being successful.     

制造业与物流业协调发展的计量分析

从计量经济学的灰色关联模型入手,结合江苏省的制造业与物流业的具体情况,根据统计年鉴与统计公报的数据,定量分析了1998-2007年江苏省制造业与物流业两系统之间的协调度变化,得出了江苏省的制造业与物流业的协调发展正处在协调与不协调的临界状态。     

现代物流技术对于降低物流成本之浅析

本文从物流系统存在效益背反规律出发,提出降低物流成本需要完善、协调的物流系统,再结合现代物流技术,提出要想完善、协调物流系统,需要实现物流信息的标准化和共享,这就需要分别借助EPC和RFID技术。     

HR's strategic role within MNCs: helping build social capital in Latin America

In this article, we adopt a holistic perspective in considering the impact of the country's environment as well as the multinational corporations (MNCs) strategy on human resource (HR) practices. More importantly, we argue that within MNCs human resource management (HRM) is playing a central role in the process of balancing local and global forces. HR can be critical in helping MNCs' deal with local differences while also helping the company implement practices that are critical for its global strategy. Specifically, we argue that HR plays a key role in developing social capital, which may provide the necessary ‘substitutes’ for formal control that would otherwise be neglected. Our contribution lies primarily in outlining how this new role of creating human capital confers on HR the task of filtering mission-critical practices through a ‘localization mesh’ that ensures success. In addition, given the importance of social capital as an informal mechanism that allows MNCs to coordinate and integrate activities, we suggest ways in which an MNC can build social capital within the context of the Latin American pan-regional cultural values.     

Agile for HR: Fine in practice,but will it work in theory?

Agile HR is a topic of growing interest among HR professionals, reflecting pressures for greater organisational agility in response to environmental uncertainty. However, agile HR has received virtually no attention in the academic HR literature, typifying a divergence between the interests of HR practitioners and strategic HRM research, something which has been a recurring concern in recent reviews of SHRM literature. In this paper we offer a definition of agile HR as a HR operational strategy and assess how the relationship between organisational strategy, HR strategy and HR operational strategy has evolved over four waves since the 1950s. Our analysis highlights the neglect of HR operating models in SHRM research, and we propose a research agenda incorporating agile as a HR operational strategy in models of SHRM. We propose that this has the potential to mitigate some of the limitations highlighted in recent reviews of this literature.     

The evolution of computer use in human resource management: Interviews with ten leaders

Using an exploratory model of the evolution of computers systems in organizations, the authors interviewed HR computer systems people in ten Fortune 500 firms considered leaders in HR computer use. Generalizable measures of growth in computer use and related changes in HR department structure, strategy, and personnel were found. These measures were used to identify three stages of growth in computer use: threshold, growth, and consolidation/strategic expansion. In the latter two stages, differences were found among firms in the way computer use evolved. These differences appeared closely related to the company's choice of technology and the centralization of the firm's key HR decision makers. The implications of the exploratory model and findings for practice and future research are discussed.     

Patterns underlying required HR and IT competencies: a content and cluster analysis of advertisements of HR manager positions

Abstract

Despite the pervasiveness of Information Technology (IT) in organizations, IT competencies for non Information Systems professionals such as Human Resource (HR) managers have been overlooked and limited attention has been paid to the interrelationships between IT and non-IT competencies. Building upon signaling theory and the configurational approach, this study characterizes actual IT and HR competencies that firms signal when recruiting for HR manager positions. A content analysis of 207 online job advertisements of HR manager positions is first conducted. Using factor analysis, three bundles of competencies are unveiled: IT, strategy, and employee and workplace well-being. Then, a cluster analysis approach that combines hierarchical and non-hierarchical clustering algorithms is applied, followed by discriminant function analysis for validation. The study uncovers three strongly separated clusters of recruiting organizations based on required IT and HR competencies for HR manager positions. The clusters are labeled according to their dominant required competencies: (1) strategy proponents ?10% (2) technology proponents ?30%, and (3) basic proponents ?60%. The proposed classification goes beyond the normative understanding of IT competencies for HR managers and the way they combine with HR competencies: it provides a well-structured and parsimonious lens that is useful for recruiters, applicants, and educators.     

Coordination in global R&D organizations: An examination of the role of subsidiary mandate and modular product architectures in dispersed R&D organizations

International research and development (R&D) operations require a significant amount of coordination between the headquarters and the subsidiaries in order to integrate the dispersed activities in one final product. This article explores what mechanisms multinational companies (MNCs) use to coordinate their overseas R&D units. Based on a multiple case study involving nine MNCs with overseas R&D subsidiaries of varying mandates, we find that R&D sites with high technology and/or market orientation tend to be coordinated by informal mechanisms while sites with little technology and/or market orientation tend to be coordinated by formal mechanisms. Furthermore, it appears that this relationship is strongly affected by the product’s architecture: while rather complex R&D activities are conducted at the systems level and at sites with high technology orientation, less complex R&D activities are conducted at the component level at sites with low technology and market orientation. Finally, the findings suggest that modular product architectures have a coordinating effect in global R&D activities which have the power to lower firms’ overall coordination effort. The findings bear important implications for the effective coordination of MNCs’ international R&D subsidiaries.