跨国公司对外直接投资机会模糊综合评价研究

本文综合考虑公司实力和目标国区位优势,设计评价跨国公司对外直接投资机会的指标体系.采用二级模糊评价的方法,将该指标体系量化.分别针对不同的目标国进行评价,为确定最佳投资机会提供决策参考.     

公共投资绩效评价指标体系的改进研究

本文对公共投资的绩效评价指标体系进行了改进，将公共投资的目标作为公共投资绩效评价的评价标准，并且以金融危机下的国家4万亿公共投资为例。本文根据目标管理的思想，将公共投资的目标分解到公共投资项目的各个阶段，形成项目评价阶段性的评价标准，这样与经典的公共投资绩效评价指标体系结合起来构造出了更加合理、科学的公共投资绩效评价指标体系。     

基于指标分类的石油海外投资环境评价模型的应用及启示——以南美洲为例

在对指标体系进行定性和定量分类的基础上,综合运用层次分析法和聚类分析法评价南美洲资源国石油投资环境。研究发现,把指标体系进行定性和定量分类,可以更好地优化综合评价流程,突出不同指标的政策含义。对南美洲的实例研究表明,委内瑞拉和巴西是石油投资环境最优的国家,应采取持续稳健的投资策略;阿根廷、玻利维亚、哥伦比亚、厄瓜多尔四个国家可以作为投资目标备选国家,但要注意防范政治和法律风险;南美洲国家整体上政治法律环境不好,应建立动态监测体系,采取"短、平、快"的投资模式。     

政府投资的社会效益评价研究

政府投资以实现社会效益最大化为目标。因此,评价政府投资绩效应着眼于投资项目的社会效益。本文在分析社会效益评价影响因素的基础上构建了政府投资社会效益评价指标体系。     

政府投资的社会效益评价研究

政府投资以实现社会效益最大化为目标。因此，评价政府投资绩效应着眼于投资项目的社会效益。本文在分析社会效益评价影响因素的基础上构建了政府投资社会效益评价指标体系。     

论国有资本投资公司的投资目标及其投资效果评价体系构建

十八届三中全会首次明确提出国有资本投资公司的概念。为了推进国有资本投资公司健康运行,评价其投资效果是检验是否达到预期目标、是否发挥有效作用的重要手段。本文结合国有资本投资公司的特点,分析了投资目标,提出了投资效果评价指标体系,以期为评价国有资本投资公司提供参考。     

经济增加值(EVA)与传统管理者业绩评价指标的比较分析

通过对传统管理者业绩评价指标投资报酬率、剩余收益及新指标 EVA 的客观评价和比较分析,结果发现:若仅从实现股东财富最大化的财务目标而言,剩余收益优于投资报酬率,EVA 又优于剩余收益。EVA 并不能完全代替投资报酬率和剩余收益指标,但更加完善了管理者业绩评价指标体系。     

经济增加值(EVA)与传统管理者业绩评价指标的比较分析

通过对传统管理者业绩评价指标投资报酬率、剩余收益及新指标EVA的客观评价和比较分析,结果发现若仅从实现股东财富最大化的财务目标而言,剩余收益优于投资报酬率,EVA又优于剩余收益.EVA并不能完全代替投资报酬率和刺余收益指标,但更加完善了管理者业绩评价指标体系.     

COSO-ERM框架下新能源投资项目多属性模糊评价研究

本文在COSO-ERM(全面风险管理)框架下,基于对新能源项目的特点及其投资风险导向的分析,为了顺应企业全面风险管理约束下获取最优投资收益的需求,通过引入利益(B)、机会(O)、成本(C)、风险(R)四维度投资评价指标体系,协调了风险和收益间的矛盾,并借助多属性模糊评价模型及改进算子,进一步提高了投资评价模型的科学性和有效性。最后,本文基于案例数据建立了评价体系并进行了实证研究。     

基于双碳理念的电网工程项目后评价系统构建研究

随着碳达峰、碳中和进程的加快推进,电网顺应能源清洁低碳转型趋势,以风光为代表的新能源投资项目呈现出快速增长态势,为适应新型电力系统下电网投资项目的特点,新型电网项目后评价指标体系亟待建立.为此,本文提出了服务双碳目标的电网工程项目后评价诊断指标体系,构建了双碳理念下的电网工程项目后评价分析系统,可有效解决电网企业精准投...     

Organizational leadership practices in MNCs: the effect of the HRs value as a competitive factor and the FDI structure

The main goal of the paper is to present the research results on the impact that the value ascribed to human resources (HRs) as a strategic competitive factor of a company and the structure of FDI may exert on the advancement level of organizational leadership practices (as one of the HRM subfunctions) in multinational companies (MNCs). The structure of FDI covered: legal form of the foreign entities, type of investment, i.e., brownfield vs. greenfield, and four indices, i.e., internationalization index (II), geographical spread index (GSI), country’s economic development index (EDC), and culture distance index (CDI). The research sample was composed of 200 headquarters of MNCs located in Poland. All in all, three variables seem to have the most visible impact on the activities in the area of organizational leadership development practices, i.e., ownership structure, centralization vs. decentralization practices and cultural distance. Less important, but identifiable influences come from the GS index, EDC index and the smallest one from II index.     

HRD in multinationals: the global/local mix

This article is concerned with how MNCs (multinational corporations) differ from indigenous organisations in relation to their human resource development (HRD) practices, and whether this relationship changes across countries. We question whether local isomorphism is apparent in the HRD practices of MNCs, or whether MNCs share more in common with their counterparts in other countries. A series of hypotheses are put forward and tested, using survey data from 424 multinational and 259 indigenous organisations based in the UK and Ireland. The results suggest a hybrid form of localisation, where MNCs adapt their practices to accommodate national differences, but that these adaptations do not reflect convergence to domestic practice. The results also indicate that MNCs are selective in the HRD practices that are adapted. Evidence from this study indicates that country differences in career traditions and labour market skill needs are key drivers in the localisation of associated HRD practice. In contrast, MNCs, irrespective of national context, adopt comparable systematic training frameworks, ie training‐need identification, evaluation and delivery.     

知识管理系统的评价

针对知识管理系统特点,设计了一种定性和定量相结合的评价指标体系;并在该指标体系基础上,提出了一种改进的评价方法。     

品牌服装连锁经营物流配送中心绩效评价的研究

探讨了服装连锁经营物流配送活动的绩效评价指标体系和评价方法。从运作层、支持层和结果层三个方面构建了评价指标体系。确定各指标的权重采用多层次群组聚类分析发,对指标的评价采用模糊综合评价,将评价的结果转化为一个数值,使评价结果更加准确。     

配送中心配送绩效评价的研究

探讨了配送中心配送活动的绩效评价指标体系和评价方法。从经济效益、企业运作、作业效果、顾客评价四个方面构建了评价指标体系。确定各指标的权重采用群组层次分析法,对指标的评价采用二级模糊综合评判法,将评价的结果转化成一个数值,使评价结果更加准确。     

资源节约型城市节约程度评价

对资源节约型城市评价指标的构建及评价是一个初步的尝试.从水、土地、能源等方面着手构建城市资源节约的评价指标体系,建立综合评价模型,采用聚类分析方法将这一指标体系用于我国30个城市资源利用现状的评价.     

Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system

This paper analyses the international management control (IMC) system that Japanese multinational companies (MNCs) employ to co-ordinate the activities of their subsidiaries in China. It focuses on the role of Japanese expatriates in this IMC system and assesses their performance. In the process, it offers a comprehensive evaluation of the organizational fit of the Japanese IMC model within the current Chinese business environment. Taking Japanese firms as the subject, the analysis identifies areas of incongruity and explains the underlying reasons for problems with expatriate-focused IMC models. In doing so, this paper argues that the Japanese expatriate-based control system in China (as in many other parts of the world) continues to be characterized by an insider-outsider mentality that prevents a real internationalization of overseas operations in the 'transnational' sense.     

汽车零部件配送中心配送绩效的模糊综合评价

探讨了汽车零部件配送中心配送活动的绩效评价指标体系和评价方法。从质量、成本、交付、安全、效率、客户满意度六个方面构建了评价指标体系、确定各指标的权重采用层次分析法,对指标体系的评价采用模糊综合评价模型,将评价的结果转化为一个数值,使评价结果更加准确。     

知识密集型服务业的价值创造能力评价体系

运用层次分析法构建了知识密集型服务业的价值创造能力评价体系。遵循评价指标体系的设置原则,按照目标层、准则层、主题层、指标层的层级结构,形成了价值实现程度、服务交互能力、基本保障能力共3个一级评价指标以及10个二级评价指标、47个三级评价指标构成的评价指标体系,并对指标含义进行了说明。将为知识密集型服务企业提高价值创造能力方面提供科学依据,并为同类研究或后续相关实证研究提供借鉴。     

Tiered expatriation: A social relations approach to staffing multinationals

This article applies a social relations discourse to examine the use of expatriates in Chinese multinational companies (MNCs). Expatriates are analyzed based on two sets of social relations: the social functions of expatriates (which include the global function of capital and the collective function of labor) and the pathways of expatriation (which include intra‐ and interfirm transfers). In particular, the framework incorporates the collective function of labor into the analysis of expatriation, which has received limited attention in the existing international HRM literature. Conceptually, the social relations discourse allowed us to frame staffing in an open system in which HR practices involving expatriation are shaped by the intersections between the choices of MNCs, the actions of workers, and the mediation of institutional players. Empirically, this article presents three case studies of Chinese MNCs in Europe to illustrate the tiered expatriation of managerial staff, technicians, and operational workers from interchangeable sources of labor. The HR policy implications suggest greater diversity in the formation of international staffing for MNCs.