共查询到19条相似文献,搜索用时 109 毫秒
1.
绩效棱柱模型在创新型企业绩效评价中的应用 总被引:1,自引:0,他引:1
绩效评价是企业管理的核心问题之一,传统的绩效评价方法侧重于财务指标,仅仅关注股东和客户两个利益相关者需求的缺点,绩效棱柱模型克服了上述缺点,引入了全新的思维模式。贵州省创新型企业具有创新型企业的共同点,又具有地域性。本文将绩效棱柱模型应用到贵州创新型企业绩效评价中,构建具有一定针对性的绩效评价模型,以期为贵州省创新型企业进行绩效评价时提供一定的意见和建议。 相似文献
2.
3.
公司治理结构是建立现代企业制度的核心,是用来规范企业所有利益相关者责、权、利关系,明确股东、董事会、经理层权利、结构、功能等方面的制度安排。它决定公司的运营目标,规范了谁在什么状态下实施控制,如何控制,风险和收益如何在不同的利益相关者间分配等企业运营的决策问题,对企业的生存和发展具有决定性、根源性的影响。 相似文献
4.
营销价值观与组织绩效关系的实证研究:兼论企业所有制的影响 总被引:8,自引:0,他引:8
本文重点讨论了营销学中作为指导企业营销活动的价值观——市场导向与利益相关者导向的理论架构,并检验了利益相关者导向与组织绩效之间的关系。同时,还针对文献中欠缺的中国企业所有制的影响,进行了分析。研究结果发现,利益相关者导向对中国企业的组织绩效具有积极影响。但中国不同所有制的企业,在利益相关者导向和组织绩效上差异很大。 相似文献
5.
企业绩效评价的理论基础 总被引:1,自引:0,他引:1
我国的企业绩效评价起步较晚,对企业绩效的研究还不深入,企业绩效的主体以各级政府部门为主,绩效评价的对象多为国有大中型企业,绩效评价以财务评价为主,方法比较单一,理论性和科学性还有待于进一步提高,与国外的企业绩效评价水平有一定差距.但目前企业绩效评价已越来越受到政府和理论界的重视,我国企业绩效评价正朝着更科学、更可行、更全面的方向发展.本论文通过对企业能力理论、产权理论、委托代理理论、利益相关者理论进行了论述,对企业绩效评价的理论基础进行了较深入的探讨. 相似文献
6.
强化利益相关者对企业价值观的认同是企业构建良好生态系统的关键。本文从价值观一致性的视角出发,以A.O.史密斯公司为研究对象,探讨了企业与上下游利益相关者合作的内在机制,并提出了无边界价值观管理的概念。研究结果表明:企业通过无边界价值观管理,能够超越企业边界,强化利益相关者对企业核心价值观的认同。无边界价值观管理是基于无边界价值观界定、筛选、传导和同化的动态管理体系,能够建立共同的心理契约,实现利益相关者与企业核心价值观的一致性匹配。同时,以价值观为本的领导者持续推动在实现利益相关者与企业核心价值观匹配过程中起着重要作用。本研究丰富和拓展了个人与组织价值观匹配、无边界组织等相关理论,同时对转型背景下中国企业有效管理外部利益相关者行为提供了新的理论视角。 相似文献
7.
利益相关者的满足对促进企业的规范运营具有不可忽视的作用。本文在构建企业成 长性综合评价指标体系和利益相关者满足评价指标体系的基础上,采用结构方程模型,对企业成长性整 体及各个因素与利益相关者满足的关系进行分析,结果发现:企业成长性在总体上对利益相 关者满足呈正向影响,即企业成长性的增强,有助于提升利益相关者满足,从而反过来又吸 引各方利益相关者投入更多的资源促进企业的持续发展。从各个因素来看,企业偿债能力和 盈利能力的提升对利益相关者满足有着积极的影响,而企业规模和营运能力对利益相关者满 足的影响程度则不显著。 相似文献
8.
胡贵毅 《地质技术经济管理》2008,(1):19-22
基于利益相关者理论,企业的各个相关者都向企业投入了一定专用性资源,各相关者应按投入资源的比例共享企业的收益,并共同享有企业的治理权。企业社会责任的本质就是企业的各个利益相关者之间的利益分配关系和与之相联系的企业治理权配置关系。企业承担社会责任实际上就是在各利益相关者之间恰当分配企业的治理权,进而确保企业建立合适的社会责任体系来对各相关者承担相应的责任和义务,并且向各相关者履行这些责任和义务的代价占整个企业收益分配的比例,应与各相关者向企业投入的专用性资源的价值比例基本一致。只有企业的各个利益相关者分享了合适的企业治理权,才能确保企业对其履行相应的社会责任。 相似文献
9.
10.
建设项目的实施贯穿于项目全生命周期过程,且涉及不同的利益相关者,使得风险具有动态性特征。本文在综合国内外现有研究成果的基础上,提出了基于利益相关者和生命周期的动态风险管理体系。分别从利益相关者和生命周期两个角度探讨了风险的动态性特征,将项目风险、项目利益相关者和生命周期有机结合,系统地阐述了实施建设项目动态风险管理思想并提出实现动态风险管理的建议。 相似文献
11.
12.
Christina W.Y. Wong Kee-hung LaiT.C.E. Cheng Y.H. Venus Lun 《International Journal of Production Economics》2012,135(2):584-594
As the management of returned products is fast becoming a business trend caused by pressure for compliance, asset recovery is increasingly viewed as a fertile area for firms to reduce cost and improve quality. Environmental management is a viable approach for Chinese manufacturers to respond to the escalating international quest for conserving the environment, to tackle the problem of rising raw material costs, and to improve product quality by analyzing returned products. To reach the goals of cost reduction and product quality improvement, manufacturers need to understand how asset recovery can be leveraged through procedure-based practices and stakeholder support to enhance performance. Product type, characterized by different levels of demand uncertainty and time-to-market, may affect the outcomes of asset recovery adoption and should also be taken into account. Drawing on the environmental management and business logistics literature, we provide empirical insights on asset recovery adoption using survey data collected from export-oriented Chinese manufacturers. We find that asset recovery and stakeholder support are complementary in strengthening manufacturers' financial performance regardless of product type. In addition, the performance impact of asset recovery can be substantial when manufacturers' environmental management practices are less procedural, allowing flexibility in the logistics management of product flows. 相似文献
13.
标杆管理应用于集团公司绩效管理的探讨 总被引:1,自引:0,他引:1
介绍了标杆管理原理及与绩效管理的关系,指出标杆管理能为绩效考评管理提供绩效考评评价指标,且这个评价指标随着标杆企业的发展而不断变化。基于标杆管理和绩效管理两种管理方法的共同点,探讨了建立以标杆管理为主线的企业绩效管理流程。 相似文献
14.
We test the effects of stakeholder management on CEOs' salaries, bonuses, stock options, and total compensation. We also examine the extent to which the interaction of stakeholder management and financial performance determines compensation. Using a longitudinal database of 406 Fortune 1000 firms, our results suggest that stakeholder management is relevant to boards of directors when setting CEO compensation. Specifically, we found a significant, negative main effect of stakeholder management on CEO salaries. Further, we found that stakeholder management typically reduces the rewards CEOs may get for increasing levels of financial performance. In tandem, these results indicate that CEOs may jeopardize their personal wealth by pursuing stakeholder‐related initiatives. Copyright © 2005 John Wiley & Sons, Ltd. 相似文献
15.
Addressing the interests of a wide set of stakeholders is important because it may have positive effects on financial performance. At the same time, however, it is also very complex because managers may face conflicting stakeholder issues, much more so than organizations that listen to only one stakeholder. Little is known about how multiple stakeholder issues are dealt with in the context of new product development (NPD). The objective of this study is to delineate the elements of stakeholder integration in the context of NPD. A combination of insights from stakeholder theory and market information processing serves as a theoretical perspective to guide the empirical exploration in this study. The authors take the development of green (ecological) products as an empirical context for their qualitative multiple case study. Specifically, they selected four case studies with different expected levels of stakeholder integration, based on literature about green NPD. Data were collected through in‐depth interviews with key informants, collecting documents, and obtaining artifacts. In total, 28 informants from various domains were interviewed. Transcribed interviews were coded using qualitative analysis software. The results show that a distinction needs to be made between market and nonmarket stakeholders, and that not all organizations are equally capable of identifying issues that are important to both categories of stakeholders. Organizations that identify issues that are relevant to both market stakeholders and nonmarket stakeholders are more likely to face tensions between stakeholder issues in NPD. Organizations manage these tensions using several, sometimes redundant, coordination mechanisms and using multiple prioritization principles in conjunction. Based on the results, the authors conceptualize stakeholder integration capability in an NPD context as the combination of stakeholder issue identification techniques, coordination mechanisms, and prioritization principles. They propose that stakeholder integration capability is the result of a learning process. Moreover, they propose that proactivity of environmental management and environmental impact of the industry help to explain why stakeholder issue identification techniques are developed, and that the identification of more stakeholder issues leads organizations to develop coordination mechanisms and prioritization principles. Finally, the authors propose that stakeholder integration capability leads to competitive advantage through organizational identification by stakeholders. The study implies that integrating multiple stakeholder issues is not just a matter of feeding additional information into NPD processes, but of changing the nature of these NPD processes. 相似文献
16.
基于模糊方法的企业业务流程创新管理绩效综合评价 总被引:4,自引:0,他引:4
李刚 《石油化工技术经济》2003,19(4):35-37,41
企业业务流程创新管理能使企业绩效得到巨大改善。建立了企业业务流程创新管理的绩效评价指标体系,运用模糊综合评价法对其进行了科学评价。 相似文献
17.
项目难度系数的确定是工程项目进行项目绩效定量评价的关键环节之一,尤其对多项目部的绩效定量评价更重要。依据项目难度系数的影响因素,确定每一影响因素的权重和项目因素单位分数。通过层次分析法和直观判断法综合对工程项目评价指标进行权重分析,提出了两种打分的方案,即对工程数量、投资额及项目难度等因素进行分类打分和根据单位数量及单价来确定分数,然后结合两种方法的结果来确定项目难度系数,并通过实验来确定项目难度系数计算方法的合理有效性。 相似文献
18.
Mapping knowledge management and organizational learning in support of organizational memory 总被引:1,自引:1,他引:0
Zahir Irani Amir M. Sharif Peter E.D. Love 《International Journal of Production Economics》2009,122(1):200
The normative literature within the field of knowledge management has concentrated on techniques and methodologies for allowing knowledge to be codified and made available to individuals and groups within organizations. The literature on organizational learning, however, has tended to focus on aspects of knowledge that are pertinent at the macro-organizational level (i.e. the overall business). The authors attempt in this paper to address a relative void in the literature, aiming to demonstrate the inter-locking factors within an enterprise information system that relate knowledge management and organizational learning, via a model that highlights key factors within such an inter-relationship. This is achieved by extrapolating data from a manufacturing organization using a case study, with these data then modeled using a cognitive mapping technique (fuzzy cognitive mapping, FCM). The empirical enquiry explores an interpretivist view of knowledge, within an information systems evaluation (ISE) process, through the associated classification of structural, interpretive and evaluative knowledge. This is achieved by visualizing inter-relationships within the ISE decision-making approach in the case organization. A number of decision paths within the cognitive map are then identified such that a greater understanding of ISE can be sought. The authors therefore present a model that defines a relationship between knowledge management (KM) and organizational learning (OL), and highlights factors that can lead a firm to develop itself towards a learning organization. 相似文献
19.
Corporate reputation in Europe and North America is increasingly seen as a function of how firms treat their stakeholders. In the United States, stakeholder theory has been touted as a paradigm of good management; yet despite enlightened stakeholder practice at home, US firms continue to run into problems in Europe. Wal-Mart, Microsoft, and GE have, in one way or another, all been caught off guard when doing business in Europe. This paper suggests that some of the stakeholder relations difficulties encountered by US corporations in Europe can be explained by fundamental cultural and philosophical differences between these regions that affect how stakeholders are viewed and how relations with those groups are managed. In this paper, we examine the historical and socio-political forces influencing stakeholder theory in the US and northern Europe and then use a business-to-business marketing approach to show how US firms might develop an approach to stakeholder relations that fits the northern European environment. 相似文献