A Modern Resource Based Approach to Unrelated Diversification

abstract    For over three decades, the questions of how and why an organization diversifies into related and unrelated businesses have drawn the attention of strategy scholars. However, explanations of unrelated diversification have been less than clear. A conceptual model of unrelated diversification is thus proposed. In drawing on Penrose's (1959 ) resource based approach, unrelated diversification is explained by an organization's 'three pillars', which consist of its strength of dynamic capabilities, absorptive capacity, and weak ties. The role of the three pillars is to discover new resource applications or uses in conditions of market failure that are characterized by 'incomplete' markets. A novel feature of this model is that an organization can diversify more broadly than predicted by Penrose (1959 ) and other modern resource-based approaches ( Teece et al., 1997 ). Furthermore, unrelated diversification can be beneficial. This study also offers suggestions to measure the three pillars; its contributions and implications are discussed as well.     

Stochastic structure of alternative measures of velocity

In this paper, the author reexamines previous work on the stochastic structure of velocity by analyzing velocity over varying degrees of time aggregation and implements the augmented Dickey-Fuller tests to differentiate between trend versus difference stationary processes. It is found for both monthly and quarterly data that the four velocity measures analyzed follow a difference stationary process. The appropriate ARIMA representation to the respective velocity measures were estimated for three periods: (1) 1959 to 1990, (2) 1959 to 1979, and (3) 1979 to 1990. All the monthly velocity measures were found to follow different ARIMA representations across the three periods analyzed. However, for the quarterly velocity measures analyzed, only velocity measures based upon M1 and M2 differ across the three periods. Thus, there is some evidence that the stochastic structure of velocity has changed over time.     

MANAGERIAL COGNITION: A MISSING LINK IN STRATEGIC MANAGEMENT RESEARCH

This article explores the linkages between cognitive science and strategic management research. It begins by noting that Schendel and Hofer, in their classic work Strategic Management: A New View of Business Policy and Planning, implicitly assumed a cognitive basis for much of the strategy-making process but did little to systematize a cognitive approach. Next, the article examines the foundations of modern cognitive science. Several areas of recent research that are particularly relevant to strategic thinking are reviewed. The article concludes with a call for a more explicit cognitive emphasis in strategic management.     

从流程层面到组织层面的扩展:项目管理成熟度研究综述

本文将项目管理成熟度模型的研究分为三个阶段：流程层面的研究、项目层面的研究和组织层面的研究。分别对这三个层面的研究进行介绍，对一些重点的项目管理成熟度模型进行阐述，并对目前最新的基于组织的成熟度模型0PM3做一简单介绍，文章最后简述了国内项目管理成熟度研究的现状并对研究前景进行展望．     

生产者-消费者的Linux多线程实现

生产者-消费者问题是经典的进程同步互斥问题。本文详尽阐述了Linux下利用互斥锁、条件变量、线程管理等相关函数实现多线程生产者-消费者问题,以提高资源利用率。     

论案例研究法与实证研究法的结合

案例研究法和实证研究法是管理研究领域中常用的研究方法,两种方法各有利弊,将其恰当地结合使用可以使研究结果更加科学可信。本文对这两种研究方法进行了深入细致的分析比较,引用了目前国际一流的学术期刊等刊登的经典研究论文,通过对其研究方法的分析进一步说明案例研究法与实证研究法结合开展研究的过程、结论和重要性,作者提出了在研究中将案例研究法与实证研究法结合使用的三种方法。     

Edith Penrose's (1959) Contributions to the Resource-based View of Strategic Management

ABSTRACT We argue that Rugman and Verbeke (2002 ) underestimate the importance of Penrose's (1959 ) contributions to the modern resource‐based view of the firm. In particular, we take issue with Rugman and Verbeke's (2002 ) arguments concerning Penrose's (1959 ) contributions to our knowledge of: (1) the creation of competitive advantage, (2) sustaining competitive advantage, (3) isolating mechanisms, and (4) competitive advantage and economic rents. In our response, we show that Penrose (1959 ) has both directly and indirectly influenced the modern resource‐based view of strategic management.     

供应链排序问题模式研究

供应链协同是供应链管理中的重要问题,供应链上不同阶段的决策者应当如何安排产品的生产、配送顺序,近年来有研究将经典生产排序理论引入供应链管理中,针对上述协同问题提出供应链排序研究模型,但还没有形成统一的框架和定义,本文将介绍这一领域的研究现状和发展前景.     

Researching Strategy Formation Process: An Abductive Methodology

Methodological challenges in researching subjective social construct formation processes (such as business strategy formation) are described. A solution is derived step by step, based on classic contributions to the literature and first principles. Two major methodological risk factors in interpretive research are identified as horns of a dilemma, and a practical solution is offered. In the process, a basis is offered for carrying out interpretive research in which meaningful data coding can occur across multiple case studies. The methodology developed for the author’s own research is used as an illustration. The author wishes to acknowledge the assistance of Associate Professor Erica Hallebone of RMIT University, who read successive drafts of this article and provided valuable suggestions.     

The consensus between Italian HR and sustainability managers on HR management for sustainability-driven change – towards a ‘strong' HR management system

By sustainability-driven change, we mean the transformation of a company into an active agent of broad sustainable development. This paper focuses on two key features of this transformation: (i) the key role played by the company's human resource (HR) management system within that process; and (ii) the fact that the transformation involves a variety of agents and that, among others, HR and sustainability managers are pivotal to the success of the process. Gaining consensus between them on those aspects of the HR system that support sustainability-driven change is a key success factor, as it results in a ‘strong' HR management system that sends coherent messages to the organization. In addition, consensus between the two managers can be critical in preparing a compelling business case for sustainability for the senior management of the organization. This paper explores the level of consensus between the HR and sustainability managers using a survey of 89 managers in Italian companies committed to sustainability. The results of our research indicate which elements of an HR management system are seen as important for sustainability-driven change by both the HR and the sustainability managers and what differences in perception exist between them. Based upon our findings, implications for HR practice and research are then advanced and discussed.     

威廉·大内的“Z理论”对构建中国管理模式的启示

威廉.大内的"Z理论"是一本研究美日管理差异的经典之作。在这本著作出版后的三十年管理实践和理论发展后,今天再看Z理论可以发现其中的诸多缺陷。但是Z理论中所采用的比较管理学的研究方法和研究路径对构建中国管理模式具有重大的启示作用。     

船企科研项目动态风险管理研究

船企科研项目是以高新技术船舶领域为研究对象的应用研究类国家项目,是一项庞大的系统工程。在实施过程中,其受到各种因素影响进而不能实现既定目标。为了实现对此类项目的风险管控,确保项目目标的顺利完成,论文构建了基于霍尔维度分解的风险管理四维模型,对不同维度进行有效分析。论文运用PDCA循环法对船企科研项目进行动态风险管理,核心方式是通过时间维度、要素维度、流程维度、知识维度进行全要素、全过程、全系统的动态风险管理,以保证项目各个阶段的目标依次实现。论文的意义在于为船企科研项目的动态风险管理提供有效参考。     

Managing creativity,maintaining control: a study in pharmaceutical research

This paper examines how managers of scientific researchers in a major UK pharmaceutical company attempt to cope with the demands of generating creative research while exercising control over highly-qualified workers. The paper considers some models applicable to HRM in research before turning to research management at Glaxo Research and Development Ltd. Focusing on the management of working time and performance-related pay as control devices, and drawing on labour process perspectives, the authors examine the impact of these on the research process. As there is a high level of indeterminacy in research work, the operation of these controls by line managers is necessarily subjective. This may encourage behaviour which runs counter to the organisational goal of developing new chemical entities. It is suggested, in conclusion, that a fundamental tension between creativity and control characterises the management of commercial research, and is exacerbated by the dynamic nature of the firm's environment.     

Dark Secrets and Impression Management: Workplace Masks of People with Multiple Sclerosis (MS)

Goffman (1959) described dark secrets as crucial, often stigmatising, facts about an individual that are hidden from others. He also identified impression management as a means of controlling the assessments others make, with passing and covering being identified forms of impression management used by those wanting to hide stigma. Findings from an exploratory phenomenological study conducted in Sydney, Australia, revealed another form of impression management not previously identified: Masking. Masking was used by workers with Multiple Sclerosis (MS) to hide their MS-related experiences even though they had, in each of the cases shared, disclosed that they had MS at their place of work. Respondents presented several workplace “masks” to hide the impacts of having MS: (1) I’m Fine!; (2) I’m Happy!; and, (3) “I’m Better than the Others!”. Masking is suggested to be an unhelpful strategy, for the person doing it and their employer, but the alternative is also problematic. Further research into the phenomenon of masking is recommended.     

A model to evaluate the effectiveness of enterprise training programmes

This paper describes a model developed to measure customer satisfaction with enterprise training programmes. Based on developments in customer satisfaction and quality measurement, it is proposed as an alternative to the training evaluation model developed by Kirkpatrick (1959). A single indicator, a Customer Satisfaction Index (CSI), quantifies the level of satisfaction with each training programme. The model also measures the individual parameters that contribute to the CSI, as well as their relative importance. It facilitates a benchmarking process regarding these parameters and between training programmes. The development process of the model is described, as is its use in practice.     

Analysis of the effect of risk management practices on the performance of new product development programs

Risk management is receiving much attention, as it is seen as a method to improve cost, schedule, and technical performance of new product development programs. However, there is a lack of empirical research that investigates the effective integration of specific risk management practices proposed by various standards with new product development programs and their association with various dimensions of risk management success. Based on a survey of 291 product development programs, this paper investigates the association of risk management practices with five categories of product development program performance: (A) Quality Decision Making; (B) High Program Stability; (C) Open, problem solving organization; (D) Overall new product development project success; and (E) overall product success. The results show that six categories of risk management practices are most effective: (1) Develop risk management skills and resources; (2) Tailor risk management to and integrate it with new product development; (3) Quantify impacts of risks on your main objectives; (4) Support all critical decisions with risk management results; (5) Monitor and review your risks, risk mitigation actions, and risk management process; and (6) Create transparency regarding new product development risks. The data shows that the risk management practices are directly associated with outcome measures in the first three categories (improved decision making, program stability and problem solving). There is also evidence that the risk management practices indirectly associate with the remaining two categories of outcome measures (project and product success). Additional research is needed to describe the exact mechanisms through which risk management practices influence NPD program success.     

The selection of supply chain management projects: A case study approach

Organizations undertake strategic supply chain initiatives through project implementation. However, selecting the right supply chain projects can be difficult due to high levels of organizational risk and technical complexity. Although the literature is rich in quantitative and qualitative methods for project management, prior research into best management practices specific to supply chain management (SCM) project selection is limited. This paper examines the methods used in evaluating and selecting SCM projects used by the management at three publically held multi-national organizations. The primary objective of this research is to identify a set of generalizable good practices in the selection and evaluation of SCM projects. Nine useful business practices in SCM project selection have been identified based on cross-case comparisons and a close examination of the literature. Eight practices had been previously identified, but were scattered throughout the literature on ERP, IT management, and R&D management. A new practice calls for the consideration of supply chain partners’ return-on-investment (ROI) in the project selection process. Highest preference should be given to win-win projects for the organization and its partner(s). The practices identified here sho`uld provide the foundation of practical guidelines that can be used during the planning stage of SCM projects. This paper reduces the knowledge gap in SCM project management by analyzing organizations with significant supply chain experience and synthesizing these results with the current related literature.     

采油企业管理绩效评价研究

针对管理绩效的研究现状,结合采油企业的实际情况,明确采油企业管理绩效的内容,综合运用问卷调查和专家打分方法确定采油企业管理绩效评价指标体系,并采用层次分析法(AHP)进行采油企业管理绩效评价,得出了采油企业管理绩效评价指标的权重值,进而明确采油企业管理绩效的优势与不足,为提高采油企业管理绩效水平提供理论依据。     

QUANTITATIVE ANALYSES OF MANAGEMENT SALARY DIFFERENTIALS

Abstract This paper reviews the practical value of a number of quantitative models of management pay structures at the level of the firm. The aim is to identify the practical, operational value of these models to salary administrators. Models developed in the last twenty years by Roberts (1956), Peason (1967), Simon (1957), Lydall (1959), Thorelli (1965) and Paterson (1972) are reviewed and their practical weaknesses highlighted. It is concluded that models of this nature are of considerable conceptual value in relating some of the economic and organizational factors involved in management pay. Most quantitative models appear to have mainly academic value. However, the paper demonstrates how an approach using a mixed Pearson and Paterson model can be applied in a practical fashion to yield useful salary administration guidelines. The Pearson model is based on a Pareto distribution of managerial salaries within the firm, while Paterson's model provides definitions of authority levels associated with management jobs. The combined Pearson/Paterson approach provides the administrator with a helpful framework which allows comparison of his firm's salary structure with those of companies in similar industries as well as measurement of changes within his salary structure over a selected time period.