建设学习型党组织提高党建科学化水平

构建学习型的党组织队伍,是提高电力企业内部党建工作水平,更好地执行我党路线方针的关键,也是提高电力企业发展水平的重要举措。     

The interplay of formal and informal institutions between local and regional authorities when creating well-functioning public transport systems

This paper analyzes how public transport planning is managed in institutional contexts where governance is spread across local and regional scales. The paper sheds light on two facets of the relationship between local and regional government: first, the decision-making process regarding where to provide public transport services and at what level, and second, integration of public transport with land use planning. An analytical matrix is used to cross-reference the roles of formal institutions (governance established in law) and informal institutions (governance not established in law) against local and regional responsibilities for public transport and land use. Analysis of the interplay between these three axes (formal/informal, local/regional, public transport/land use) reveals how informal institutions help regional and local authorities to negotiate the constraints of formal, statutory institutions and help to “oil the wheels” of delivering measures and policies that make public transport work as a well-functioning system. However, informal institutions clearly have their limits, in the paper exemplified by the remaining challenges to integrate regional public transport and local land use planning. An identified challenge is that, by their very nature, informal institutions are difficult to influence or modify, therefore relying on them to fill gaps in formal institutional responsibilities may be a risky strategy when unpopular decisions are made.     

Dynamic organizational learning: a narrative inquiry into the story of Huawei in China

In this paper, we apply a model derived from dynamic capability theory to analyse the evolution and development of Huawei as an emerging MNC that is also a dynamic learning organization. We show how this firm has evolved through four distinct eras, characterized in succession by imitation, improvement, integration and cross-disciplinary engagement. Each era has involved a sequence of steps, beginning with opportunities, and followed by path, position, processes and transformation. Through much of its history, Huawei drew heavily on outside expertise. By contrast, the contemporary Huawei has become self-sufficient, as progressive transformations have enabled the firm to acquire dynamic capability for developing unique client-driven solutions by combining knowledge from diverse internal expert communities.     

构建“四位一体”框架 促进村集体经济可持续发展——以宁夏回族自治区村集体经济试点项目为例

[目的]扶持发展壮大村集体经济,让农民共享改革成果是农村综合改革的重要目标之一,也是农村综合改革的出发点和落脚点。[方法]以财政部试点文件财农[2015]197号为指导,以2016年宁夏回族自治区8县区80个试点村扶持发展壮大村集体经济为案例。运用综合分析法,探究"四位一体"发展框架。[结果]文章创新性提出了创建村集体经济组织、建章立制、培养能力、扶持产业"四位一体"的发展构架。其中,创建村集体经济组织是首要关键环节,为发展壮大村集体经济提供合法组织保障;村集体经济管理制度建设与合作社章程建设是合法的制度保障;加强村党组织建设,选好配强村级领导班子和致富带头人是人才保障;因地制宜,选好产业,走一、二、三产业融合发展道路是发展的支撑。[结论]通过理论研究和实践探索,初步总结出了一些宝贵经验,以期为扶持发展壮大村集体经济提供可借鉴、可复制的经验和做法。     

Global talent management and inpatriate social capital building: a status inconsistency perspective

Distinct to expatriate managers at the subsidiary-level, inpatriate managers' influence at the headquarter (HQ)-level is controlled by the extent to which an inpatriate manager is able to ‘win’ status from HQ personnel. The primary goal of the paper is to conceptualize how organizational support, in the form of global talent management (GTM) practices, can alleviate inpatriates' difficulties in building social capital at HQ. Building social capital at HQ is vital for inpatriates to attain status in order to build the inter-unit social capital that enables them to pursue their boundary-spanning role across HQs and subsidiaries. Status inconsistency theory is put forward to recognize the personal, professional and structural incongruence of events and activities at HQ carried out with respect to inpatriates. We argue that inpatriate managers become empowered at HQ only when social capital is accumulated whereby social capital is driven by an acknowledgment of inpatriates as a legitimate staffing option. The relationship between GTM practices and social capital building needs to be managed properly by inpatriates themselves as well as by the organization. A future research agenda helping to build social capital of inpatriates through GTM infrastructure is discussed and propositions are offered throughout.     

Incentive Redesign and Collaboration in Organizations: Evidence from a Natural Experiment

Research summary : Separating the individual from the social effects of incentives has been challenging because of the possibility of synergies in team production. We observe a unique natural experiment in a South Korean e‐commerce company in which a switch from pay‐for‐performance to fixed (but different) salaries took place in a staggered and effectively random manner across employees. In this case, social and individual effects perspectives make opposing predictions, enabling a critical test. We find evidence consistent with social effects of incentives, particularly as predicted by goal framing theory. The results have implications for the design of incentives to foster collaboration, organizational learning, and organizational performance. Managerial summary : Managers often neglect the deeper hypothesis behind pay‐for‐performance schemes—that people primarily care about how much they are individually paid. An opposing school of thought contends that incentives have social effects too—that individuals care about not only what they receive but also what their peers receive. It is difficult to say whether individual or social effects would be more salient in a context, without a proper experiment with randomization. We exploit a rare opportunity provided by a company that changed its incentive system in a random order, thus unintentionally creating a natural experiment. The results strongly validate the existence of social effects of incentives, but also make the general case for the opportunity to learn from experimenting with organization design in a systematic manner. Copyright © 2017 John Wiley & Sons, Ltd.     

基于产品架构与组织能力匹配的内生性创新战略——以日本信息家电企业为例

产品架构与组织能力匹配是模块化时代企业创新的内生动力。在分析产品架构理论的基础上,以日本信息家电企业为例,重点探讨了基于产品架构与组织能力匹配的内生性创新战略,即企业需要针对不同类型的产品架构构建与之相适应的组织能力。最后,针对中国信息家电企业创新提出了具体的对策与思路。     

Celebrating Organization Theory: The After‐Party

Organization and management theory as a field faces criticisms from several scholars that it has an unhealthy obsession with ‘theory’, while at the same time seeing very little cumulative theoretical progress. Some have even accused the field of being mired in the 1970s. Lounsbury and Beckman counter with an expansive review of several thriving domains of contemporary organizational research that demonstrate the theoretical vibrancy of the field. This article responds by seeking to define ‘theoretical progress’ in ways that extend beyond just the volume of articles produced. It finds that 1970s‐era classics have seen a surge of citations since the turn of the twenty‐first century, consistent with a view of limited progress. It concludes by outlining three areas of problem‐driven research eminently worthy of attention from organizational researchers.     

Organization‐Based Self‐Esteem,Psychological Contract Fulfillment,and Perceived Employment Opportunities: A Test of Self‐Regulatory Theory

This study addresses organization‐based self‐esteem (OBSE) development by examining the role of perceptions of employer psychological contract fulfillment, and the self‐regulatory processes by which OBSE evolves and produces its effects. Self‐regulatory theory helps reveal why psychological contract fulfillment relates to OBSE, how OBSE mediates its effects, and the ways in which OBSE might interact with perceived employment opportunities to affect job satisfaction, performance, and turnover intentions. The results show that OBSE is related to and mediates the relationships between relational contract fulfillment and employee job satisfaction and performance, but OBSE is not related to transactional contract fulfillment. Nor does OBSE mediate the relationships between transactional contract fulfillment and the dependent variables. Perceived employment opportunities moderate the relationships of OBSE with job satisfaction and turnover intentions. This study concludes with recommendations of ways managers can increase their sensitivity to the types of messages they communicate to employees. © 2014 Wiley Periodicals, Inc.     

流通组织创新:缩短与延长流通时间

根据马克思的流通时间理论,流通时间是影响流通组织创新的重要变量。流通时间从纵横两个方面对流通组织创新发挥作用,导致流通业的融合与整合。从纵的方面说,是缩短流通时间导向的,要求压缩流通环节,节约流通费用,包括节约购买时间、节约销售时间、融合购买与销售阶段、融合流通业和信息技术产业等四种模式。从横的方面说,是延长流通时间导向的,要求延伸流通产业链条,扩大流通规模,包括流通业整合自身功能、流通业整合农业、流通业整合制造业、流通业整合其他服务业等四种模式。