领导力在项目组合管理中的影响研究

项目组合是连接战略和项目的桥梁。区别于以往有关项目管理中领导力的研究,针对高管和项目经理两种层次的领导角色,界定了领导力的内涵,从战略视角出发构建了领导力对项目组合绩效的影响作用模型,并运用偏最小二乘法和实证方法对理论模型进行检验。研究结果表明,高管及项目经理的领导力均对项目绩效、组合绩效有积极的影响,但项目绩效对组合绩效的作用并不显著。结论强化了领导力在项目组合管理中的关键作用,为研究组合绩效的提升机制提供了新的思路和方法。     

谈人力资源档案管理中存在的问题及解决策略

随着社会的发展,人力资源档案管理中存在的问题越来明显。本文提出了人力资源档案管理中存在的问题并对这些问题加以探讨和研究,进而提出相应的解决策略。     

基于B/S模式的高校量化管理系统的应用研究

本文分析了目前高校教学量化管理工作中普遍存在的问题和矛盾,提出了一种基于B/S模式的高校教师教学工作量化管理网络化系统的解决方案,论述了系统开发的必要性和实际意义;文章介绍了系统的结构及主要功能模块,以及系统在实践中的应用效果。     

高职经管类实训室践行“6S”现场管理的探索

6S管理可以改善现场环境,提升职业素养,培养协作能力,深化校企合作。本文主要从上述方面论述了在高职经管类实训室中实施6S管理的必要性,以及在推行过程中存在的问题,并针对问题展开讨论,找出了一些问题的解决对策。     

A game of give and take: The introduction of multi-layer (water) safety in the Netherlands and Flanders

At the beginning of the 21st century, the Netherlands and Flanders introduced a risk-based approach to flood risk management (FRM), labelled as multi-layer (water) safety. In contrast to a flood defence approach, risk-based management stresses the need to manage both the consequences and probability of a flood. The concept has developed differently in the two countries, as we conclude from a discursive-institutionalist research perspective. The Netherlands is characterised by a high institutionalization of the traditional flood defence discourse and a more closed policy arrangement, whereas in Flanders, the flood defence discourse is less institutionalized and the arrangement is more open. In both countries we see an opening of the arrangement preceding the establishment of multi-layer (water) safety, but at the same time, actors stress different aspects of the concept in order to increase its compatibility with the existing policy arrangement. In the Netherlands, the focus is on probability management, in Flanders on consequence management. In the Netherlands, multi-layer (water) safety as a concept could be established because it stabilises the system in the short-term by reinforcing the importance of flood defence, whereas in Flanders, policymakers were receptive to the concept because it supports a shift of responsibility towards actors outside traditional water management.     

Integrated landscape initiatives in Europe: Multi-sector collaboration in multi-functional landscapes

Landscapes are linked to human well-being in a multitude of ways, some of which are challenged by global market forces and traditional management approaches. In response to this situation there has been a rise in local initiatives to sustain the values of landscape. The aim of this paper is to provide a systematic analysis of the spectrum of these initiatives in Europe in terms of patterns of organisation, participants, resources, problems, and landscape values addressed. This review collects examples of integrated landscape initiatives from all over Europe through systematic internet key word searches and canvassing of European umbrella organisations; followed by an online survey of representatives from the identified initiatives (n = 71). Our results show that the most relevant characteristics of integrated landscape initiatives in Europe are: a holistic approach to landscape management (acting in multifunctional landscapes and combining different objectives), the involvement and coordination of different sectors and stakeholders at many levels, and the role as agents of awareness raising and learning hubs. Integrated landscape initiatives mainly depend on impulses of local civil society. Identified barriers to their work include a lack of funding and institutional support. Therefore, political and societal action is needed to increase their effectiveness.     

Barriers to the “key supplierization” of the firm

The phenomenon of key supply management (KSM) in business companies is far less investigated than the phenomenon of key account management (KAM) which beneficiates, both in practice and in an academic context, from a growing interest. This article is based on the empirical analysis of a sample of 10 international companies which have recently launched KSM programmes or are currently working on launching such programs. It examines the difficulties these companies come up against when implementing such programmes and proposes to organize these difficulties around three dimensions: 1) the difficulties in implementing real supplier portfolio approaches; 2) the narrow view of value co-creation with suppliers, and 3) the persistent lack of integration of the purchasing function with other internal functions within the company. The conclusion of the article is that KSM is far from being a mere symmetric phenomenon of KAM. Several implications are then discussed in relation to the implementation of KSM programmes within companies.     

公共服务战略管理中的公众参与：原因、机制与意义

公共服务战略管理是战略管理途径在公共服务领域的运用,是制定公共服务战略并实施和评价战略的过程,以此更好地满足公共需求。公众是公共服务最直接的受众,应该把公众纳入公共服务战略管理的研究框架之中。同时,适当的公众参与对公共服务的有效供给及公共服务战略绩效的提高有着十分重要的作用。     

Unpacking systemic innovation capacity as strategic ambidexterity: How projects dynamically configure capabilities for agricultural innovation

Problems in agriculture and land use are increasingly recognised as complex, uncertain, operating at multiple levels (field to global value chains) and involving social, economic, institutional, and technological change. This has implications for how projects navigate complexity to achieve impact. However, few studies have systematically evaluated how project actors engage with other actors to configure capabilities and resources across multiple levels in agricultural innovation systems (AIS), from the individual to the network, to mobilise and build systemic innovation capacity. An analytical framework conceptualising the nested configuration of capabilities at multiple levels in the AIS is applied to two projects that successfully tackled agricultural and land management problems of differing complexity: (i) improving lamb survival; and (ii) sustainable land management in New Zealand. Findings indicate that innovation capacity constitutes project actors interacting with other AIS actors to configure capabilities and resources at different levels of the AIS in order to leverage positive project path dependencies and break path dependencies that are created by existing and historical capability configurations. Project actors also balance exploiting existing innovation capabilities, as well as using adaptive capability for exploring and creating new capability configurations to respond to emerging circumstances. This implies that projects should have strategic ambidexterity in terms of how they combine exploiting existing and exploring new networks to access, combine, create, or disconnect certain capabilities to address ‘capability voids’ in AIS. This requires support to projects to constantly scrutinise, through reflexive monitoring by dedicated facilitators, specific agriculture and land use policies connected to major sustainable development models (e.g. climate smart agriculture, urban farming, smart farming). The can help assess whether the AIS provides the right mix of capabilities and whether this is adequately supported by innovation policy, to realize transformative policy objectives.     

行业报刊市场化经营之管见

在非时政类报刊陆续走向市场的大环境下,行业报刊的市场化势在必行。行业报刊的市场化经营,必须建立一支既懂行业报刊新闻业务,更懂行业报刊经营管理的人才队伍;必须建立与行业报刊市场化相适应的运作机制;必须注重实施行业报刊产业链发展战略。