一种飞行器集群管理和任务分离的组网方法

组网是卫星、无人机等飞行器集群实现协同的基础。传统自组织组网技术针对地面随机移动场景设计，不适用于拓扑和传输根据任务变化的飞行器集群场景，为此设计了一种管理与任务分离的组网方法，将网络分为管理面和任务面两个逻辑层面，管理面负责拓扑发现、路由建立、任务规划等基础组网功能，任务面负责任务执行过程中的数据传输功能。管理面和任务面实行不同的组网策略，从而使得网络的传输性能根据管理和任务执行的不同需求进行优化，以减少协议开销及降低传输自干扰。     

Is the system reliability profitable for retailing and consumer service of a dynamical system under cross-price elasticity of demand?

Retailing strategy is one of the most crucial factors for industries. A proper retailing strategy can help to enhance consumer service and increase the industry's profit. An improved approach to retailing is suggested in this research to deliver superior customer service while maximizing profits in a dynamic system. The study analyzes a retailing strategy for a demand with cross-price elasticity upon the retail price. A product's cross-price elasticity and the system reliability are critical factors in retailing. Understanding the cross-price elasticity of demand between products helps retailers to make pricing decisions that maximize profits by maintaining demand. Imperfect products are produced due to an imperfect production system. The imperfect ones must be adjusted with some costs to make them perfect for better retailing. The system failure rate is crucial for retailing under cross-price elasticity of demand patterns. Production system reliability, cross-price elasticity of demand, and consumer service are all essential factors that can impact a company's success in the market. The production rate is considered time- and system failure rate-dependent. Contradictory to the literature, a dynamical system is proposed for improved retail management, which is solved using the Euler-Lagrange theory. Finally, one can achieve the expected maximum profit for this retail system with optimum selling prices for different products by reducing the system failure rate. Some numerical illustrations with graphical representations are provided to validate the current study. Numerical examples show that applying cross-price elasticity of demand for more than two identical products provides 35% more profit for the retail industry than a single type of product.     

新中国成立70年农村基本经营制度的历史演进与发展取向——基于农村土地制度和农业经营制度的改革联动视角

研究目的:剖析农村土地制度和农业经营制度的关系,为完善农村基本经营制度提供参考。研究方法:比较分析法、文献研究法。研究结果:新中国成立70年来,农村基本经营制度先后历经新中国成立初期的"农民所有、家庭经营"、改革开放前期的"集体所有、集体经营"到改革开放后期的"集体所有、均田承包、家庭经营",再到现阶段的"集体所有、均田承包和多元经营"4个阶段。在这个过程当中,农村基本经营制度既遵循人口与土地关系、生存与发展关系以及政府与市场关系的大逻辑,又遵循着农村土地制度的"产权逻辑"、农业经营制度的"生产逻辑"等小逻辑。研究结论:为深化农村基本经营制度变革,需加强农村土地制度与农业经营制度联动改革的制度设计,发挥要素、组织和制度的作用,发展多种形式的适度规模经营,实现小农户与现代农业发展的有机衔接。     

Citizens’ e-participation on agenda setting in local governance: Do individual social capital and e-participation management matter?

Although a growing body of literature has touted e-participation as a means of facilitating greater citizen participation in policy decision-making processes, little is known about the driving forces behind citizens’ use of e-participation. Based on a literature review of social capital and citizen participation, this study develops and tests a model proposing that three dimensions of social capital and three dimensions of citizen participation management should be positively associated with e-participation in agenda setting. Using data from a Korean e-participation survey conducted in 2009, we found that citizens tend to be more active e-participants when they have greater trust in government and are weakly tied to offline social groups. We also found that citizen participants’ perception of government responsiveness to their input can facilitate their e-participation. The study findings imply that local governments should pay more attention to the function of public trust in local government and provide quality feedback in response to citizen input. They should also be sensitive to how the social factors of e-participants can facilitate involvement in agenda setting.     

Developing design principles for the digitalisation of purchasing and supply management

This paper develops an approach to evaluating designs for digitalisation interventions in purchasing and supply management (PSM), and identifies some fundamental design principles for such interventions. A set of advanced technologies for digitalisation and a theory-based set of seven value drivers for PSM are identified for the proposed grid to facilitate the design of applications and interventions for digitalising PSM. The grid relates the digital technologies to the PSM value drivers in a matrix-like manner, allowing the structured consideration of the space defined by these two dimensions. The proposed approach to the strategic evolution of digitalisation in PSM is tested and its utility is demonstrated in analyses of practitioner literature and multiple case-study-based perspectives on PSM digitalisation. Two fundamental design principles relating to the use of the grid, or to the filling of its space, are set out, thus the research provides new theoretical perspectives on the design of advanced forms of PSM digitalisation. The proposed grid may be used in application design, communicating current and future states of PSM digitalisation to stakeholders, and specifically in developing a future-oriented strategy with a digitalization element for the PSM function.     

Cross-national differences in stakeholder management: Applying institutional theory and comparative capitalism framework

Drawing upon the research in institutional theory and comparative capitalism, the present study investigates how cross-national differences in the political, business, and economic institutional contexts of the United States, Italy, and Japan are associated with the ways in which companies in each of these countries prioritize and engage in their stakeholder engagement activities (SEAs). Using Porter and Kramer's framework, which classifies corporate social responsibility (CSR) activities as falling into four categories (good citizenship, mitigating harm from value chain, transforming value chain activities, and strategic philanthropy), we investigate how companies in the United States, Japan, and Italy prioritize and engage in these four SEAs. An analysis of data collected from 340 companies across these countries reveals that while companies in each of these three countries undertake the four types of SEAs, the prioritization and prevalence of the four types of SEAs vary from one country to the other, in ways that align with the prevailing institutional contexts of each country. The results contribute to a more nuanced understanding of why and how companies' approaches to CSR differ across countries. From a practitioner's perspective, the findings highlight the cultural specificity of CSR, implying that despite the global nature of CSR, the implementation of CSR needs to be tailored to a country's context.     

Crisis leadership in economic recession: A three-barrier approach to offset external constraints

An economic recession is a type of crisis originated from external factors that may imperil an organization’s survival depending on the intensity and duration of the crisis. In peripheral European countries, such as Portugal, the recent financial crisis had devastating effects on various business activities. As a result, Portugal represents an important case study in examining how some corporate leaders have handled the economic recession successfully. I interviewed 20 corporate managers to capture their perceptions of the leadership traits and behaviors exhibited by their CEOs in guiding their companies through the recession. In economic recessions, negative constraints do not affect the most effective leaders, who instead erect barriers against the high-pressure conditions to create a supportive, positive work environment. In order to achieve maximum effectiveness, leaders must act as blocking agents against the negative social impacts of the economic crisis, including the fragility of trust in organizational life (i.e., a barrier against distrust), uncertainty of the future (i.e., a barrier against uncertainty), and toxic emotions (i.e., a barrier against toxic emotions).     

创新战略下的英国研发组织创新——Catapults的组织管理模式研究

Catapults（弹射中心）作为一种新型研发组织形式，在英国创新发展战略的实施中扮演着重要角色。精准的组织功能定位、高效的组织管理运作模式和紧密的网络化组织关系，是Catapults组织管理模式创新的重要三大重要内容。为我国新型研发机构的培育和发展提供了良好的参考样本。     

Change within purchasing and supply management organisations – Assessing the claims from maturity models

It is a wide-held assumption that professional development and change within purchasing and supply management (PSM) organisations can be explained and guided by a maturity model. In this paper the guidance which the maturity model concept offers to understand a PSM organisation's performance is assessed. The methodology is based on the outcomes of a literature review of PSM maturity models, development of an organisational change framework and the learning from three qualitative case studies. An alternative understanding of the development of the PSM organisation is offered through an organisational change framework, composing 1) movement transitions, 2) scalability of change, 3) acceptability of change, and 4) the substantive element of change. The research found that extant PSM maturity models are too rigid for PSM managers to apply, and although maturity models are commonly accepted in PSM literature, in practice, they may produce the opposite effect of what is promised. The PSM maturity models suggest that their application will lead to increased status and influence of PSM within the organisation; expectations that may not be met. PSM organisations’ change processes are subjected to a range of situational and contextual power relations which must be considered in order to advance the specific PSM organisation roles and responsibilities.     

Muddling through cybersecurity: Insights from the U.S. healthcare industry

The U.S. healthcare sector is inadequately prepared to deal with the reality of cyber threats. The increasing use of smart medical equipment and mobile devices is making healthcare organizations more susceptible to ransomware and other types of malware. The size and complexity of operations, coupled with the presence of numerous legacy and incompatible systems, make it difficult to implement effective cybersecurity measures. The daunting nature of the problem often results in an if-it-ain’t-broke-don’t-fix-it stance among senior healthcare leaders. The preponderance of healthcare-related laws, compliance regulations, and security guidance frameworks serve to complicate the cybersecurity challenge further and too often results in senior leadership assuming a state of blissful ignorance. This study sheds light on the key factors contributing to the chaotic state of affairs and presents a roadmap to a more deliberate and proactive approach to cybersecurity risk management.