集成管理理论在建设项目全过程造价咨询业务中的应用研究

建筑企业为了进一步扩大盈利空间,在项目运行期间于造价管理工作中引入集成管理理论,采用全过程造价咨询管控方式,提升项目成本管控能力。论文考虑到造价管理对建筑企业的重要性,着重介绍集成管理理论在全过程造价咨询领域的应用方式。     

External pressure or internal culture? An innovation diffusion theory account of small retail businesses’ social media use

COVID-19 put unprecedented external pressure on small businesses to adopt or increase use of social media while not all small businesses are internally ready for this rapid change. This study investigated the roles of external pressures and organizational culture of openness and learning in driving small retail business owners'/managers' social media use decisions by impacting their perceived usefulness and barriers, based on the innovation-decision process model from the diffusion of innovations theory and the theory of reasoned action. An online survey with structured measurements was administered to 411 U.S. small retail business owners/managers. Results from structural equation modeling revealed that external pressures positively influenced small business owners'/managers’ perceived usefulness and barriers and social media use intention. In addition, the culture of openness and learning positively influenced the perceived usefulness while mitigating the perceived barriers, thereby directly and indirectly influencing the social media use intention. Theoretical and managerial implications are discussed.     

刑事涉财产执行中的案外人权益救济——以案外人权益救济程序的当事人构造为视角

刑事涉财产执行程序因采取移送执行模式而被误认为不存在申请执行人，使得刑事涉财产执行程序及其衍生的案外人权益救济程序过分依赖执行法院的职权主义。在刑事附带民事诉讼裁判、追缴或责令退赔违法所得并返还被害人判项、责令被免予刑事处罚的被告人赔偿被害人损失判项的执行程序中，案外人权益救济程序原则上应以被害人为申请执行人，并参照适用民事强制执行程序中的案外人权益救济制度。其他刑事涉财产执行程序应以检察机关为申请执行人。除非出现被执行人逃避执行或者案外人对执行标的提出排除执行请求等特殊情形，作为申请执行人的检察机关通常无须现实参加执行程序。     

The benefits and implementation of performance transparency: The why and how of letting your customers ‘see through’ your business

While some organizations swear by the benefits of transparency and are eager to learn and implement transparency practices, many managers are still reluctant or even afraid to use them. Our research reveals that only a few innovative companies have taken steps to leverage a potentially useful form of transparency: the provision of accessible and objective information to customers (e.g., sharing unbiased benchmark data, publishing unfiltered customer comments, or providing candid product reviews that may praise but also criticize the company’s products). Our study also shows that many companies remain wary and view greater calls for transparency as a challenge to be managed rather than an opportunity to be traded upon. This is partly due to limited research into the performance benefits of giving customers access to objective information, and lack of practical guidelines on how to actually implement it. This article addresses these shortcomings. First, we investigate whether performance transparency leads to customer outcomes that can be profitable for an organization and, second, we analyze the characteristics of successful transparency initiatives in a wide range of industries. Our research shows that customers exhibit more trust and are willing to pay a premium to deal with transparent businesses. Also, it uncovers seven effective strategies to leverage transparency. This article provides convincing empirical evidence for the benefits of performance transparency and the ways in which management may implement it successfully.     

Learning from R&D outsourcing vs. learning by R&D outsourcing

We analyze how research and development (R&D) outsourcing influences product innovation. We propose a separation between learning from R&D outsourcing, whereby the firm improves its ability to innovate by using outsourced R&D directly in new products, from learning by R&D outsourcing, whereby the firm indirectly uses outsourced R&D by integrating it with internal R&D to create new products. Building on the knowledge-based view, we argue that learning from R&D outsourcing is likely to have an inverse U-shaped relationship with product innovation, because the initial benefits of using outsourced component R&D knowledge to innovate products is eventually outweighed by the hollowing out of the firm's ability to innovate. In contrast, we propose that learning by R&D outsourcing is likely to have a U-shaped relationship with product innovation, because the initial challenges of integrating internal and external R&D are eventually overcome, resulting in more innovations. Finally, we distinguish between domestic and foreign R&D outsourcing and propose a liability of foreignness in R&D outsourcing as it has a lower impact on new products than domestic R&D outsourcing. The empirical analysis shows that outsourced R&D has an inverted U-shaped relationship with the number of new products, while the interaction between outsourced R&D and internal R&D has a U-shaped relationship with the number of new products. It also shows that domestic outsourced R&D has a higher positive impact on the number of new products than foreign outsourced R&D.     

Evaluation of workplace lactation support among employers in two Pennsylvania cities

A majority of mothers with infants less than 1 year old participate in the labor force. Employers can modify the physical and social environments at work to accommodate breastfeeding employees and enable continued participation in the labor force. The purpose of our article is to (1) characterize breastfeeding policies and programs currently offered at workplaces in two Pennsylvania cities and (2) identify improvement areas to support breastfeeding employees in the workplace. We partnered with two business groups on health in Pennsylvania and electronically administered a survey to their employer members. Responses were aggregated into a workplace lactation support score based on physical space, time, policy, and resources. Higher scores indicate that employers offered a large number of workplace lactation supports. We conclude by offering specific improvement opportunities that include a written policy communicated to all employees and the formal communication of lactation services. Employers can utilize workplace lactation support scores to elect interventions that are feasible for implementation in their organizations.     

When does advice impact startup performance?

Why do some entrepreneurs thrive while others fail? We explore whether the advice entrepreneurs receive about managing their employees influences their startup's performance. We conducted a randomized field experiment in India with 100 high-growth technology firms whose founders received in-person advice from other entrepreneurs who varied in their managerial style. We find that entrepreneurs who received advice from peers with a formal approach to managing people—instituting regular meetings, setting goals consistently, and providing frequent feedback to employees—grew 28% larger and were 10 percentage points less likely to fail than those who got advice from peers with an informal approach to managing people, 2 years after our intervention. Entrepreneurs with MBAs or accelerator experience did not respond to this intervention, suggesting that formal training can limit the spread of peer advice.     

Narco‐frontiers: A spatial framework for drug‐fuelled accumulation

Based on historical and ethnographic research conducted in a region of northwest Colombia and drawing on the stories of novelist Gabriel García Márquez, this article develops the analytical concept of “narco‐frontiers” to help disentangle the confusing political economy of agrarian spaces affected by the violence of the drug war. As socially produced spaces, narco‐frontiers emerge through the convergence of four interlocking processes: uneven development, internal colonialism, political violence, and narco‐fuelled dispossession. Although often depicted as “ungovernable” or “stateless” spaces, narco‐frontiers are wracked by extra‐legal regimes of rule in which the state is simply one actor among others. With the drug trade inducing violent agrarian change all over the world—from Colombia to Afghanistan, Burma to Central America—this article offers a spatial‐historical framework for understanding these dramatic transformations.     

To cluster or not to cluster?: Understanding geographic clustering by restaurant segment

This study tested whether geographic clustering differs by restaurant segment due to the differences in consumers’ hedonic and utilitarian values by using Ripley’s K function and a Tobit model. This study found that higher priced restaurant segments have stronger clusters than lower priced restaurants, which implies that restaurants that focus on hedonic values tend to cluster more than utilitarian focused restaurants. However, the results differ depending on whether or not restaurants are located within a central business district (CBD). For example, quick service restaurants have stronger clusters than casual restaurants outside CBDs. Practical applications may apply to new restaurants that are attempting to open. Up-scale restaurants have the advantage of reducing research costs by locating near similar restaurants. Moreover, casual restaurants do benefit by clustering near existing ones under the condition that demand is not severely hurt by competition, while quick service restaurants benefit by diffusing from each other.     

Welfare Cost of Fluctuations When Labor Market Search Interacts with Financial Frictions

We study the welfare costs of business cycles in a search and matching model with financial frictions. The model replicates the volatility on labor and financial markets. Business cycle costs are sizable. Indeed, the interactions between labor market and financial frictions magnify the impact of shocks via (i) a credit multiplier effect and (ii) an endogenous wage rigidity inherent to financial frictions. In addition, in a nonlinear framework, large welfare costs of fluctuations are explained by the high average unemployment and the low job finding rates with respect to their deterministic steady‐state values.