基于目标管理的团队建设研究

越来越多的组织正在用团队的形式进行生产运营活动,如何建设高效优秀的团队已经被越来越多的企业关注,本文在团队定义的基础上,以目标管理为切入点,详述了组织如何将目标管理运用于团队建设中,讨论了组织在打造高效团队需要遵循的几点原则。     

高校实验教学队伍建设的研究与探索

本文就地方高校实验室队伍建设、人员要求进行了研究与探索,提出实验室队伍的改革与研究。     

浅析如何做好大三学生辅导员

高校辅导员伴随学生生活的各个阶段,既是高校思想工作的骨干力量,又是大学生健康成长的指导者和引路人。本文通过论述大三学生个人发展分化突出、专业发展差异明显以及心理脆弱等特点,指出为了更好地开展学生工作,为了学生健康成长,大三辅导员老师应该具有奉献精神,关爱学生;应该严于律己,保持积极向上的心态;同时应该与时俱进,培养学生核心价值取向。     

浅谈独立学院教学秘书队伍建设

独立学院教学秘书是教学管理中最基层的实施者,其工作质量直接影响着整个学院的教学管理水平,本文结合独立学院教学秘书队伍的现状提出了有针对性的建议。     

基于工作过程的“冲压模具设计与制造”课程学习领域开发

基于工作过程的培养模式为主线,研究开发一种全新的冲压模具设计与制造课程学习模式。开发过程以学生获得职业能力为目标,结合当地制造业特色,选取典型岗位任务,分析职业能力,设计学习情境,进而设计教学活动。     

Gender Matters in Hospitality (invited paper for ‘luminaries’ special issue of International Journal of Hospitality Management)

This article is a review paper, which examines the place of gender in hospitality research and education and discusses the significance of hospitality for women's employment and entrepreneurship opportunities. The paper’s main purpose, however, is to speculate on the future of hospitality gender research and women’s employment prospects in the industry. It suggests that, despite the emergence of gender perspectives in hospitality research and the recent rise of popular feminism in response to high-profile sexual harassment cases and a well-publicised gender pay gap, gender still does not occupy mainstream territory in the field. The paper stresses the continued missed opportunities of neglecting female talent and calls on female and male leaders to shape a gender-just future in hospitality study and practice by mentoring and holding hierarchies to account. The paper identifies AI and robotics and sexual exploitation and harassment as two areas in which hospitality gender scholars could lead scholarship and policy debates on gendered human experiences.     

Process innovation capability and subsequent collaborative team performance in travel planning: a knowledge exchange platform perspective

Purpose: Backpacker tourism is flourishing in this century as the high development of Internet technology which enables travellers to search for resources they need easier. The research goal of this study was to exam how virtual skill and collective efficacy affect process innovation capability and subsequent team performance of collaborative design team in a virtual community. Design/methodology/approach: In this study, we formulated the virtual team model from the perspectives of open innovation paradigm and virtual competence, and we collected virtual community participation samples from the online communities. Invitation emails were delivered to numerous trip plan initiators in two well-known online travel communities for filling survey questionnaires for this study. In total, 3000 invitation messages were mailed, of which 373 were returned completed. The model and hypotheses were tested by structural equation modelling. Findings: Virtual competence, including collective efficacy and virtual media skill, is the essential key to facilitate process innovation capability and subsequent team performance success. Besides, knowledge sharing significantly moderates the relationship between process innovation capability and the team performance. Originality/value: Backpackers in the online travel communities have to have not only the willingness to collaborate, but also the abilities of using the correct tool to help with their tasks. When a self-efficacy gets into collective efficacy, it enables the collaborative team to develop with good virtual competencies. Accordingly, trip plan initiator and participants of a virtual team are as expertise contributors between conformity in online communities and online compulsive control tendencies.     

Hands-off? Lessons from high-touch professionals about going virtual

The COVID-19 crisis has fundamentally changed how many businesses operate and connect with their customers. Previously unheard-of government restrictions and sheltering-in-place requirements forced most professional services to transition to remote delivery methods (e.g., email, telephone, video consults, Shopify storefronts). Providers of low-touch services (e.g., lawyers, accountants) naturally lent themselves to remote delivery; however, those that offer high-touch services, particularly those in healthcare (e.g., doctors, chiropractors, physical therapists), experienced a drastic change in working conditions when going virtual. Despite a long history of resistance to virtual delivery, the pandemic created an unprecedented incentive for these high-touch professionals to experiment with underutilized care models such as telehealth: the provision of healthcare services remotely using telecommunications technologies. We examine the rapid adoption of telehealth during COVID-19 through the coming together or convergence of previously unrelated technologies, spaces, and practices. Our analysis reveals opportunities and challenges associated with going hands-off that apply to many other professionals providing high-trust services. Specifically, we offer nine guiding principles for building and protecting cognitive and affective trust in virtual and hybrid delivery models. This is important given the pace of compounding technology convergences that lie ahead for service professionals.     

Supply chain management executives in corporate upper echelons

Supply chain strategies and their implementation have been recognized as a source of competitive advantage. According to the principle “structure follows strategy”, we expect the number of firms having supply chain management (SCM) functions represented on their top management team (TMT) to have increased in the past years. However, little is known about the degree to which executives responsible for SCM functions (i.e., Chief Supply Chain Officers) are present or absent in TMTs and if their presence is related to firm performance. Therefore, we study the TMTs of large US corporations and show that SCM is present in upper echelons, either through executives whose responsibilities explicitly include SCM or indirectly by executives, especially CEOs, who had acquired SCM experience in their previous positions. However, firms׳ operating margins are lower when a Chief Supply Chain Officer is present in the TMT.