Analyst coverage and lawsuit risk

In this study, we use a unique, hand-collected dataset of employee lawsuits and study the impact of analyst coverage on labour relations. We find that an increase in analyst coverage lowers the work-related litigations. In addition, we show that an increased number of analysts lowers the litigation cost, measured by settlement fees and attorney fees. Our results suggest analysts have an important impact on employee relations. Our research enriches the literature on employment practices and analyst coverage.     

基于VVA的多分辨率交通仿真建模过程评价框架研究

文章从多分辨率交通仿真的建模过程入手,研究了系统仿真的校核、验证与确认(Verification Validation Accreditation,VVA)过程评价的原理。在此基础上,提出了基于VVA的多分辨率交通仿真建模的过程评价框架。通过研究仿真系统生命周期中的一系列活动来评价研究结果的正确性和有效性,提高了系统的可信性,使仿真系统能够满足实际应用的需要。     

高职物流管理专业(港口与航运方向)课程体系研究——以新里程(天津)公司工作过程岗位技能为导向

以工作过程岗位技能为导向的课程体系设置是严谨的过程,需要在对实体企业的实际工作岗位技能进行调研后,才能展开具体课程设置。文章通过对新里程(天津)公司工作过程岗位技能进行数月调研后,根据该企业部门岗位职能拟定出高职物流管理专业(港口与航运方向)课程体系。     

基于物联网技术的“中国邮政”速递物流业务流程优化研究综述

首先对中国邮政速递物流公司的研究现状进行了研究,接着探讨了业务流程优化和重组的相关理论和方法,最后对物联网技术在业务流程优化和重组中的应用进行了研究。为基于物联网技术的"中国邮政"速递物流业务流程优化研究提供了理论和方法基础。     

海绵城市建设绩效评价指标体系研究

我国海绵城市建设绩效评价还处于起步阶段,急需构建科学合理的海绵城市建设绩效评价指标体系。通过对海绵城市建设全生命周期各项绩效评价内容的研究,全面选取评价指标,采用层次分析法、专家调查法给出指标权重,设置具有操作性的评价标准,建立总体级、项目级两个层级的具有针对性、科学性、完整性的海绵城市建设绩效评价指标体系,为海绵城市建设各阶段各层级的绩效监测或总体评价提供参考。     

服装工艺模板结构设计原理与制作

服装模板缝制技术目前在服装生产流程有着比较重要的作用,其模板工艺的成败直接关系到产品质量的整体水平,传统的车工工艺需要较长的时间在实践中获得技艺的提升,工艺模板对于传统的缝制工艺是一种创新和改进。可以起到节约成本、提高生产效率、提高产品质量的作用。     

油气管道环焊缝新型修复技术研究

为了寻求适应高钢级油气管道环焊缝缺陷的新型修复方法,克服传统修复技术的局限性,提出了电弧增材制造技术用于油气管道环焊缝修复的可行性。首先,对激光熔覆、冷喷涂、电弧增材制造3种新型修复技术进行对比分析后,采用电弧增材制造技术进行实验研究;其次,在X80管道环焊缝处沿轴线截取22 mm厚的试样,并在环焊缝处设计坡口角度为60°,坡口深度为11 mm的缺陷,采用电弧增材制造冷金属过渡工艺、ER50-6焊丝进行修复实验;最后,对修复试样进行力学实验测试,并对实验数据和断口形貌进行分析。实验结果表明,电弧增材制造修复后试件抗拉强度最高达639 MPa,强度与管体基材匹配。研究结果表明,电弧增材制造技术用于X80油气管道环焊缝缺陷的修复是可行的,具有沉积效率高、成本低、力学性能能满足修复要求的特点,对于高钢油气管道环焊缝缺陷修复的可行性和经济性具有重要的现实意义。     

New Approaches to Business Process Redesign: A Case Study of Collaborative Group Technology and Service Mapping

Whether it is called reengineering, quality function deployment, quality circles, continuous improvement or total quality management, business process redesign (BPR) is occurring in many organizations. In the broadest sense, BPR includes nearly any kind of systematic effort by companies to realign their business processes so that they are more competitive. Successful business process redesign can lead to dramatic improvements in productivity and quality. But BPR typically requires vast amounts of time and money to implement, since extensive employee input is necessary during the redesign process. Group Decision Support Software (GDSS) provides a viable alternative to the traditional BPR approach. GDSS is defined as computer-based information systems used to support intelligent, collaborative work.This technology allows multiple users to meet and discuss topics simultaneously via a computer network, thus increasing employee commitment while decreasing time and cost.This paper describes a business process redesign project that was conducted for a division within a large government agency fall of 1993. The BPR was done using a type of Group Decision Support Software called Group Systems V. A services marketing tool called service mapping was also used to identify customer needs and interfaces. Data were collected throughout the project to measure employee attitudes about the redesign process and the GroupSystems technology. Time to complete tasks was also recorded. The results of the study showed that the business process redesign was accomplished more effectively in a shorter period of time than with traditional BPR methods previously used. Participants also indicated that the service mapping tool provided a perspective that is missing from many BPR approaches: an understanding of the service from the customer's perspective.     

国内外精对苯二甲酸生产发展概况

本文对国内外精对苯二甲酸生产技术现状、发展动向、以及市场供需状况作了概要叙述.     

Value Co-Creation Processes—Early Stages of Value Chains Involving High-Tech Business Markets: Samsung–Qualcomm Semiconductor Foundry Businesses

Purpose: This research aimed to identify both the specialized resources and competences for value co-creation when the value co-creation phenomenon is extended to the early stage of the value chain. Further, it proposes a framework that can analyze the value co-creation process in the high-tech business-to-business (B-to-B) market.

Methodology/approach: The research methodology was based on building a theory from a case study. The qualitative data was coded based on the grounded theory coding after collecting data from multiple sources.

Findings: Four critical resource types (financial resources, knowledge resources, efficiency resources, and intellectual resources) and five competence types (relational capability, collaboration capability, strategic capability, innovation capability, and managing capability) were constructed as the principal factors for value co-creation at the early stage in the value chain within the high-tech B-to-B market. Among the four resources and five competences, intellectual resource and strategic capability associated with value co-creation were unique findings in our case research.

Research implications: Our results provided new insights, which the value co-creation can be extended to the early stages in the value chain, such as the research and development (R&D) stage, in the high-tech B-to-B market, whereas extant value research was more focused on the late stages of the value chain. The reciprocal value co-creation process, which used four resources and five competences of both the supplier and customer, was proposed as an integrated framework to co-create value at the early stage of the value chain within the high-tech B-to-B market.

Practical implications: A supplier’s R&D, marketing, manufacturing, planning departments and the customer can utilize the defined resources as well as competences at different stages of the value chain in order to co-create value and improve their performance. In particular, the marketing department of the supplier needs to turn their eyes to the early stages in the value chain so as to seek a value co-creation strategy.

Originality/value/contribution: A value co-creation strategy was sought from a different perspective, extending from a late stage to an early stage in the value chain of the high-tech B-to-B market. The integrated research framework, combining resources and competences of the supplier and customer, was established to analyze the value co-creation phenomenon.