借鉴新加坡经验 加快中新知识城知识产业发展

本文总结了新加坡发展知识经济的经验,包括务实而前瞻的产业规划,积极灵活的产业政策,配套完善的金融环境,高效亲商的投资服务;借鉴新加坡经验,本文提出了加快中新知识城知识产业发展的几点建议,包括探索灵活有效的管理机制、制定知识城产业发展促进办法、研究出台知识城知识产业的专业化政策、制定知识城产业发展年度行动计划、建立知识城重点项目库、为不同类型的企业量身定做个性化产业政策、充分发掘"新加坡元素",营造知识产业发展的良好氛围。     

加大利用政府外债工作力度 促进新疆经济社会发展

近几年,新疆政府外债管理工作取得了一定成效,对新疆的经济社会发展起到了积极的促进作用,特别是对能源工业、交通、通信、农业、城市基础设施等领域的发展作用巨大。但同时也存在利用外债缺少规划、项目执行力度不够、还贷意识不强等突出问题。本文在此基础上提出了"十二五"期间新疆加大政府外债管理工作的总体思路,即以推动科学发展为主题,以加快转变发展方式为主线,适应新疆大开发、大发展、大建设的需要,稳步扩大利用国际金融组织贷赠款和外国政府贷款规模,逐步拓宽工作领域,有序开展非主权业务合作,加大知识合作力度,深化区域合作,加强在建项目管理,重视自身能力建设,充分发挥政府外债的宏观调控功能。     

医院的企业文化体系内涵与核心能力培育

医院文化(Hospital Culture Management,HC)和医院文化管理(Hospital Culture Management,HCM)是医院管理的重要组成部分。医院文化可以分为显性文化和隐性文化二类,前者指管理规章制度体系,后者指企业的价值观、道德伦理和经营宗旨等方面,两者互为促进。为开展好医院文化建设管理,笔者给出了5个方面的建议,这些都是基于笔者长期实践的认知。     

以L公司为例浅析制造类企业实施六西格玛管理的问题与对策

六西格玛管理创建于上世纪80年代,时至今日仍热潮不减,但其在国内制造类企业中的应用,成功范例较少。本文以L公司为例,分析了六西格玛在制造类企业实施中普遍存在的问题,并提出一些解决方案和策略,为更多企业提供参考,以充分发挥六西格玛管理更大的作用。     

Line and HR executives' perceptions of HR effectiveness in firms in the People's Republic of China

This paper examines the differences in perceptions of the importance and effectiveness of human resources (HR) practices in firms operating in the People's Republic of China. The major finding is that while there are no significant differences between HR and line executives' perceptions of the importance of each functional area in human resource management (HRM), there are significant differences between line and HR executives' perceptions of the effectiveness of these areas. Line and HR executives both view the issue of securing, developing and maintaining human resources as a critical issue for the execution of daily operations and long-term strategic plans. However, line executives perceive HR performance effectiveness as significantly lower in these functional areas than HR executives do. Therefore, HR departments are not meeting the performance expectations of line executives. There are three possible reasons for the poor performance of HR departments. First, government intervention may limit HR departments' ability to act strategically. Second, HR departments may not have enough power to act strategically. Third, HR departments may have few capabilities to respond to line executives' demands.     

Disentangling the Role of Management Control Systems for Product and Process Innovation in Different Contexts

ABSTRACT

This paper studies the relationship between the use of management control systems and different types of innovation (product and process), taking into account innovation contexts (high-tech versus low-tech sectors). We develop and test our hypotheses based on a large sample of Spanish manufacturing firms and find that input controls have a positive association only with process innovation in both innovation contexts. Behavior controls have similar effects on both types of innovation outcomes for high-tech firms, while they have stronger positive associations with process than with product innovation for low-tech firms. Output controls are equally relevant for product and process innovation in both contexts.     

Knowledge diversity and entrepreneurship following an economic crisis: an empirical study of regional resilience in Great Britain

ABSTRACT

This article argues that the ability of entrepreneurs to facilitate regional adaptation to economic crises is mediated by the size and diversity of local knowledge stocks. The specific research question addressed is the hypothesis that, in the aftermath of a crisis, the birth rate of new firms will recover more rapidly in regions with a strong and diverse knowledge stock. It is theorised that unrelated knowledge diversity is of particular importance in stimulating new entrepreneurial opportunities and structural change, whilst the incentive to exploit opportunities differs according to region-specific factors. In addition to this theoretical contribution, the article develops spatial econometric models to test these research hypotheses using data on sub-regions of Great Britain for 2004–2014. The results support the central theoretical hypotheses and emphasise the positive significance of unrelated knowledge diversity and employment in knowledge intensive services to regional recovery from an economic shock. A key implication for policy-makers wishing to facilitate regional adaptation to crises is that it is important to focus on fostering entrepreneurship by developing a region’s stock of knowledge intensive services and the diversity of the knowledge creating sector, rather than relying on specialised clusters of firms.     

Could HRM support organizational innovation?

Nowadays, it has become clear that the capacity of organizations to innovate and manage their human resources can be sources of competitive advantage. Recently, literature also asserts a positive relationship between human resource management and innovation. However, very little empirical research has specifically addressed those relationships. Using structural equations modelling with data collected from 173 Spanish firms, this study analyses them. Our findings show that innovation contributes positively to business performance and that human resource management enhances innovation. Implications for both academics and managers as well as future research lines are discussed.     

Managerial Values and Rationality in the UK National Health Service

The reforms of the National Health Service arising from the White Paper Working for Patients , were predicated on a particular view of management and the implementation of the changes heralded by this act relied heavily on the actions of the managers charged with carrying them through. This article reports on work undertaken to discover how middle managers responded to this challenge. The views of middle managers concerning the values that guide their work are explored in the context of managing in the reformed NHS. Data were collected by means of a focused ethnography and analysed thematically. This process was informed, in part, by recourse to Weber's conceptualization of rationality. It was found that managers are struggling to reconcile the demands inherent in their role that arise from contrasting and often competing rationalities, which is a reflection of conflict over priorities in the wider health policy environment.