Is regulatory adoption ceremonial? Evidence from lead director appointments

Research Summary: Regulatory bodies often wrestle with the thorny question of whether to mandate a governance practice or allow for organic adoption. While mandates afford rapid diffusion, we theorize that they also result in ceremonial adoptions. Leveraging a quasi‐natural experiment, we compare adoption outcomes for a governance practice—lead director adoption—that was mandated by the NYSE but not the NASDAQ. We find that NYSE firms are more likely than NASDAQ firms to have installed a lead director as a symbolic management tactic, so their lead directors are less effectual. We also find that transient institutional investors are deceived by this symbolic management, but dedicated institutional investors are not. Managerial Summary: Shareholders and analysts often desire to see companies introduce strict governance measures, such as proxy access and independent boards. Consequently, regulatory bodies often wrestle with the thorny issue of whether and when to mandate such practices for all companies. What they might not realize is that mandates may not work as well as they seem. Although more companies adopt reform under a mandate, they do so merely as a symbolic gesture. We look at one governance reform—appointing a lead director—finding that companies who introduce this reform as a result of a mandate appoint someone that is relatively toothless. We also find, though, that savvy investors are not actually fooled by this tactic and will trade out of firms that attempt such symbolic management.     

How to prevent and combat employee burnout and create healthier workplaces during crises and beyond

Burnout results from chronic work-related stress. People who are burned out are emotionally drained and feel negative and detached from work, which leads to decreased performance, inhibited creativity and innovation, workplace accidents, absenteeism, and physical and mental illnesses. Burnout is widespread, pernicious, and costly to human life, firm profits, and society—especially during a global crisis like the COVID-19 pandemic but also during a broader set of pan-global crises yet to come. Fostering healthier workplaces is a necessity at any time, but particularly during a crisis that has intensified job demands and drained job resources. Based on a review of the evidence, we provide five recommendations and implementation guidelines that can help organizations prevent and combat burnout: (1) provide stress management interventions, (2) allow employees to be active crafters of their work, (3) cultivate and encourage social support, (4) engage employees in decision-making, and (5) implement high-quality performance management. Overall, our evidence-based recommendations, together with the implementation guidelines we provide, will help business leaders promote and create sustainable wellness at work during crises and beyond.     

El estado del arte de la orientación al mercado en las organizaciones culturales

A diversity of studies in previous literature has focused on determining the contribution of market orientation in the companies' performance. However, the research on the effects of market orientation in the performance of cultural organizations is an incipient area of research. In this sense, the present study has the purpose of presenting a review of the main aspects of market orientation in nonprofit organizations, specifically in cultural organizations, and identifies future research directions for this still fertile field of study.     

我国石油企业库存精细管理模式的创建与实施

石油企业以内部生产为依据组织物流,由于生产状况的多变以及与企业外部供应商信息沟通不畅,导致供应部门不能有效的组织采购和控制库存,极大的浪费了资源,影响了生产。合理库存可以使得企业整体运作变得更为有效,更为顺畅。     

简述人力资源管理在集成系统项目中的重要性

本文探讨了项目管理九大知识域中人力资源管理在项目建设中的必要性和重要性,其中也不乏个人的经验和教训总结。     

浅谈企业研究与开发的管理

建立在现代项目管理理论基础上的企业研究与开发的管理重点是通过时间控制、成本控制来提高R&D的投入—产出比,进一步提高R&D的绩效。     

建设工程施工成本控制观点探讨

建筑工程项目具有工期长、资金投入量大、施工环节复杂等特点,因此控制至关重要,不仅可以为施工企业节约成本、增加利润、优化管理,还可以为促进技术进步创造有利条件。     

Art of the possible or fool's errand? Diffusion of large-scale management innovation

Organizations are continually challenged to increase efficiency and improve performance despite frequent cuts to personnel and budgets. These challenges force organizations to identify, develop, and diffuse various management innovations. Diffusion efforts are often met by resistance, reluctance, or ambivalence, resulting in what many consider to be a fool's errand. While management innovation may not be the forte of large, bureaucratic organizations, we present a case study of a U.S. Air Force maintenance, repair, and overhaul organization that has recently, and successfully, diffused a large-scale management innovation. Results from the case study support the development of a diffusion of innovation framework that identifies important mechanisms associated with the acceptance, routinization, and assimilation of management innovation. The framework informs leaders of the diffusion process, while the recommended actions of relentless leadership, deliberate development of personnel, and enterprise involvement drive diffusion efforts and help leaders achieve desired results in innovation diffusion and associated performance improvement. Overall, we assert that the pursuit of management innovation is not necessarily beyond the art of the possible for business leaders.     

A dynamic model for disaster response considering prioritized demand points

This paper addresses the problem of distributing relief supplies after the occurrence of a disaster. We develop a dynamic model to serve demand, while prioritizing the response, according to the level of urgency of demand points. Our model is thought to be applied during a planning horizon and it considers dynamic demand, capacity constraints and priorities. To evaluate the applicability of our model, we use a real case study of a flood occurred in Colombia. We also test the computational solvability of our model and we propose and test different solution methodologies for solving larger instances of our problem.     

Determining an optimal hierarchical forecasting model based on the characteristics of the data set: Technical note

The efficient flow of goods and services involves addressing multilevel forecast questions, and careful consideration when aggregating or disaggregating hierarchical estimates. Assessing all possible aggregation alternatives helps to determine the statistically most accurate way of consolidating multilevel forecasts. However, doing so in a multilevel and multiproduct supply chain may prove to be a very computationally intensive and time-consuming task. In this paper, we present a new, two-level oblique linear discriminant tree model, which identifies the optimal hierarchical forecast technique for a given hierarchical database in a very time-efficient manner. We induced our model from a real-world dataset, and it separates all historical time series into the four aggregation mechanisms considered. The separation process is a function of both the positive and negative correlation groups' variances at the lowest level of the hierarchical datasets. Our primary contributions are: (1) establishing a clear-cut relationship between the correlation metrics at the lowest level of the hierarchy and the optimal aggregation mechanism for a product/service hierarchy, and (2) developing an analytical model for personalized forecast aggregation decisions, based on characteristics of a hierarchical dataset.