蓝色巨人的诱惑——论IBM公司人力资源管理特点及其对中国人力资源模式的启示

国际商用机器公司在激烈的市场竞争环境下发展迅速 ,在员工招聘、培训、激励机制和绩效管理等方面独树一帜 ,取得成功的经验 ,以此为鉴 ,中国的人力资源应切实做好人力资源规划 ,建立分工协作体系 ,本着最经济地使用人力的原则 ,解决人员选拔、人事激励、人力资源培训与开发等管理活动。     

Pragmatism, not ideology: Historical perspectives on IBM’s adoption of open-source software

We track IBM’s approach to software production and commercialization between 1950 and the present. We find that in the 1950s IBM followed what today would be called an open-source model – its software source code was open, free of charge, and written collaboratively with its users. By the mid 1980s, all of these attributes had been reversed – IBM’s software was closed source, sold or leased independently of hardware sales, and written without the collaboration of its users. More recently, the company has been in a state of transition, achieving a balance between free, open-source software and proprietary software that still generates 20% of its revenues. We interpret these radical swings in light of the substantial changes that have taken place since the 1950s in the costs and benefits of open source, bundled, and collaborative software vis-à-vis the alternatives.     

关于企业文化建设的若干思考

本文首先深入分析了企业文化建设的经典案例,即以IBM公司的企业文化为例进行讨论,从而引发了笔者对我国企业文化建设的若干思考,重点指出了国内目前关于企业文化认识与建设所存在的误区.     

How intelligent is Watson? Enabling digital transformation through artificial intelligence

Due to its intrinsic characteristics, artificial intelligence (AI) can be considered a general-purpose technology (GPT) in the digital era. Most studies in the field focus on the ex-post recognition and classification of GPT but in this article, we look at a GPT design ex-ante by reviewing the extreme and inspiring example of IBM’s Watson. Our objective is to shed light on how companies can create value through AI. In particular, our longitudinal case study highlights the strategic decisions IBM took to create value in two dimensions: internal development and external collaborations. We offer relevant implications for practitioners and academics eager to know more about AI in the digital world.     

浅析IBM服务学学科体系

服务学学科体系对服务学学科建设和服务创新创业型人才培养有重要的指导性作用,研究服务学学科体系有很高的学术和实用价值。文章介绍服务学学科体系研究的现状,提出研究服务学学科体系的五方面意义,并扼要地解释IBM服务学学科体系的合理性和权威性。在详细地介绍IBM服务学内容分类的指导原则和准则后,用表格形式列举IBM服务学学科体系的具体内容,并据此展望服务学的研究趋势。     

IBM's Journey Towards a Market-Driven Process-Managed Business Model

in 1994, the IBM Corporation undertook several massivereengineering projects with the objective of dramatically changingthe way we do business around the world. One of these initiatives,the Customer Relationship Management (CRM) reengineering project,was intended to support our evolution to a market-oriented customer-focusedorganization. It was clear that we had lost touch with our customers,and had become an inward-focused organization mired in our owninternal policies, procedures and systems—radical changewas required. The driving force behind the reengineering of ourCustomer Relationship processes was a clear set of customer prioritieswhich formed the basis for the major design principles guidingthe project. This article provides a glimpse into this reengineeringeffort, with a focus on the business drivers as well as somekey issues and obstacles to both the design and deployment ofCRM.     

机遇与挑战并存——联想收购IBM-PC业务分析

联想收购IBM-PC业务有利有弊,文章对联想收购IBM-PC业务的原因、过程及所面临的机遇和挑战进行分析,指出联想以大企业的形式,摸索一条以中国特色走向世界之路。     

基于共词分析的国际企业研发文本知识挖掘可视化研究

科技文本挖掘为企业研发提供一个很好的了解同业竞争者研发知识的工具手段,而共词分析及其可视化是挖掘企业基础研发信息的重要方法。以国际大企业IBM公司为例,挖掘其基础研发知识结构并对其知识结构进行了可视化展示。     

Platform control during battles for market dominance: The case of Apple versus IBM in the early personal computer industry

We conduct a case study of the battle for market dominance between the industry platforms led by Apple and by IBM in the early personal computer industry (1977–1986). Platform leaders such as Apple or IBM need to consider many technological, strategic, and network factors in managing their industry platforms. We explore how platform leaders deploy these factors and their interactions during a battle for market dominance. We find that platform leaders choose various control modes to do so, ranging from central control to distributed control. The adoption of these control modes is dependent on the choice of being first entrant with a technological discontinuity (central control) or follower (distributed control). Within a control mode, technological, strategic, and network factors are managed in a coherent way.