虚拟组织在制造产业集群中的应用

制造产业集群内存在的资源不对等、信息共享度低等问题,已导致整体供应链效益较差。为此本文提出了集群虚拟运作的思路,并从虚拟组织与产业集群的理论入手,探讨了制造集群虚拟组织的组建动机和信任模式,分析其组织架构与运作周期。     

成都市软件产业集群整体网络连通性研究

本文在国内突破性的从产业集群整体网络和动态网络视角对成都市软件产业集群的连通性进行了研究,发现从2000年到2009年,集群连通性不断增强,使得集群中的信息得以流通,集群整体创新能力得以提升;而集群稳定性的增强使其具有更强的抗破坏性,软件企业的退出不会对产业造成冲击。     

生态化产业集群中现代物流的发展研究

产业集群是市场机制的作用下形成的一种产业组织形式,生态化的产业集群是实现特定区位上经济、社会、生态三者之间的整体协调与和谐发展的一种必然趋势。而现代物流的生态化属性使二者找到一种耦合点。在当今物流业迅速发展的时期,物流对于产业集群乃至世界经济的作用愈加不容小视,其发展也极具研究性。     

浅议自组织理论对黑龙江省绿色食品企业集群品牌整合的指导意义

黑龙江省绿色食品产业经过区域品牌的建立和从区域品牌到著名品牌的转变之后,现正在打造国际知名品牌,但是,目前集群的发展出现了一些问题,急待进行品牌整合.从黑龙江省看,一些主观引导和培植的做法并未成功,这说明企业集群的发展有自身的发展规律.而自组织理论作为复杂性科学理论,可把集群作为一个整体进行考察,对集群的自组织过程进行系统调控,使其发展进入良性循环轨道,从而改进和完善产业发展.这一理念对于政府主管部门进行行业指导具有重要的现实意义.     

国外推进城市化的产业集群政策分析与借鉴

国外发达国家的产业集群政策不但具有体系完备、关注中小企业发展、注重提高创新能力和竞争力以及针对性强等特点,而且有效地把集群发展与城市化连接起来。本文从整体上描绘国外政府的集群政策体系,描述其在集群不同发展阶段下的政策路径和特征,分析实施的政策目标及取得的效果,在此基础上,得出国外集群政策对我国相关政策制定的启示。     

学科集群与产业集群协同创新的机理分析——以武汉城市圈为例

产业集群是当代经济发展的主流,学科集群的创新能力是支撑产业集群竞争力提升的关键,学科集群与产业集群协同创新是区域创新体系建设的核心与模式,其协同机理遵循系统论的有序原理、整体原理和反馈原理,系统内要素要进行充分的自组织、对接与融合.文章指出,武汉城市圈学科集群与产业集群系统内部各要素的自组织、对接与融合不力,削减了协同创新能力,当前应重视协同创新内在机理,采取有效措施促进系统要素的自组织、对接与融合.     

生产性创意产业对产业集群竞争力的影响

产业集群由于内部和外部的竞争,其结构经常处于变化和调整状态,生产性创意产业的出现加剧了这一活动过程,它通过强化个别企业的竞争优势而改变产业集群的整体结构,进而不断提升产业集群的整体水平和竞争力。文章从生产性创意产业和产业集群的依存关系,深入探讨了生产性创意产业对产业集群价值链的构建,生产性创意产业对产业集群的内外部影响等方面的问题。     

发展湖南文化产业集群研究

随着我国改革开放与市场经济的不断进步,我国国民经济发展模式已经逐渐从传统工商业向文化产业过渡,尤其在经济下行、去产能化发展的今天,要想实现我国整体经济水平全面振兴,对于文化产业集群化发展的研究已刻不容缓。也正是在此环境下,湖南省作为我国拥有悠久文化历史传承的文化大省,其产业集群的改革与发展更具有显著的代表性。为此,本文从当前湖南文化产业发展现状出发,通过对其文化产业组织现状及产业集群化条件的研究,阐述了湖南文化产业集群的发展目标,并在此基础上,对未来湖南文化产业集群的进一步发展与完善提出相应的意见与建议,以期有所收获。     

析产业集群的财务协同效应

产业集群是区域经济增长的动力。产业集群的竞争力是其协同效应的结果。在产业集群的整体生产经营中,资金流的流畅与否起着极其重要的作用。因此,产业集群的发展要充分利用其财务协同效应,降低成本和风险,提高成员企业和产业集群整体的核心竞争力。     

中小企业集群的核心竞争力提升

中小企业的集群核心竞争力来源于技术创新、区域市场、集群文化及组织管理。通过练好内功,提升技术与管理创新能力;巧借外力,营造良好的集群环境;内外结合,共创区域品牌,可促使集群整体核心竞争力的提升。     

Becoming the organization of the future

Becoming the organization of the future is the number one challenge facing every organization. It is more important than a major technological breakthrough, developing a new product or implementing a successful marketing strategy.Building an organization for the future is not a side issue. We must carefully study what we do and how we do it. We must consider the human qualities that give our organizations their vitality and potential as well as considering conditions outside our organizations.The kind of organizations we want for the future must be planned now and a process established to see that it happens.     

Idea Logics and Network Theory in Business Marketing

ABSTRACT

We argue that the model of relationships and networks proposed by the IMP group in terms of actors, activities and resources (AAR), which forms the basis of much IMP research, needs to be extended to incorporate a fourth dimension of relations and networks, namely that of ideas or schemas. These schemas are the way managers make sense of their world and the interactions taking place with other organizations and represent a different kind of dynamical force shaping relationship and network development. We use an extended longitudinal case study to illustrate the role of firms' schemas in shaping the evolution of a business network and consider the research and management implications arising from this additional network dimension.     

基于价值驱动的企业网络组织异变机理研究

不同于大量研究文献中对企业网络组织的稳定性假设,企业网络组织在实践中的波动性、高失败率都折射出其动态性的本质。这些源于网络组织运行主体的松散性、主体间交易关系的交错性以及运行边界的弹性,因此企业网络组织常被视为“动态的网络组织”,而异变是网络组织的一个重要特征。文章基于价值驱动的视角,发掘出了企业网络组织的渐进型与激进型异变路径,即基于价值网结构稳定的渐变与价值网结构失灵的激变,有助于丰富网络组织动态性研究的内涵。     

生态视角下网络组织合作的创新模式

组织理论的发展经历了从单纯研究组织到研究组织与环境,再到研究组织与组织间关系阶段。在经济全球化背景下,组织如何同其他组织发展合作关系,获取关键资源并实现创新已经成为决定组织成败的关键。用生态学的隐喻和社会网络理论的方法论对组织间关系进行分析,提出生态网资源配置方式。生态网将具有相同或不同价值体系、功能、属性的组织融为一体,在结点之间的紧密联系与交互的作用下形成价值共享和持续创新,从而具有广阔的应用前景。     

网络组织的非对称性对利益分配的影响

影响利益分配的因素是很多的。其中研究最多的还是传统经济学中所提到的以资源要素投入比例来分配合作利益。然而，在网络组织环境中，相互之间的依赖性使得网络关系成为一种不可以被忽视的因素。这在非对称的网络组织中体现较为明显。因此，本文从网络组织的非对称性角度来研究利益分配问题。首先对需要分配的利益进行了度量；然后利用合作对策模型对利益进行分配；最后探讨了非对称性是如何影响利益分配的。     

流通网络组织开拓农村市场研究

基于网络组织理论视角,探讨以商业信用与法律契约网络、信息网络和创新网络为基础,通过流通企业、农村个体与组织以及中介组织等各个组织节点的互动协调,克服农村的小生产与大市场的矛盾,从而有效开拓农村市场途径。     

Network centrality,organizational innovation,and performance: A meta‐analysis

Based on samples from 40 studies encompassing 15,860 organizations, we use meta‐analysis methods to examine the relationships between network centrality, organizational innovation, and performance, and to predict the influence of organization size, institutional environment, and industry on these relationships. Results show that network centrality positively influences both organizational innovation and performance. In addition, findings indicate that the impact of network centrality on organizational innovation is stronger for small organizations while that on organizational performance is stronger for large organizations. The influence of network centrality on overall organizational innovation/performance is stronger for organizations in developed institutional environments as well as in knowledge‐intensive industries. Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.     

Princes and Paupers: Network Ties and Financial Contributions Among Nonprofit Arts Organizations

ABSTRACT

In the United States, nonprofit organizations are the primary vehicle through which wealthy patrons nurture arts and culture. They provide support for theatres, orchestras, operas, and ballet troupes of all sizes, as well as museums, galleries, zoos, and public radio and television stations. The survival of this subsector is dependent on the ability of individuals and foundations to raise and funnel money to the almost 7,000 nonprofit arts and cultural organizations in the United States. Nonprofit arts organizations have historically fared well during periods of financial constraint, in part because they have not depended heavily upon government subsidies. But another explanation for this stable funding picture may be the networks of overlapping board member and interpersonal ties of collegiality and friendship which characterizes the world of nonprofit arts organizations.

We began our research with the idea that network position, particularly as measured by network centrality, is an important resource for nonprofit arts organizations. We hypothesized that the more central an arts organization is in the entire network of for-profit and nonprofit arts organizations in the community, the greater will be the level of support it can generate from local donors. We also hypothesized that the more wealthy a nonprofit arts organization, the more central it is likely to be in the entire network of for-profit and nonprofit organizations.

Using an extensive database of almost 3,000 directors in the Louisville, Kentucky area, and special computer-based network analysis software packages, we were able to calculate the precise centralities of local arts organizations within a network of 149 organizations, corporations, and umbrella funding agencies. In order to determine the local financial support, we collected the 1990 IRS (Internal Revenue Service) Form 990 returns for nineteen of the twenty-five organizations (76%) we identified as active in the Louisville area. After determining organizational centrality, we did a bi-variate analysis between the centrality of an individual arts organization and total organizational wealth. What we found was that centrality is strongly associated with level of contributions and weakly associated with overall wealth. We believe that nonprofit arts organizations can take deliberate steps to maximize this resource by being aware of the other organizational (and social) ties of prospective directors.     

Stakeholder Learning Dialogues: How to Preserve Ethical Responsibility in Networks

The shift in corporate strategy, from vertical integration to strategic alliances, has developed hand in hand with the evolution of organizational structure, from the vertically integrated firm to the network organization. The result has been the elimination of boundaries, more flexible organizations, and a greater interaction among individuals and organizations. On the negative side, the specialization of firms on single areas of competence has resulted in the disaggregation of the value chain and in the disaggregation of ethical and legal responsibility. To illustrate this point, the paper considers some cases, such as the case of the "beer girls" of Southeast Asia, who are used unethically by distributors to sell beer and liquor. To deal with the problem of the disaggregation of ethical responsibility, managers can use organizational culture and ethical values to control the performance of employees and of other organizations. Contemporary developments in business ethics also offer tools for dealing with the problem. For example, "global corporate citizenship," integrated social contracting theory, and stakeholder learning dialogues provide ways of integrating the interests of all stakeholders. The task is now to use these new approaches to create a governance process that incorporates the voices of all stakeholders, especially the voices of those stakeholders that have legitimate and urgent moral claims, but lack the power to establish those claims.     

Service innovation: Inward and outward related activities and cooperation mode

Knowledge of how customers co-create value, the way that suppliers and providers co-produce services, and how research and development centers and universities transfer technologies is becoming increasingly important to scholars' understanding of service innovation. This paper presents an analysis of the relationship between inward and outward innovation activities in service organizations and their modes of innovation, using network innovation premises and an extended innovation model. Empirical data from retail, health and education sector service organizations show the existence of a relationship between the degree of development of the inward innovation process and the degree of development of outward innovation activities. The majority of service organizations have innovation processes with an orientation toward customers and suppliers rather than other service network members, and leading service organizations follow a path that the literature defines as oriented toward the service value network. Findings lead to implications of how innovation managers could develop their internal innovation capacity to balance inward and outward activities properly.