Multinational Management Strategy and Human Resource Decision Making In the Single European Market*

There has been considerable academic interest in the consequences of European integration for multinational companies and their subsidiaries, and the co-ordination and control of human resource decision making. Against the backdrop of this debate, this paper examines the impact of European integration on management organization and human resource decision making in 13 British multinational companies. Although there were partial moves towards the development of European managers, a European-wide approach to human resource matters was not yet a conspicuous feature of this sample of multinationals. the global preoccupations of the companies, as well as the persistence of national variations in consumer markets and modes of product regulation, were clearly major constraints on the emergence of European forms of corporate organization and underpinned the lack of enthusiasm for distinctively European approaches to employee management.     

新环境下的顾客价值创造策略新思考

在经济全球化、新经济和市场竞争激烈的背景下,企业需要通过创造更多顾客价值来走出经营和营销困境。企业顾客价值创造需要以基于顾客价值的产品创新为先导,通过价值网创新进行增值的顾客价值传递,提高顾客满意度,赢得市场和经营绩效。     

价值创新战略:基于组织学习矩阵影响的效用模式分析

运用组织学习矩阵,构筑了组织学习对企业价值创新的影响模式,指出单环学习是组织价值创新的重要基础,双环学习是实施组织价值创新的重要手段,混合学习通过促进学习来保证组织价值创新得以实现,最终揭示出单一的学习方式并不能保证企业获得持续竞争优势,只有采用与环境特性适配的战略学习组合才是企业基业常青之道。     

加入WTO后金融工程的创新策略与模式

在研究了国际金融体系结构与金融市场的现状和动态发展的基础上 ,阐述了加入WTO对我国金融体系的影响,提出了培育资本市场完善法律环境、加强市场监管、丰富金融工具、逐步完善我国金融业发展的对策与建议。新世纪我国的金融工程创新应借鉴国际经验,以风险防范为前提,以引导与监管为保证,以促进经济发展、提高金融效率为目标,坚持市场主导、兼顾国际通用性与国情特殊性相结合的原则,进行整体把握和科学引导。     

积极实施对外投资战略

当前,我国对外开放已进入到新的历史阶段,要把"引进来"和"走出去"更好地结合起来,积极实施对外投资战略.     

转型经济环境下中国企业创业战略决策的冒险性特征

在中国转型经济环境下,中国企业的创业战略决策有其显著的特征.本文提出6个命题,认为在中国经济改革和转型过程中,企业的经营环境中包含诸多激励公司创业、创新因素;并且,相对于西方规范市场经济环境中的企业而言,在目前中国的转型经济环境下,中国企业的创业战略决策和行为具有更强的冒险性倾向.笔者认为,中国企业创业战略决策的冒险性特征是转型经济环境提供的外部诱因与企业"做大做强"的内在愿望双重激励的必然结果.     

基于价值创造理念的城市综合开发运营策略探讨

在经济转型背景下,城市综合开发运营面临了新的要求和挑战,特别是运营价值不足的问题引发对传统路径的担忧。本文通过对城市综合开发运营价值创造不足的成因分析,提出以价值策划与价值塑造作为城市综合开发运营实现价值创造的重要手段,通过融合了价值策划与价值塑造的“规-建-管”一体化工作思路,结合广州南沙国际邮轮母港综合体项目,成功实现城市综合开发运营价值创造,为类似项目提供参考。     

A Neo‐Gramscian Approach to Corporate Political Strategy: Conflict and Accommodation in the Climate Change Negotiations*

ABSTRACT A neo‐Gramscian theoretical framework for corporate political strategy is developed drawing from Gramsci's analysis of the relations among capital, social forces, and the state, and from more contemporary theories. Gramsci's political theory recognizes the centrality of organizations and strategy, directs attention to the organizational, economic, and ideological pillars of power, while illuminating the processes of coalition building, conflict, and accommodation that drive social change. This approach addresses the structure‐agency relationship and endogenous dynamics in a way that could enrich institutional theory. The framework suggests a strategic concept of power, which provides space for contestation by subordinate groups in complex dynamic social systems. We apply the framework to analyse the international negotiations to control emissions of greenhouse gases, focusing on the responses of firms in the US and European oil and automobile industries. The neo‐Gramscian framework explains some specific features of corporate responses to challenges to their hegemonic position and points to the importance of political struggles within civil society. The analysis suggests that the conventional demarcation between market and non‐market strategies is untenable, given the embeddedness of markets in contested social and political structures and the political character of strategies directed toward defending and enhancing markets, technologies, corporate autonomy and legitimacy.     

Context Variables as Cognitive Effort Modulators in Decision Making Using an Alternative-Based Processing Strategy

This paper examines how a number of decision context variables affect the cognitive effort required for decision making on dichotomical choice tasks. Subjects are trained in the use of a strategy in which information processing is alternative-based. The correlation between the attributes of the alternatives and the mean and variance of the difference between the attributes is manipulated. The results show that the effort needed for decision making increases as the mean of the differences decreases. Yet, neither the variance of the differences nor the correlation context affect the decision making effort in this type of strategies.     

Fuzzy Decision Making for Market Positioning and Developing Strategy for Improving Service Quality in Department Stores

Conventionally designed questionnaires frequently use the Likert Scale to gauge the feeling of respondents. The dichotomy and the same interval integer are clear-cut. Owing to the fuzziness of human thinking, this approach is inadequate and too simple to rule subject’s way and measure complex human thinking and cognition. Consequently, this investigation integrated the five dimensions of SERVQUAL and adopted a Fuzzy set theory based approach. The five criteria of SERVQUAL were tested for four department stores using Fuzzy set theory to clarify the positioning of service quality in the department store market and propose implementation priorities for different service strategies. This result permits managers to collate the service strategy of the benchmarking department store and its local competitors, and also enables department store decision-makers to consider the weights of the five dimensions when modifying the service strategy. The analytical results can be used to improve strategy development, and to devise superior and more effective management methods.     

Normalizing emotion in organizations: Making the extraordinary seem ordinary

Organizations use various means of regulating socially undesirable emotions, including normalizing. We define normalizing as institutionalized processes by which extraordinary situations are rendered seemingly ordinary. Four means of normalizing are discussed: (1) diffusing, where undesired emotions are dissipated or their impact is reduced; (2) reframing, where emotions or the situation are recast such that the emotions are forestalled, redefined, or rendered more acceptable; (3) adaptation, where repeated exposure to a situation reduces its emotional impact; and (4) ritualism, where the enactment of standardized procedures provides a sense of control and a momentum of means, thereby reducing emotions. We conclude that because normalizing often has a strong “as if” or pretend quality—requiring ongoing and mutual face-work, often supported by symbolic management—it is an inherently fragile practice that is easier to sustain in groups than as individuals.