论国有企业转变机关作风提高机关效率建设

国有企业担负着经济责任、社会责任和政治责任,因此,国有企业机关既有别于政府部门机关,又有别于一般企业行政部门机关。文章结合笔者所在单位的机关特点,从如何认识机关作风建设的重要性和必要性引出机关作风建设应坚持＂三个面向＂,体现＂四个一流＂,以及从多方面阐述落实机关作风建设的具体措施。     

Managerial responsibilities and procedural justice

This article identifies managerial responsibilities associated with ensuring fairness in the implementation of decision-making procedures in organizations. These responsibilities include giving adequate consideration to employees' viewpoints, suppressing biases, applying decision-making criteria consistently, providing timely feedback, giving justification, being truthful in communication, and treating employees with courtesy and civility. The article concludes with a discussion of the theoretical and practical implications of this analysis for procedural justice in organizationsAs a manager, I make many decisions. It is my responsibility to make these decisions fairly. I try to be honest, consistent, and impartial. That's my, moral responsibility as a manager. If I don't fulfill that responsibility, I will lose their respect and support. It is as simple as that. (From an interview with the president of a division of a Fortune 500 consumer products company.)     

How Does Executive Strategic Human Resource Management Link to Organizational Ambidexterity? An Empirical Examination of Manufacturing Firms in China

Despite a plethora of studies that demonstrate the positive impact of strategic human resource management on firm performance, existing knowledge of the processes through which such gains can be achieved remains limited. This study aims to extend our knowledge by investigating the mechanism through which a teamwork‐oriented executive strategic human resource management system impacts organizational ambidexterity. Specifically, by integrating the resource‐based view and information‐processing theory, we examine the mediating role of top management team effectiveness and the moderating role of knowledge–sharing intensity from middle managers to top management teams. Drawing on a multiple‐source and multiple‐respondent survey from 144 manufacturing firms in China, we show that top management team effectiveness partially mediates the effect of the executive strategic human resource management system on organizational ambidexterity. Moreover, knowledge‐sharing intensity from middle managers to top management teams strengthens the effect of the executive strategic human resource management system on organizational ambidexterity. © 2016 Wiley Periodicals, Inc.     

学习型组织战略形成的因素分析

企业面临着越来越不确定的环境,每个企业都感觉到了生存和发展的巨大压力。在这种情况下,学习型组织应运而生。战略管理注重监测企业外部环境的变化,利用有限的经营资源,保证企业在动荡的环境中生存和发展。文章在对学习型组织及其战略形成的相关理论进行回顾的基础上,通过两种视角以及分析愿景、学习、文化和认知的共同作用,说明了学习型组织的战略形成过程。     

Knowledge transfer in project‐based organizations: An organizational culture perspective

This conceptual paper investigates the process of knowledge transfer in project‐based organizations from the perspective of organizational culture. The paper identifies obstacles to knowledge transfer in project‐based organizations and emphasizes the importance of organizational and project cultures in this process. The study provides some suggestions for improving knowledge transfer in project‐based organizations and notes the implications of the paper for project management.     

政府与中介组织:互动关系分析及协作机制构建

随着社会变迁速度日益加快,政府已经无力单独处理各种经济社会问题,于是开始寻求与各种兴起的社会组织协作,中介组织在这一过程发挥着越来越重要的作用,因此,十分有必要深入剖析政府与中介组织的互动关系,并在此基础上构建两者之间的协作机制。     

城市社区民间组织中的非法人化现象:问题与应对——对上海市13个街道的调查与分析

在城市社区民间组织中,普遍存在一种非法人化现象。通过对上海市的调查发现,没有登记注册的"非法"组织是主流。造成这一现象的制度原因是我国现有的社团管理体制,而根本原因则是社区民间组织的内生性动力不足。非法人化的发展趋势给民间组织的发展和管理带来了一系列的问题与挑战,在制度化的应对上,有效的政策包括适度规制、制度化的财政支持、有选择的政策倾斜、战略规划、鼓励并资助社区民间组织参与和进入政府服务的延伸领域等。     

非营利精神塑造探析

非营利精神,影响着非营利组织的价值取向和行为方式,它的产生基于一定的文化基础。我国非营利组织中非营利精神的重塑影响着这些组织今后的发展,而精神的重塑又应当考虑宗旨、动机、愿景、影响、品牌等综合因素。     

Does HRM generate ambidextrous employees for ambidextrous learning? The moderating role of management support

During the past decade, organizational ambidexterity has emerged as a central research stream in management science to investigate how organizations manage to remain successful over time. By using the lens of organizational learning, ambidexterity can be defined as the simultaneous pursuit of exploratory learning and exploitative learning. In this study, we attempt to bring human resource management into the forum by introducing and testing how human resource (HR) systems affect the firm's ambidextrous learning. We show how high-involvement HR systems may support ambidextrous learning by stimulating firm employees to behave ambidextrously. We also emphasize the moderating role of management support in sustaining ambidextrous learning through high-involvement HR systems. A field study of 182 companies from Spain showed that high-involvement HR systems were positively related to ambidextrous learning and validated the moderating role of management support.