A model of management teams

We present a simple model of management teams where the time it takes to make decisions is related to the size of the committee. We characterize the situations where larger or smaller sizes of the management team are desirable depending on the covariance structure of the signals that the managers observe. © 1998 John Wiley & Sons, Ltd.     

Supplier relationship portfolio management: A social exchange perspective

Despite the importance of relationship portfolios, it's unclear how a buying firm's differential investment in its suppliers affects the distribution of its supplier relationships and the supplier-provided benefits that result. Drawing from social exchange theory (SET), we assess the sequential linkages among supply management practices, supplier relationship sets that vary in closeness, and relational benefits. Empirically, we adopt a multi-methodological approach that combines abductive case-based and deductive survey-based research. In our case-based approach, interview responses from 34 professionals within a global Tier 1 automotive manufacturer (MFGR) and four of its suppliers, open-ended survey responses from 56 buyers and 86 engineers within MFGR, documentary evidence, and direct observations facilitate the operationalization of supply management practices and relationship closeness constructs. The survey-based study integrates case-based findings and uses response data from sales managers within 292 suppliers to MFGR and matched supplier performance data from MFGR to test a theoretical model of social exchange. In a multi-step process, we apply cluster analysis, multinomial logistic regression, ANOVA, and multiple regression to this aggregated dataset to (1) identify three distinct sets of supplier relationships that are distributed along a relationship closeness continuum, (2) show how specific supply management practices affect the composition of supplier relationship sets that comprise a buying firm's portfolio, and (3) demonstrate how supplier-provided benefits differ across supplier relationship sets. Our results validate the utility of SET as applied to supplier portfolio management and provide insights into buyers' actions that drive closer relationships, minimize risk, and maximize benefits across a supplier portfolio.     

On discrimination in the optimal management of teams

We study the optimal management of teams in which agents’ effort decisions are mapped (via a production technology) into the probability of the team’s success. Optimal wage schemes in such context are largely discriminatory, but we show that the extent of the discrimination crucially depends on the existence of moral hazard. More precisely, for teams with a flat structure, the domain of production technologies giving rise to discrimination is broader when agents’ actions are observable and contractible. For teams with a sequential structure, the result reverses and the domain of production technologies giving rise to discrimination is broader when there exists moral hazard. Finally, in more cooperative environments in which agents are allowed to collude, optimality does not entail discrimination, with or without moral hazard.     

Efficiency of football teams from an organisation management perspective

The aim of this paper is to assess the efficiency of football. Our contributions to the literature are the use of the resource-based theory and the strategy-structure-performance perspective as the study's framework, efficiency has been considered as the result of the qualities of the productive resources in football teams and efficiency is calculated in every area in the field of play. The results show that the entire team's efficiency is positively related to sporting success and the efficiency of attacking and ball recovery areas is directly related to the sport result and the efficiency of the team as a whole.     

An employee-focused human resource management perspective for the management of global virtual teams

Abstract

The number of global virtual teams (GVTs) has increased in recent years due to globalization of business, improved information and communication technology, and higher innovation needs. Practitioners expect GVTs to be creative, innovative, and high-performing. However, GVT members suffer from interpersonal problems, stress, and misunderstandings based on cultural differences. It is therefore important that the HRM function intervenes in the functioning of GVTs. HRM and GVT research has mostly focused on instrumental practices to improve performance, but globalization and the dynamic business environment require international organizations to adopt new HRM perspectives. To advance research on GVTs and HRM, we draw on the job demands-resources model and research on quality of work life to introduce an employee-focused HRM perspective for the management of GVTs. This new perspective focuses explicitly on improving employee wellbeing in GVTs. We develop a novel theoretical framework that provides HR practitioners and leaders with several employee-focused management tools such as flexible work practices, international training and development opportunities, and fair pay and procedures. These tools are likely to help GVT members to cope with job demands and to improve their wellbeing, and are particularly useful for GVTs due to their interpersonal problems, stressful environment, and cultural differences.     

Environment, strategy, and power within top management teams

This study distinguishes two sources of critical contingencies for organizations: environment and strategy. In turn, it explores how coping with each type of contingency is related to power within top management teams. Executives had high power if, by virtue either of their functional area of scanning behavior, they coped with the dominant requirement imposed by their industry's environment. Power patterns within each industry were further affected by the extent to which executives coped with the contingencies posed by their organizations' particular strategies. A temporal critical contingencies model of power is proposed.     

供应商管理

构建合理的供应商体系,对于采购方和供货方都具有深刻的意义。文章主要介绍了供应商的选择方法、分类方法,以及评价方法。简单介绍了六西格玛在供应商管理中的应用。     

实施供应商管理 促进采购优化

供应链管理优化的起点是采购管理的优化,而采购优化中重要的组成部分即是供应商管理。文章首先讨论了供应商管理的目的和原则,以及供应商的整合和接纳;接着对供应商关系管理的实施原则和程序做了介绍,并指出应构建供应商监控体系作为保障;最后介绍某集团公司的成功实例。     

如何用多目标决策法选择物流供应链中的供应商

选择相对稳定的供应商是构建物流供应链的重要环节，本文重点探讨了多目标决策模型的构建，分析了如何对该模型进行求解，并引入了实例分析。     

民办高校管理干部队伍建设：争议与对策

民办高校管理干部队伍有其独有的特征，管理干部队伍的内部提升还是外部引进在民办高校办学实践中是个有争议的话题。本文详细分析了民办高校管理干部内部提升和外部引进的利与弊，提出民办高校在经过初创期以后，管理干部队伍建设应以内部提升为主，以及干部内部培养过程中应注意的问题。     

供应商选择研究

运用模糊决策理论，建立了评价供应商绩效评价模型。最后，运用逼近理想排序法，选择出满意的供应商。     

Supplier development and cost management in Southeast Asia—Results from a field study

This paper is about supplier development when international companies have production sites in Southeast Asia and look for opportunities to switch from international suppliers to local suppliers. We conducted a field study involving site visits to companies in Thailand and Vietnam, and interviews at corporate supply chain departments. Some key observations are: cost management was a dominant motive for taking local supplier development initiatives. Furthermore, local sourcing and local supplier development were important for international companies to improve access to local customer markets. Firms deliberately assessed whether a particular supplier would likely be able to improve sufficiently to warrant investing in supplier development, which typically involved a combination of initiatives, requiring the international firm to take considerable efforts. Local sourcing strategies and priorities for supplier development initiatives tended to focus on items with low supply risk and low volume. These findings are discussed based on transaction cost economics, and we suggest that firms use several ways to reduce the risk of transaction-specific investments in supplier development initiatives.     

浅析国有大型建筑企业集团供应商评价与选择

介绍了目前我国招投标管理相关法律法规体系,铁路工程建设物资采购招标概况以及招标工作流程,同时探讨和分析了招投标制度中存在的问题,并对铁路工程建设单位现行物资采购招投标模式的进一步完善提出建议.     

浅析国有大型建筑企业集团供应商评价与选择

介绍了供应商评价与选择的基本概念,然后基于国有大型建筑企业集团供应商的特点,建立了供应商评价指标体系,并浅议了综合评价的过程。     

供应商选择分析

供应商选择过程比较复杂,属于多目标决策的范畴,因此选用了因子分析和改进TOPSIS法相结合的决策方法,首先建立了供应商选择评价指标,然后借助因子分析法对数据进行简化,再运用改进的TOPSIS法进一步计算与分析,最后得出最佳供应商.     

油田基层队推行“5S”管理的探索

现代企业对生产现场管理水平的要求越来越高。“5S”管理活动作为有着较新管理理念、较简单易行的一种现场管理方法，目前在国内、外许多企业广泛采用，并收到良好的效果。作为石油企业基本管理单元的采油队，是油田的原油采出单位，随着油田企业改革的不断深化，现代化管理进程的不断加剧，以及新工艺新技术的广泛应用。     

试论作力资源的供方

1为什么把供方作为一种资源 94版ISO9000族标准虽然将"采购"作为质量体系的一个要素,规定了若干要求,其中也包括了与供方"建立密切的工作关系和反馈系统"等内容,但是并未将这种"关系"作为"资源"来看待.那么,在ISO9004:2000中为什么要把"供方"作为一种资源呢?     

供应商选择分析

供应商选择过程比较复杂,属于多目标决策的范畴,因此选用了因子分析和改进TOPSIS法相结合的决策方法,首先建立了供应商选择评价指标,然后借助因子分析法对数据进行简化,再运用改进的TOPSIS法进一步计算与分析,最后得出最佳供应商。     

基于供应商角度的供应商合作伙伴关系研究

首先指出从供应商受益角度,对供应商合作伙伴关系进行研究的重要意义。然后以供应商提供的产品类型为标准,对供应商合作伙伴关系进行了分类;并提出了描述供应商合作伙伴关系的七个特性以及供应商的应对策略。