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企业文化与企业竞争力 总被引:1,自引:0,他引:1
每一个人都具有某些心理学家所说的个性,而一个企业也同样有自己的个性,这种个性我们称为企业的文化。随着社会的不断发展,企业文化已不断受到重视,但把企业文化上升到提高企业竞争力的高度,还是不算多见的。在管理实践中,企业文化确确实实起到了增强企业竞争力,促进企业成长的作用,现代企业应积极建设自己的企业文化,使得企业文化在提高企业竞争力的过程,发挥其应有的贡献。 相似文献
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Jeremy Galbreath 《Journal of Business Ethics》2006,65(3):287-295
The original intent of business education in America focused on the development of professional managers who would look after
the interests of society. As economic and shareholder theories influenced business education, firm performance became the
manager’s top – if not only – priority. The economic responsibility of the firm also appears to be dominating scholarly interest
in organisations as well. However, business firms constitute part of the fabric of society and closer attention should be
paid by organisation researchers to the social responsibilities of the firm. In doing so, a more balanced research approach
can be achieved. In this article, we give evidence that research within the study of the organisation, specifically in the
field of management, has predominately turned its attention to the economic responsibility of the firm. We close by demonstrating
that other fields within organisation research also appear to be favouring the study of performance and we offer suggestions
as to how scholars might better address the firm’s role in society beyond its economic responsibility.
Jeremy Galbreath is a Postdoctoral Fellow at Curtin University of Technology where he is studying corporate social responsibility
(CSR). He has published extensively, with over 50 articles in print and 3 book chapters. Dr. Galbreath's research and teaching
focuses on strategic management, the resource-based view of the firm, corporate social responsibility, stakeholder management,
the ethicality of profit making strategies, intellectual capital and information technology. 相似文献
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In the wake of the current financial crises triggered by risky mortgage-backed securities, the question of ethics and risk-taking
is once again at the front and center for both practitioners and academics. Although risk-taking is considered an integral
part of strategic decision-making, sometimes firms could be propelled to take risks driven by reasons other than calculated
strategic choices. The authors argue that a firm’s risk-taking propensity is impacted by its ethical climate (egoistic or
benevolent) and its emphasis on output control to manage its marketing function. The firm’s long-term orientation is argued
to moderate the control–risk propensity relationship. The authors also extend research on risk and performance and argue that
the association of risk-taking propensity and firm performance is contingent on the ownership (publicly traded versus privately
held) structure of the firm. Based on survey data from a sample of manufacturing industries in the United States, the results
show significant impact of ethical climate and marketing output control on a firm’s risk-taking propensity; also risk-taking
propensity shows a stronger association with firm performance in privately held firms than in publicly traded firms. 相似文献
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Stern Neill 《Marketing Letters》2010,21(2):135-147
There is limited evidence to explain the effect of organizational memory on marketing implementation. This paper addresses
this gap by identifying multiple components of organizational memory and examining how each affects marketing implementation.
Organizational memory is a collective recollection of the past that is embedded within firm culture, procedures, and expertise.
The findings demonstrate potential tradeoffs to linking versus locking into the firm’s past, particularly in turbulent environments.
By decomposing organizational memory’s effects, this paper explains how organizational memory can both enable and constrain
marketing implementation. 相似文献
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Ping Zhang 《Frontiers of Business Research in China》2007,1(1):123-134
An empirical study of the 2001–2002 data from 356 Chinese companies listed in the Shanghai and Shenzhen stock exchanges indicates
that within the social context of China the characteristics of a firm’s top management team have a different impact on firm
performance from those of foreign countries. Also, the tenure heterogeneity and functional experience heterogeneity of the
top management team are inversely related to firm performance. This paper analyzes and discusses the findings in detail and
points out areas for future research.
Translated from Guanli Pinglun 맜理评论 (Management Review), 2006, 18 (5): 54–60 相似文献
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In recent years, knowledge management has been utilized as an essential strategy to foster the creation of organizational
intellectual capital. Organizational intellectual capital can be derived both individually and collectively in the process
to create, store, share, acquire, and apply personal and organizational knowledge. However, some organizations only focus
on the development of public good, despite the concerns arising from individuals’ self-interest or possible risks. The different
concern of individual and collective perspectives toward knowledge management inevitably leads to ethical conflicts and ethical
culture in the organization (Jarvenpaa et al., J Manage Inf Syst 14(4):29–64, 1998; Ruppel and Harrington, IEEE Trans Prof Commun 44(1):37–52, 2000). The purpose of this study is to examine the ethical climate within the organization and its possible influence on members’
evaluation, satisfaction, engagement, and job performance with respect to knowledge management practice. The research results
reveal that several types of organizational ethical climate coexist in the organization and have different degrees of influence
on employees’ attitude as well as participation in knowledge management activities. In this article, we argue the importance
of organizational ethical climate and highlight the implications of such a climate for facilitating knowledge management. 相似文献
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Kalle Pajunen 《Journal of Business Ethics》2006,68(3):243-258
In a contractual firm–stakeholder relationship the participants are expected to act according to the agreement and for mutual benefit. By acting against the agreement at the expense of the other participant, however, may result in higher individual profits within a short period of time. Building on the unlocked iterated prisoner’s dilemma (PD) setting, Scanlon’s [Scanlon, T.␣M.: 1998, What We Owe to Each Other (Belknap Press of Harvard University Press, Cambridge, Mass)] version of contractualism, and the social dilemma literature, this article considers what types of behaviors should be followed by both parties in an established firm–stakeholder relationship in order to reach an outcome that is defensible both in terms of morality and viability. It is argued that a normative foundation, which advises firms and stakeholders to ground their behavior on principles that could not reasonably be rejected by others, forms a basis for moral and viable behavior that can be expressed in the form of a strategic rule that excludes defection and utilizes the option to exit in response to the other participant’s defection. Then, a set of testable propositions is developed that describe how a firm and its stakeholders can further promote moral and viable relationships.Kalle Pajunen received his Ph.D. in strategic management. His current research interests include research methodologies, turnaround processes, stakeholder theory, strategic leadership, and business ethics. His recent articles appear (or are forthcoming) for instance in Advances in Strategic Management, Human Relations, Journal of Management Studies, and Leadership. 相似文献
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Previous studies have investigated alliance networks primarily from two alternative views, a relational view that focuses
on the “strength of strong/weak ties,” or a structural view that refers to a firm’s position and structural embeddedness.
We posit a firm’s network architecture, i.e., the portfolio of strong/weak ties, influences its conduct and performance. From
a resource-based view, the network architecture itself could be a source of sustained competitive advantage. We argue that
both network architecture and duration of a firm can enhance its performance. However, their effects and the interaction are
contingent on different performance outputs. Using strategic alliance networks data from a survey of the manufacturing industry
in China, we examine the performance implications of network architecture. Results suggest that benefits from networks may
evolve with network duration, hence firms should search for optimal network configurations. By integrating an alliance portfolio,
firms with dual network architectures can enjoy both the strengths of strong ties and weak ties and avoid the risks inherent
in a pure strong/weak-tie network. 相似文献
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Yan Zhu 《Frontiers of Business Research in China》2013,7(2):268
This article aims to explore how top management team (TMT) process affects strategic corporate social responsibility (CSR), and in turn, how strategic CSR influences firm performance. In addition, this article examines whether CSR mediates the relationship between TMT process and firm performance. The sample consists of 203 hotels from the tourism and hospitality industry in the southeast China. TMT processes assessed are communication and cohesion. Results indicate that (1) corporate social responsibility is positively related to firm performance, (2) top management team process (communication and cohesion) is positively related to corporate social responsibility, and (3) corporate social responsibility fully mediates the relationship between top management team process and firm performance. Results highlight upper echelons mechanisms that underpin the TMT process–firm performance relationship. This study contributes to understanding how TMT process affects firm performance both directly and indirectly, through strategic CSR. 相似文献
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Drawing upon the resource dependence theory, this paper examines the determinants of nonmarket behaviors in the Chinese context.
Using survey data of 175 top managers in China, we test 13 firm and environment characteristics likely influencing nonmarket
behaviors. Results show that a firm’s economic resources, top management orientation, and uncertainty in the nonmarket environment
are significantly related to Chinese firms’ nonmarket behaviors.
Translated and revised from Zhongguo gongye jingji 中国工业经济 (China Industrial Economy), 2007, (5): 104–112 相似文献
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Guanxi and organizational dynamics in China: a link between individual and organizational levels 总被引:1,自引:0,他引:1
Guanxi in China is a very ancient concept embedded in the Confucian concept of life and one that is a ‚hot' topic in that it is currently attracting increasing attention from both Western and Chinese scholars. One aspect of Guanxi which has been the subject of most of the research of late is the influence of Guanxi on firm performance. However, relatively few studies have examined how Guanxi at the individual level is transferred into a firm to influence its financial performance. This study first reclassifies Guanxi into obligatory, reciprocal, and utilitarian types at the individual level as a means to clarifying the confusion brought above from previous studies. It then provides a conceptual framework in which to systematically characterize the link between Guanxi at the individual level and organizational dynamics: that is, how is Guanxi at the individual level shifted to a firm and how does it affect organizational dynamics of that firm at the organizational level. Finally, it provides a deeper understanding of the financial implications of Guanxi to business firms in China.
Dr. Yi Zhang is Associate Professor of School of Public Administration and a former postdoctor of Scholl of Management at Huazhong University of Science and Technology. His research lie in international business and FDI, strategic management in China, and organizational learning. His work has been and will be published in the Journal of Business Ethic and Singapore Management Review.
Zigang Zhang is Professor of College of Management at Huazhong University of Science and Technology. His research interests include strategic management, knowledge management, and cooperation management.An earlier version of this paper was presented at the Fourth Asia Academy of Management Conference, December 2004, in Shanghai, P.R. China. 相似文献