基于供应链的单元化管理将成为未来发展的主旋律——访上海鼎虎工业设备有限公司副总经理王祖锦

随着外资企业加速进入中国，对于国内制造企业来说，竞争领域将更加广阔，竞争程度将更为激烈。而应对的策略之一是通过扩大规模，同时不断降低物流成本来谋求优势。而要降低物流成本，首要的基础工作就是要重视和实现物品的单元化和标准化管理。上海鼎虎工业设备有限公司（下称“鼎虎”）副总经理王祖锦认为，单元化管理应更多地通过对上下游企业，即供应链的思考和运作来实现，只有这种基于供应链的单元化管理设计才可能使整个供应链物流作业成本降至最低。     

本地化制胜——访上海冈村家具物流设备有限公司董事总经理张国民

"我们迄今为止做得出色,最重要的原因在于成功地实现了本地化."上海冈村家具物流设备有限公司董事总经理张国民先生从十年前便带领日本冈村制作所中国团队开拓中国物流市场,及至今日,成绩斐然,所做项目总共已有20多个.作为一家日资的物流系统集成商与设备供应商,张国民认为其独到的经验便在于服务、设备、做事方式等方面尽量本地化.     

树品牌先要做品质——访上海精星物流设备工程有限公司董事长黄曦

上海精星物流设备工程有限公司是专业从事仓储物流设备设计、制造、安装调试的企业。作为目前国内最大的工业货架供应商之一,精星与世界和中国一流的集成商展开多方位、多层次的合作,完成了许多重大项目,在世界各地成功承建了10000余座仓库,其中自动化立体仓库超过500座。同时,精星还被列为沃尔码(中国)、上海大众、广州本田、一汽大众等数十家著名企业的指定供应商,在物流设备行业享有很高的知名度和优良的声誉。     

发展创新铸品牌——访上海力卡塑料托盘制造有限公司总经理胡文龙

上海力卡塑料托盘制造有限公司(原上海力卡塑料托盘制造厂)成立于1999年,是中国最早的塑料托盘制造企业之一,也是中国100家最大塑料制品企业。目前,力卡年生产塑料托盘百万块以上,有货架系列、标准系列、超轻系列等200多种规格。产品大量出口到欧美、日本、东南亚国家和地区,客户遍及汽车、食品、烟草、医药、造纸、印刷、电子电器、化工、服装、纺织、仓储物流、环卫等众多行业。值得一提的是,力卡还被可口可乐和福特汽车指定为长期供应商。     

技术创新铸造名牌——访昆明船舶设备集团有限公司董事长总经理姬利晨

昆明船舶设备集团有限公司是中国船舶重工集团公司控股的子公司,是光机电和信息技术相结合的国有大型企业。从1996年涉足自动化物流装备领域起,昆船公司致力于推广自动化物流技术在国民经济不同领域的实际运用。本着"高起点、高技术、集成创新"的战略思路,昆船应用了国内外多家知名物流企业的系统集成产品技术,自行设计开发了巷     

在差异化中寻商机——访浙江诺力机械股份有限公司董事、副总经理毛英

浙江诺力机械股份有限公司位于浙江省长兴经济开发区,是国内专业资深的仓储搬运设备制造企业,公司在册员工1700多人,占地面积300多亩,拥有资产5．05亿元。2007年,诺力生产和销售手动液压托盘搬运车、叉车等仓储搬运设备75万台,完成销售收入近10亿元,实现出口创汇近1亿美元;连续七年产销量名列国内同行业第一,平均以每年48％的增长速度快速发展。     

感受市场挑战人生--访上海冠恒工业设备有限公司总经理王祖锦博士

初识王祖锦博士，是在去年11月，在湖北襄樊由本刊组织的“首届中国工业企业物流论坛”上，第一次见面就感觉似乎是老朋友了。也许是同龄吧，感觉我们的距离非常近。在论坛上，其演讲以真诚服务的理念、质朴的语言和丰富实在的内容给大家留下了深刻的印象。于是萌生了要和他聊一聊的想法。后来有机会到上海出差，与他约好聊了     

从货架产品到专业服务切实保障物流中心安全——访苏州鼎虎科技有限公司技术总监、副总经理熊正军

货架质量对仓储系统的安全影响巨大。随着近年来现代化物流中心的大规模兴建,货架作为其中重要的物流设备,其质量安全越来越受到关注。苏州鼎虎科技有限公司(简称苏州鼎虎)是我国货架行业的后起之秀,依托国宝鼎虎集团强大的资源优势、生产能力与服务网络,取得了快速发展,已成为集团最重要的业务板块之一。在此次专题中,本刊记者专程来到苏州鼎虎科技有限公司制造工厂,了解货架在实现物流中心安全     

志在财会写春秋 新功再铺有色路——访湖南有色金属控股集团有限公司董事、副总经理兼财务总监陈志新

“秋风万里芙蓉国”、“芙蓉国里尽朝晖”。湖南素有”芙蓉国“的美誉,在三湘大地这片神奇而古老的土地上,孕育了无数优秀的中华儿女,厚重的湖湘文化积淀、火热的革命豪情,在这片红色的土地上熠熠生辉,大放异彩。众所周知．湖南亦享有“有色金属之乡”之美称。而湖南有色金属控股集团有限公司（简称”湖南有色集团”）就坐落在这片神奇的土地上。     

Integrating strategic human capital and strategic human resource management

Abstract

Human capital is an important construct in a variety of fields spanning from micro scholarship in psychology to macro scholarship in economics. Within the various disciplinary perspectives, research focuses on slightly different aspects and levels of human capital within organizations, which may give opportunities for integration. The current paper aims to increase knowledge about human capital within organizations by integrating two streams of research which focus directly on human capital, but have approached human capital in different ways: strategic human capital (SHC), and strategic HRM. We describe both SHC and strategic HRM research streams and propose areas of integration, and directions for future research on human capital in organizations.     

人力资源价值计量模型的改进

本文对现有人力资源价值计量模型进行了评述,在此基础上,对用于调整人力资源未来工资报酬折现模型的效率因子表达式进行了修正,并对人力资源未来工资折现模型和完全价值计量模型进行了改进.     

The influence of cause marketing associations on product and cause brand value

• The purpose of the study presented in this paper is to add to our understanding of the added value, both monetary and non‐monetary, to a brand when supporting a cause in a cause marketing ad. The findings show that consumers do not perceive the brand to be worth more if it was shown to be supporting a cause. The study also failed to show a significant improvement in consumer brand attitudes for brands featured in cause marketing ads. However, there was an attitude improvement for the cause. Product type and consumer dispositional variables were also examined.
• In summary, this study calls into question the value brands derive from being paired with a cause. This study discusses productive areas of future research and managerial implications.

Copyright © 2008 John Wiley & Sons, Ltd.     

穿越大师的丛林——“与大师同行”五年回顾

中国模式是个具有争议的论题!有人认为不存在所谓的中国模式,也有人却深入探讨和研究中国模式,更多的人是将中国模式放在宏观层面,从体制角度进行解读。我们无意如此宏观的解读,因为我们更关注促成中国改革开放三十年巨变的基本力量——那些曾不入流的民营企业,特别是那些成为中国经济躯体中数量最庞大的群体——成长型民营企业。     

Assessing the value of human resource certification: A call for evidence-based human resource management

We are delighted that our article on the value of human resource (HR) certification (Lengnick-Hall & Aguinis, 2012) has generated so much interest. In this brief response, we identify two key similarities across all of the articles published in this special issue (including our own). First, all commentators care deeply about the field of human resource management (HRM). Second, all commentators believe that additional empirical research is needed to assess the value of HR certification for stakeholders inside and outside of the field of HRM. We offer a concrete course of action. Specifically, we issue the following challenge to the Society for Human Resource Management (SHRM) Foundation: Issue a call for proposals for empirical research on the value of HR certification. Such a call would provide funding so that teams including both researchers and practitioners are encouraged to conduct research on this topic. Moreover, such a collaborative approach involving the SHRM Foundation, the HRM scholarly community, and the HRM practitioner community is likely to elevate the field of HRM and produce valuable knowledge about the value of HR certification for stakeholders inside and outside of the field, which in turn will also help narrow the much-lamented science–practice gap.     

人力资本当期价值计量理论与方法创新

通过研究，提出了人力资本当期价值计量理论与方法，试图解决长期未能解决的人力资本价值计量难题，实现了人力资本价值计量的重大创新。     

2008中国房地产十大品牌价值研究报告

2008中国房地产公司品牌价值TOP10分为国有房地产企业和混合所有制房地产企业两大类,其中,国有房地产企业是指国有或国资委监管的房地产企业,具体如下表所示:     

Integrating human resource management and corporate strategy: A preview of the 3M story

This article describes the initial stages of an endeavor to bring about an integration of strategic management and human resource management in a major manufacturing organization—3M. The focus is on the agenda of the organization's Vice President of Human Resources for bringing about the innovation through a systematic program of cultural analysis, professional development of line managers and human resource specialists, restructuring of the human resource management organization, and creation of a new partnership between line and human resource managers.     

Defining,achieving, and evaluating collaborative outcomes: a theory of change approach

Governments have repeatedly claimed that collaboration improves public service outcomes. However, defining, achieving, and evaluating collaborative outcomes is often problematic. Analysis of multi-sectoral projects in Wales, which were supported by the European Social Fund, exemplifies these challenges. Shifts in policy discourses and the interplay between national and local agendas produced complex and contested understandings of outcomes which made difficult to evaluate the projects’ achievements. We argue that the pursuit of collaboration needs to be understood not simply as an attempt to improve public service effectiveness but also ‘cultural efficacy’. The conclusions offer reflections relevant for theory and practice.     

Unlocking the value of artificial intelligence in human resource management through AI capability framework

Artificial Intelligence (AI) is increasingly adopted within Human Resource management (HRM) due to its potential to create value for consumers, employees, and organisations. However, recent studies have found that organisations are yet to experience the anticipated benefits from AI adoption, despite investing time, effort, and resources. The existing studies in HRM have examined the applications of AI, anticipated benefits, and its impact on human workforce and organisations. The aim of this paper is to systematically review the multi-disciplinary literature stemming from International Business, Information Management, Operations Management, General Management and HRM to provide a comprehensive and objective understanding of the organisational resources required to develop AI capability in HRM. Our findings show that organisations need to look beyond technical resources, and put their emphasis on developing non-technical ones such as human skills and competencies, leadership, team co-ordination, organisational culture and innovation mindset, governance strategy, and AI-employee integration strategies, to benefit from AI adoption. Based on these findings, we contribute five research propositions to advance AI scholarship in HRM. Theoretically, we identify the organisational resources necessary to achieve business benefits by proposing the AI capability framework, integrating resource-based view and knowledge-based view theories. From a practitioner’s standpoint, our framework offers a systematic way for the managers to objectively self-assess organisational readiness and develop strategies to adopt and implement AI-enabled practices and processes in HRM.