基于知识图谱的工程项目安全管理现状与发展趋势分析

工程环境中的事故频发,不安全的行为会增加工作场所发生事故的风险,因此对工程项目安全管理的研究是十分必要的。文章基于“Web of Science”核心数据库2000-2021年已发表的932篇相关文献,使用Cite Space和VOS viewer软件绘制知识图谱进行分析。结果表明,在建筑业发展中仍存在安全隐患未得到重视和解决。文章基于文献计量学,从多方面总结工程项目安全管理的现状和发展趋势,为施工安全管理研究提供有价值参考依据。     

The intellectual structure of human resource management research: a bibliometric study of the international journal of human resource management, 2000–2012

The purpose of this study is to analyze the existing literature on human resource management (HRM) from all the research papers published in The International Journal of Human Resource Management between 2000 and 2012. The authors apply bibliometric methods to identify the main research lines within this scientific field; in other words, its ‘intellectual structure’. Social network analysis is also used to perform a visualization of this structure. The results of the analysis allow us to define the different research lines or fronts which shape the intellectual structure of research on HRM.     

社会网络视角下的中国企业跨国并购文化整合

21世纪以来,中国企业跨国并购数量和规模不断增长,文化整合成为中国企业实现跨国并购协同效应的基本对策。但由于中国企业跨国并购过程中面临逆势文化整合环境,西方学者提出的跨国并购文化整合理论应用到中国企业跨国并购时存在适配性问题。因此,本文基于共现分析和社会网络分析,系统、全面地梳理了中国学者针对中国企业跨国并购文化整合进行的研究。并提出了中国企业跨国并购文化整合模型,对于中国企业更好的“走出去”提供理论支撑和现实指导。     

Blending service provider–client project teams to achieve client trust: Implications for project team trust,cohesion, and performance

The objective of the present research is to examine the effectiveness of “teaming with the client,” using blended service provider–client teams as an organizational strategy for achieving effective co‐production engagements. The results show that having a blended team creates a more trusting relationship between the project manager and client. The client's trust results in greater team trust, team cohesion, and team performance. However, the research also demonstrates an important limitation to the use of blended teams. In blended teams, when the client does not trust the project manager, significant problems arise for the team itself as compared to non‐blended teams.     

When do Non‐Family CEOs Outperform in Family Firms? Agency and Behavioural Agency Perspectives

Family firms represent a globally dominant form of organization, yet they confront a steep challenge of finding and managing competent leaders. Sometimes, these leaders cannot be found within the owning family. To date we know little about the governance contexts under which non‐family leaders thrive or founder. Guided by concepts from agency theory and behavioural agency theory, we examine the conditions of ownership and leadership that promote superior performance among non‐family CEOs of family firms. Our analysis of 893 Italian family firms demonstrates that these leaders outperform when they are monitored by multiple major family owners as opposed to a single owner; they also outperform when they are not required to share power with co‐CEOs who are family members, and who may be motivated by parochial family socioemotional priorities.