从北美四大承包商身上学什么

近期,几家中国大型建筑企业老总考察了有“北美四大承包商”之誉的加拿大兰万灵公司、美国华盛顿集团、福陆·丹尼尔公司和柏克德公司。对这些建筑企业的老总来说,这是他们第一次近距离接触国际一流承包商,也是第一次认真学习这4家大型跨国建筑企业的成功经验。学什么?这四家公司专长各异,背景不同,但在组织机构、业务范围以及经营管理等方面都卓有建树,值得中国承包商借鉴。     

自主品牌的奋斗之路——长城汽车

2014年北京国际车展W4馆聚集了国内外著名品牌汽车厂商,主要参展商有克莱斯勒、梅赛德斯－奔驰、捷豹路虎、沃尔沃汽车集团、长城汽车、福建奔驰、中美仕家、讴歌。 国内成功的自主品牌非长城莫属。长城汽车两次入选福布斯中国顶尖企业100强;连续4年蝉联荣列“中国500最具价值品牌”;被评为“最具价值汽车类上市公司”、“中国汽车上市公司十佳之首”;中国机电进出口商会的“推荐出口品牌”,也是商务部、发改委授予的“国家汽车整车出口重点特大型企业”,是目前中国自主品牌中最先大量出口国外市场。     

寻找制造业常青的DNA 读米尔顿·科特勒之《中国企业如何创新》

“在中国，创新与其他大部分商业决策一样，都是自上而下的。中国仍然是个等级森严的社会，它的商业、市场和技术创新都将被限制而遵循这种自上而下的商业文化。新的企业正在努力变得更加团队导向，但是这与美国商业文化动员和鼓励自下而上的创新相去甚远。”在米尔顿·科特勒看来，中国制造企业的所谓创新，离成功还很遥远。     

高度重视战略经营

<正> 何谓战略经营?就是企业家要把自己的工作重心放在那些对于企业发展重大的、带全局性或决定全局的谋划与实施上。 在当代国际国内市场强手如林和市场竞争日益激烈的情况下,重视战略经营尤为重要。正确的战略经营,可使企业转危为安、易强于弱;而目光短浅,不谋长远,计较于“一城一地”之得失,不重视战略经营者,不但会坐失良机,还可能招致惨重的失败。 据资料统计,美国企业注重战略经营的     

“中美标准信息平台”开通仪式在美国华盛顿举行

2006年9月18日,中国国家标准化管理委员会主任刘平均与美国国家标准协会签署了“中美标准信息平台”合作协议,同日,“中美标准信息平台”开通仪式在美国华盛顿隆重举行。开通仪式由美国国家标准协会总裁兼首席执行官巴提尔先生主持,中国国家标准化管理委员会刘平均主任、美国国     

“五好”行动推进文化卓越实践

坚持效果导向、品质导向、社会关注导向,以“老银南传统文化”为引领、以“五好”行动为抓手,实现企业文化的全面落地和高效转化,增强文化自信,增强国网卓越企业文化的影响力、辐射力,为企业高质量发展营造良好环境。     

天行“箭”爱奉“家”

江南机器（集团）有限公司确立具有企业特色的“箭&#183;家”文化为企业文化的核心理念，其中。“箭”文化与行业属性和生产特点相一致，“家”文化与“美好家园、和谐江南”的建设目标相一致。这是一种与现代企业制度相适应的特色文化。     

发展工程项目中的“文化力”

工程项目是企业的细胞,是企业生产经营的载体,企业文化建设的着力点应放在工程项目上。发展工程项目中的“文化力”,则是推动企业文化建设,促进企业健康、协调发展的最根本的源泉。 “文化力”的内涵包括四个方面,就是:智力因素、精神力量、文化网络和传统文化。“文化力”是推动力、开拓力、导向力、鼓舞力、凝聚力,我们必须重视“文化力”的发展。在工程项目中发展“文化力”,其目的就是提高人的素质,调动人的积极性,发挥人的创造力,推动工程项目、企业整体水平的提高。     

企业文化与企业思想政治工作的同异初探

“企业文化”一词最早出现在美国。1980年,美国《商业周刊》在一篇报道中首先使用了“公司文化”这一概念。当时有一些经济学家和管理学家在研究日本企业获得成功的诸多原因中,发现排在第一位的既不是企业的规章制度、组织形式,也不是资金、设备和科学技术,而是他们的文化。1981年7月,美国哈佛大学教授特雷斯.E.迪尔和麦肯锡咨询公司顾问阿伦.A.肯尼迪两位合著并出版了《企业文化——现代企业精神支柱》。随即在国际上掀起一股企业文化浪潮。1984年前后,企业文化的概念传入我国。1992年,党的十四大报告中提出了搞好企业文化建设的任务。1999年,党的十五届四中全会决议又提出要建设积极向上的企业文化。这样,中国企业界的企业文化热也因之兴起,并很快从这一全新的管理思想中得到     

企业信息

中国27家公司进入1996年 全球最大国际工程承包公司行列 据美国《ENR》杂志(工程信息与纪事周刊杂志)每年举行的全球最大国际工程承包公司评列,1996年我国有27家公司进入了全球最大国际工程承包公司的行列。不久前,中国对外承包工程商会和美国《ENR》周刊在上海举行的“中美国际建筑市场研讨会”上,为这27家中国公司举行了颁证仪式。     

Who cooks the books in China,and does it pay? Evidence from private,high‐technology firms

Research summary: We document the extent of fraudulent reporting among 467 private Chinese technology companies. Comparing the financial statements concurrently submitted to two different state agencies, we demonstrate a systematic gap in reported profit figures in the two sets of books. We find: (1) more than half the sampled companies report incentive‐compatible, materially discrepant profit numbers to the two agencies; (2) politically connected companies are approximately 18 percent more likely to commit fraud and those with venture capital backing are 19 percent more likely to do so; and (3) it pays to cheat. We estimate that companies who “cook” their books have considerably higher odds of receiving an innovation grant. Especially given its prevalence, we conclude that fraud can be a source of performance differential for emerging market companies. Managerial summary: We document that more than half of a sample of 467 private, Chinese technology companies engage in fraudulent financial reporting. By comparing the financial statements companies concurrently submitted to two different state agencies, we demonstrate a systematic gap in reported profit figures in the two sets of books. Relative to the companies without these attributes, we find that politically connected companies are approximately 18 percent more likely to commit fraud and those with venture capital backing are 19 percent more likely to do so. Furthermore, we show that it pays to cheat. We estimate that companies who “cook” their books have considerably higher odds of receiving a government‐sponsored innovation grant. Therefore, fraud can be a source of performance differential for emerging market companies. Copyright © 2015 John Wiley & Sons, Ltd.     

Cultural prerequisites for participating in open foresight

Companies are increasingly interested in participating in open foresight. However, little is known about the conditions supporting them to open up successfully in open foresight. This research takes a culture perspective on this issue. The leading assumption is that companies with an open culture are more likely to engage in collaboration than companies with a culture inhibiting openness. We use the Competing Values Framework to measure corporate culture, and collaboration breadth and depth to measure openness to external collaboration. Drawing on a sample of 168 Austrian companies, the research confirms that culture plays an important role in creating an environment supportive of open foresight, albeit in a somewhat surprising way: the internally oriented clan culture appears to support openness, while the externally oriented market culture does not support it. Possible explanations for this finding are put forward as directions for further research. The findings should help companies to predict whether they have the cultural conditions in place to embark on an open foresight journey successfully.     

对我国工业组织的区域比较实证分析

文章运用系统的统计分析方法对我国工业组织现状进行了深入的区域比较实证研究,揭示了我国工业组织所具有的两大重要特性：一是各地区工业集中度与工业经济绩效存在着“反常”的十分显著的反向变动关系;二是不同规模类型企业的规模经济性不同,大中型企业内部没有规模经济性,而小型企业内部的规模经济性却十分显著,在此基础上,文章指出,当前我国各地区工业组织的决定性因素是制度因素,工业产业组织合理化的根本出路在于加快和全面推进经济体制改革,特别是国有大中型企业的改良改造,要充分重视小型企业的发展,并在体制改革的基础上实施大、中、小企业协调发展战略。     

The Chinese paradigm of global supplier relationships: Social control,formal interactions and the mediating role of culture

This paper reports the results of a study that examined how firms can establish successful business relationships with Chinese suppliers. Its aim is to explore salient characteristics of the nature of buyer supplier relationships with the emergence of China as a dominant economic power. Two surveys have been conducted that investigated several factors that inhibit and enable effective supplier relationship management (SRM) between organisations sourcing from China and Chinese suppliers, and explored the impact of cultural characteristics of Chinese management on the nature and performance of supplier relationships. The research highlights the importance of the social control aspect of governance structure of supplier relationships and stresses that both social and formal control mechanisms should be implemented for more effective relationships with Chinese suppliers. It also demonstrates the need for companies to recognise the importance of guanxi and several cultural characteristics of the Chinese style of management in SRM and advocates the need for the development of a hybrid Sino-Japanese and global supplier relationship management paradigm that incorporates elements from the existing SRM models. It generates insights into how the cultural context of emerging markets affects the nature of business relationships and generates a research agenda in the field of supply chain management that can explore the development of new paradigms in supplier relationships management. The main theoretical argument put forward centres on the need for the development of a new global supplier relationship management paradigm that will take into account the cultural elements of the Chinese society.     

Cultural diversity in China: Dialect,job embeddedness,and turnover

China is a large and diverse country. Although increasing attention has been given to ethnic Chinese research sites in recent years, researchers have seldom given much thought to the diversity present among Chinese communities. For example, clear regional attributes are embodied by the many different dialects of China. Dialect has long been recognized as a basis for establishing personal relationships, but its impact on other individual outcomes is less well understood. In this paper, we propose that in China, Chinese people’s frequency of speaking in their local dialect is related to their identification process with an organization or a community, which could in turn influence their decision to stay with their organization. The theoretical and practical implications of utilizing regional and cultural differences in large countries such as China are also examined.     

Economic and strategic considerations surrounding Chinese FDI in the United States

The growth of outward investment from China has generated expressions of concern from policymakers in the United States regarding the economic and national security impacts of such investments. While inward foreign direct investment (FDI) has come to be viewed by most observers as generally imparting net economic benefits to the host economy, acquisitions of US companies by Chinese multinational companies (MNCs) have been criticized on several grounds. One is based on the mode of entry itself: some critics believe that entry by acquisition brings lower benefits than greenfield entry. A second and more prominent concern is that acquisitions of US companies by Chinese state-owned enterprises (SOEs) may be motivated by non-commercial objectives which, in turn, make those acquisitions of questionable value to the host economy. In this paper, we argue that Chinese FDI in the United States is more likely to take the form of acquisitions than greenfield investments for the foreseeable future. However, there is no strong case to be made that the host country economic benefits from Chinese FDI would be larger if entry took place primarily through greenfield investments. Furthermore, most of the alleged costs to the US economy from inward FDI from China are either unlikely to occur or are already anticipated by existing US laws and regulations, thus necessitating no additional, specific legislation.

Do Broad‐based Employee Ownership,Profit Sharing and Stock Options Help the Best Firms Do Even Better?

This article analyses the linkages among group incentive methods of compensation (broad‐based employee ownership, profit sharing and stock options), labour practices, worker assessments of workplace culture, turnover and firm performance in firms that applied to the ‘100 Best Companies to Work For in America’ competition from 2005 to 2007. Although employers with good labour practices self‐select into the 100 Best Companies firms sample, which should bias the analysis against finding strong associations among modes of compensation, labour policies and outcomes, we find that employees in the firms that use group incentive pay more extensively participate more in decisions, have greater information sharing, trust supervisors more and report a more positive workplace culture than in other companies. The combination of group incentive pay with policies that empower employees and create a positive workplace culture reduces voluntary turnover and increases employee intent to stay and raises return on equity.     

Product Development and Management Association's 2012 Comparative Performance Assessment Study

Results of Product Development and Management Association (PDMA)'s Comparative Performance Assessment Study are presented from 453 companies. In addition to baseline questions from previous studies, new sections on culture, social media, services, sustainability, open innovation, and global product development practices are introduced. Extensive comparison between the best performing companies and the rest of the sample reveal numerous practices that lead to higher product performance in the market. Comparisons are also made between this study and previous PDMA best practices studies. In addition, geographic differences among North America, Europe, and Asia are explored. Practices leading to higher commercial performance are identified.     

Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation*

Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. To test these hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43 micro‐ and small‐sized Turkish entrepreneurial software development companies. Two separate questionnaires were used to collect the data. Employees' questionnaires included measures of transformational leadership and internal support for innovation, whereas managers' questionnaires included questions about product innovations of their companies and the degree of support they received from external institutions. Organizational innovation was measured with a market‐oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro‐ and small‐sized companies, whereas previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation‐supporting internal climate. Therefore, managers, particularly of micro‐ and small‐sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies.