"诺基亚"成功的柔性战略——企业文化

世界通信业巨头"诺基亚"的成功有着众多的因素,包括它的营销、创新、专业化发展战略等,文章从企业文化的角度诠释了其成功之道,论证了企业文化在企业发展中的重要作用,并结合当前的金融危机背景,初步预测了"诺基亚"未来的发展趋势.     

“诺基亚”成功的柔性战略——企业文化

世界通信业巨头“诺基亚”的成功有着众多的因素，包括它的营销、创新、专业化发展战略等，文章从企业文化的角度诠释了其成功之道，论证了企业文化在企业发展中的重要作用，并结合当前的金融危机背景，初步预测了“诺基亚”未来的发展趋势。     

诺基亚的人力资源管理特色

诺基亚对电信业来说，是一个令人羡慕的传奇：一个以造纸起家的芬兰小公司，历经130多年．非但没有为时代所淘汰，反而一举走向世界，从摩托罗拉和爱立信等老牌电信巨头手中夺过了手机老大的宝座。诺基亚成功的背后是“科技以人为本”的经营理念，更深层的原因是科学的人力资源管理，以及与此密切相关的各项员工管理制度。一、帮助员工明确工作目标。     

“科技以人为本”——诺基亚在中国的诠释

诺基亚有一句令人印象深刻的广告语——科技以人为本。在诺基亚LOGO的下方,也总是写着"ConnectingPeople"。诺基亚清楚地向世人展现着他们的理念——人是诺基亚在行业中领跑的最大财富。     

诺基亚"人本管理"文化的启示

打开诺基亚手机，首先映入人们眼帘的是“Human Technology”。诺基亚“科技以人本”的理念主要体现在企业内部的人力资源管理上。事实上，“科技以人为本”不是诺基亚公司的一句广告词，而是贯穿在整个管理过程的一种经营理念，一种人力资源管理过程的一种经营理念，一种人力资源管理理念。正是这种管理理念，使诺基亚公司特别注重对人的培养，通过各种渠道，创造优越条件，让员工去实现他们的个人价值，从而创造一种独特的企业文化，把广大员工凝聚到一起。     

否定自我 超越现状

在１９９９年的财富论坛上,中央电视台的记者采访了世界５００强之一的诺基亚公司总裁奥利来。当记者问道,诺基亚公司为什么一直不停地否定自己、更新自己,不断地涉足新的领域,而且屡屡得手总能成功时,奥利来回答：诺基亚在开发新领域时,是全力以赴的。诺基亚是通过创造企业文化,吸引有才华并且勇于冒风险的年轻人,使之有机会发挥自己的聪明才智,并为企业带来新的思维。他还说,公司管理层的作用就是鼓励大家畅所欲言,并且选择和组织实施大家提出的方案。 诺基亚公司原来是家造纸厂,后来转向通信,并取得了巨大的成功,现在它又…     

诺基亚:如何"连接"人?

诺基亚有一句令人印象深刻的广告语：科技以人为本。诺基亚的LOGO下方，也总是跟着“Connecting-People”一行英文。无论是中文还是英文版本，诺基亚清楚地向世人展现着他们的理念：人是诺基亚在行业中领跑的最大财富。     

国家科技计划中的知识产权管理研究

20多年来,国家科技计划一直是国家创新系统的重要创新源泉,为国家科学技术水平和竞技水平的提高贡献了力量。但随着市场经济的发展和科技与生产更加紧密地结合,科技计划项目中的知识产权问题显现了出来。为保证科技成果成功转化,进一步提高科技计划项目对国民经济的贡献,必须从制度上塑造促进科技计划项目的知识产权管理的环境,从管理上提高知识产权管理效率。本文将从科技计划项目中知识产权管理现状着手,寻找导致其低效率的制度因素,并从制度上和管理上提供建议,希望科技计划项目中的知识产权管理更加完善。     

装鸡蛋的篮子编好了吗？

编篮子指当企业进入一个新的经营领域里,有没有在这一领域升级管理与服务的能力,也就是说,篮子编得好装多少鸡蛋都不怕;若编得不结实放一个鸡蛋也会打破.例如,诺基亚是大家都知道的一个企业,它成为移动通信行业的大型跨国公司也就是这十年的事,在1991年奥利拉入主之前,是做木材的,但那时木材业已陷入困境,锅里没有碗里哪里会有.从管理上讲,当时的诺基亚的规模并不大,还十分混乱,钱从哪里来,到哪里去,根本搞不清楚,每个人也不知道自己该做些什么.诺基亚成功的主要原因在于勇于创新,专注灵活和科学管理.奥利拉入主后,先是确定了要发展通讯业,然后在管理上下功夫,结果8年时间增长了2000倍,已成为全球性大企业,但诺基亚的目标仍然是要做世界上最大最出色的企业,最出色并不是最大,而是指在产品、服务、管理、创新、股东回报、企业文化等诸多方面都成为最好的,以保持企业持久的发展.     

企业管理的“进化论”——助读《激活个体:互联时代的组织管理新范式》

2013年9月,拥有146年历史的诺基亚被只有38年历史的微软收购,曾经辉煌无比的一代霸主诺基亚走下神坛.尽管“诺粉”们黯然神伤,但却阻止不了历史的车轮滚滚向前.无论是诺基亚,还是柯达、健力宝……它们都曾生机勃勃,横扫对手,直上巅峰.但最终又被更年轻、更具活力的组织所取代——曾经成功的管理模式转瞬成了企业发展的负担,臃肿的组织,复杂的层级,让组织的创造力渐失.症结何在?或许从著名企业文化与战略专家陈春花的著作《激活个体:互联时代的组织管理新范式》中能找到答案.     

Resolving ethical dilemmas through international human resource management: a transaction cost economics perspective

This paper examines the interaction between cross-cultural variation in ethics and international human resource management. Literature is reviewed that suggests the ethical orientation of a culture can vary based upon whether the culture values collective outcomes or adherence to generally accepted rules, processes, and rights. Drawing on transaction cost economics and social contracts theory, it is suggested that differences in ethics between a multinational organization and its host culture(s) can damage the multinational's reputation, reduce its ethical decision-making capacity, raise its transaction costs, and reduce performance. Theory is developed suggesting the appropriate approach to international human resource management can attenuate these problems.     

Project management competence development framework in turbulent business environment

Today's turbulent business environment characterised by uncertainty and inability to predict the future is extremely challenging, and thus requires the development of new competences. Especially within project management, competence development is one of the critical success factors. Competence development is seen as a critical success factor ensuring companies' competitiveness. Learning organisation, organisational learning, organisational culture, knowledge management and project management laid the foundation for the project management competence development (PMCD) framework introduced in this paper. The most essential features for organisations to update competences are presented. The proposed framework has been in use in Nokia case unit since year 2001 with good results. However, further studies are needed to create an evaluation method to provide a means to measure the impacts of the framework and develop it further.     

Bringing corporate culture to the bottom line

Up to now managers could find little evidence to support the idea that the organization's culture has an impact on its bottom-line performance. To remedy this, Denison draws on survey and performance data from 34 large corporations to show that those that have participative cultures experience better performance than those that do not. This difference in performance appears to have widened over the five years that these firms were studied. The results also hold up when the performance measures for each firm (return on investment and return on sales) are compared with those of their competitors. Denison suggests that this comparative approach to the study of organizational culture provides a way to capture the impact that culture has on organizational performance. This strategy, he argues, also provides a way of diagnosing organizations and measuring the ways in which human resources management, organizational culture, and management practices do, in fact, contribute to the success of business organizations.     

在华北石油工程公司推行绩效管理的价值和注意事项

推行绩效管理是改变公司人力资源管理低效率、提高公司凝聚力的重要举措,也是改善员工激励机制、提高人力资源培训的效果、提升公司的企业文化水平的主要手段。在推行绩效管理的过程中,公司应该注意区别绩效考核与绩效管理的差异、注重绩效管理的循环过程、做好与公司价值链的衔接、树立"以人为本"的管理观念。     

儒家文化中人力资源管理思想及现代价值研究

20世纪90年代以来我国引入的人力资源管理理论在实践中成效甚微的原因之一是它没有与中国传统文化有机联系起来,挖掘儒家文化在如何识人、选人、用人、育人和留人方面的内容,总结批判继承这些思想与经验,发挥它们在现代人力资源管理招聘甄别、人才配置、绩效管理、培训开发、组织文化中的作用,必将对中国特色人力资源管理体系的构建有所裨益。     

The role of corporate culture in the process of strategic human resource management: Evidence from Chinese enterprises

Extant research on strategic human resource management (SHRM) has primarily focused on the content of SHRM (best practices, bundles of practices, etc.) and its effect on firm performance. Little research has examined the SHRM process so as to better understand how SHRM is adopted and implemented and what impact it has on organizational processes and outcomes. This article examines the role of corporate culture in the SHRM adoption and implementation process. Empirical results from a sample of 223 Chinese enterprises indicate that corporate culture has an impact on the adoption of SHRM, and that different types of culture affect the SHRM process differently. Specifically, group and developmental cultures have positive effects on the adoption of SHRM, but the effect of hierarchical culture is not significant. Developmental culture is also found to have a direct effect on firm performance. This study offers significant implications for HRM in China and other dynamic and emerging economies. © 2008 Wiley Periodicals, Inc.     

提升我国中小企业人力资源管理水平的路径选择

人力资源管理水平已成为制约我国中小企业发展的重要环节。目前我国中小企业的人力资源管理普遍缺乏科学的管理理念及战略,员工职业技能素质不高且结构不合理,忽视企业文化建设。应通过树立科学的人力资源管理理念、建立健全人力资源管理体系、实施员工职业生涯规划并给予核心员工待遇上的倾斜、完善企业人力资源绩效考评机制、建立富有凝聚力的企业文化等措施,提升我国中小企业的人力资源管理水平。     

基于团队的人力资源绩效考核与管理策略

当今人力资源管理理论正在不断地发展,而绩效考核与管理作为人力资源管理中的核心事宜,其当前更是得到了较为广泛的关注。通过对部分企事业单位人力资源绩效考核与管理状况进行分析可以发现,绩效考核与管理进程存在着一些明显不足,在其相关因素的影响和作用下,一系列不足也演变为了具体的绩效考核与管理问题。基于团队的人力资源绩效考核与管理带有一定特殊性,论文对相应问题进行分析,并就如何在团队视角下进行人力资源绩效考核与管理提出合理建议。     

The missing links: cultural,software, task and personal influences on computer self-efficacy

Culture exerts a fundamental effect on employees and their use of technologies. We examine the influence of culture (and other factors) on computer self-efficacy (CSE). CSE, or employees' judgments about their capabilities to use a specific software system, is important given its relationship with work performance. By drawing a sample from two different countries, we show that culture affects CSE indirectly through employees' preferences for individualism and task interdependence. Furthermore, individualism, task interdependence and software personal innovativeness relate positively, whereas task ambiguity and software complexity associate negatively with CSE. Finally, we discuss several implications for human resource management.