高校科研管理团队运作模式的探析

随着经济的发展,我国对科研水平的要求也逐渐增高,目前高校的科研团队肩负重任,成为为我国培养人才的重要摇篮,提供了人才和知识的储备,但是目前我国高校的科研团队运作模式仍未达到最佳效果,起作用尚未完全发挥出来,其管理观念和体系仍不完善,我国高校科研团队运作模式存在着团队组成结构不高效、团队管理制度不完善、团队考评体系不科学、忽略团队文化等问题,我国高校科研团队运作模式应从团队的组建、团队内外管理制度、科学合理的考评体系、团队文化等方面进行改善,从而使其发挥最大效率,为我国培养出优秀的人才。     

科研导师模式下的本科生创新团队构建与培养

在系统分析设定本科生创新团队科研导师模式必要性的基础上,结合近几年的本科生团队培养的实践效果,从创新团队的构建模式和团队的培养方法上进行比较分析,探讨模式和方法的有效性。     

省属高校科技创新团队激励机制的构建

科技创新团队是省属高校增强自身科技创新能力、服务地方建设、为国家输送创新人才的摇篮,完善团队激励机制对我国高水平人才培养工作具有重要意义。本文通过分析省属高校科研创新团队激励的现状,提出激励省属高校科研创新团队的主要方式和手段。     

论高校师资队伍建设中科研团队的培养

随着我国高校向一流大学迈进步伐的加快,科学研究越来越受到人们的重视。为了有效的利用科研资源,避免重复性建设,科研团队的培养迫在眉睫。本文主要分析了当前高校科研团队建设中存在的问题,并针对问题提出相应的解决对策。     

高校科研团队知识管理的要素、过程与模式

对高校科研团队知识管理体系的研究,是科研管理和知识管理领域中的一个前沿问题。在分析高校科研团队知识管理关键要素的基础上,着重阐述高校科研团队知识管理的运作过程和基本模式。据此,从科研管理效率提高的途径、激活科研团队的知识转化流程的方式、完善高校科研团队成员知识结构,实现知识的增殖并提高高校科研团队的科技创新能力与快速反应能力。     

高校科研团队知识管理的要素、过程与模式

对高校科研团队知识管理体系的研究,是科研管理和知识管理领域中的一个前沿问题.本文在分析高校科研团队知识管理关键要素的基础上,着重阐述高校科研团队知识管理的运作过程和基本模式.据此,从科研管理效率提高的途径、激活科研团队的知识转化流程的方式、完善高校科研团队成员知识结构,实现知识的增殖并提高高校科研团队的科技创新能力与快速反应能力.     

基于科研项目孵化的高校培养创新人才的MPTE模式

MPTE模式是以科研项目孵化为轴心,复合科研系列与教学系列,由MP科研市场化系统、PT学科建设系统、PE教学管理系统组成的高校产学研结合培养创新人才模式。满足了高校追求创新人才培养、提高面向市场的科研能力、加强学科建设三大价值取向。     

夯实科研基础铸造辉煌明天

在高校的教学和管理活动中,科研工作处于基础地位.开展科研工作,是教师丰富教学内容、提高学术和教学水平的需要,是提高师资队伍能力素质、保持学院持续发展的需要,也是学院实现科学决策、民主管理的重要保证.搞好科研必须走理论联系实际的道路,科研上档次,必须转变科研运作模式,发挥团队作战优势.     

加强经管类本科生科研训练,培养创新性人才

在高校经管类专业重视为现代经济发展培养创新型管理人才的教学改革中,本科生科研训练是一种很有效的培养途径。作者通过抽样调查等方式,分析了目前高校科研训练中存在的问题,并以市场对人才的要求为依据,提出相应改善措施。     

河南科技企业孵化器服务能力探析

河南孵化器服务能力建设中存在着“重数量、轻质量”的发展模式,服务内容单一,投融资渠道较少,高素质人才缺乏等主要问题。建议采取扶持与淘汰并重,完善服务,提高盈利能力,建立多元化的投融资渠道,加快孵化器网络和服务平台建设,培养高素质的管理团队等政策措施提升河南科技企业孵化器的服务能力。     

论“鲶鱼效应”对于企业团队建设的启示意义

团队建设是企业发展和创新的关键。企业团队建设容易出现成员缺乏个性、团队反应迟钝、团队领导力下降等现象。在团队建设中引入"鲶鱼效应"能够起到丰富企业团队角色,给企业带来创新以及增强团队领导力的作用。     

The effect of firm complexity and founding team size on agile internal communication in startups

Today’s firms, particularly startups, require agile communication to sense and seize opportunities and to adapt to the market as quickly as possible (Picken 2017; Takeuchi and Nonaka 1986). However, scholars have predominantly focused on external communication, taking agile internal communication for granted. This paper analyzes the combinations of conditions (i.e., firm features and communication devices) that are present in startups with agile internal communication. The study considers the startup’s life cycle, the size of the startup, and the size of the founding team. The use of direct communication channels, structured communication channels, and agile methods is also considered. Analysis of 88 Spanish startups shows that the size of the founding team influences the combination of present and absent communication methods when agile internal communication is present. In startups where the founding team is small, direct communication methods are absent, whereas the use of structured communication methods, online project management, and other communication tools is present. On the contrary, when the founding team size is large, direct communication is a core condition, as is the absence of structured communication methods. Agile methods represent a peripheral condition for the presence of agile internal communication when the founding team is small and structured communication is present as a core condition. Similarly, when the founding team is small and the presence of direct communication is a core condition, the presence of agile methods is a peripheral condition for the presence of agile internal communication.

     

关于NBA赛程利弊因素的分析与评价模型

本文考虑球队间胜率、主场优势、休整时间三个因素来分析赛程对某一支球队的利弊。建立主场优势、休整时间同球队间胜率的变化量之间的多元线性回归模型:△Pij=β0+β1x1+β2x2+β3x3+β4x4+ε。通过赛程数字化方法得出某一球队的回归变量矩阵[x1、x2、x3、x4]及预测变量矩阵[△Pij],做回归分析得到回归系数并定义了数量指标评价赛程对球队的利弊,并给出了计算某一球队值的算法。     

Leader humility,team job crafting and team creativity: The moderating role of leader–leader exchange

Despite an increasing number of studies on leader humility, the relationship between leader humility and team creativity needs further exploration. Using the connectionist network model, we propose that leader–leader exchange (LLX), the upward exchange relationship of a team's direct supervisor, moderates the effect of leader humility on team job crafting, and this in turn affects team creativity. We test our hypotheses using a sample of 286 employees in 59 teams with a multiple‐source, time‐lagged research design. Our conclusions are as follows: (a) for team leaders with high LLX, leader humility is positively related to team job crafting, whereas for team leaders with low LLX, the relationship between leader humility and team job crafting is negative; (b) team job crafting is positively related to team creativity and (c) team job crafting mediates the effect of the interaction between leader humility and LLX on team creativity.     

基于模糊相似优先比法的高校教学团队成员选择

一个稳定的高校教学团队既可以增加成员的凝聚力,也可以帮助团队成员多出教学成果,提高教学质量。但是如何选择合适的团队成员一直是高校教学团队构建过程中所面临的的一个难题。本文运用模糊相似优先比法对某个教学单位中成员进行识别,在此基础上选择适合于组建教学团队的成员。研究结果表明,该方法适合于团队工作成员的有效识别工作,为团队组建者的教学团队组建提供了一种有效的方法。     

Team personality composition,emergent leadership and shared leadership in virtual teams: A theoretical framework

Limited theory and research has been devoted to the role of team personality composition, as well as emergent and shared leadership, in virtual teams. In an effort to provide a theoretical basis for the role of team personality composition, as well as emergent and shared leadership, in virtual teams, we propose a virtual team framework that portrays the team personality composition as predictors of emergent and shared leadership. These in turn are expected to impact virtual team performance. We further posit that the relationships between team personality composition and virtual team performance are indirect, through emergent leadership and shared leadership. Finally, we present team virtuality as a moderator between team composition and team processes. Suggestions for future research and implications for the management of virtual teams are presented.     

Does the ideal entrepreneurial team exist?

Up until now, studies on entrepreneurs and their relationship to business performance have focused primarily on analyzing the entrepreneur as an individual. While studies have been conducted on the entrepreneurial team, their focus has centered on team size and degree of diversity - cultural, age, gender - leaving a gap in the analysis of the effect of a team’s competencies on the outcome of the ventures. This research aims to help fill this gap by using the psychometric instrument DISC. This research analyzes entrepreneurship by opportunity, evaluating the performance of 109 Colombian companies and the composition of their entrepreneurial teams. The results obtained provide the basis for better understanding of the make-up of entrepreneurial teams, considering the variances and interdependencies of the competency development level among their members. They reveal that identifying the similarity or heterogeneity in certain groups of competencies, as well as how developed they are, can have an impact on the ventures’ success. The cluster analysis carried out suggests that highly developed competencies associated with the ‘dominance’ dimension in the members of an entrepreneurial team are essential. These must be above-average in heterogeneous levels among the team members. They must also be accompanied by the ‘steadiness’ competency provided by the team-oriented partners, as well as an average, homogeneous level of competencies associated with ‘conscientiousness’ if the new business is to achieve good financial results in its early years. The ‘influence’ dimension did not play a significant role. The teams made up of more homogeneous partners obtained the poorest financial results. Furthermore, the study provides new perspectives for measuring business performance in a venture, as well as for evaluating the relationships between the entrepreneurial team's competencies and the company’s results in the first years of business. Accordingly, it offers inputs for future research.

     

Team leader experience in improvement teams: A social networks perspective

In this research, we disentangle the relationship between several key aspects of a team leader's experience and the likelihood of improvement project success. Using the lens of socio-technical systems, we argue that the effect of team leader experience derives from the social system as well as the technical system. The aspects of team leader experience we examine include team leader social capital (a part of the social system) and team leader experience leading projects of the same type (a part of the technical system).We examine four different, yet related, dimensions of a team leader's social capital, which we motivate based on the social networks literature. One dimension, team leader familiarity, suggests that social capital is created when team leaders have experience working with current team members on prior improvement projects, and that such social capital increases the likelihood of improvement project success. We develop three additional dimensions, using social network analysis (SNA), to capture the idea that the improvement team leader's social capital extends beyond the current team to include everyone the leader has previously worked with on improvement projects. Contrasting our SNA-based dimensions with team leader familiarity enables us to better understand the impact of a team leader's social capital both inside and beyond the team. We also examine the effect of a team leader's experience leading prior projects of the same type, and consider the extent to which organizational experience may moderate the impact of both team leader social capital and same-type project experience.Based on analysis of archival data of six sigma projects spanning six years from a Fortune 500 consumer products manufacturer, we find that two of our SNA-based dimensions of team leader social capital, as well as experience leading projects of the same type, increase the likelihood of project success. In addition, we show that organizational experience moderates the relationship between team leader same-type project experience and project success. However, this is not the case for the relationship between the dimensions of team leader social capital and project success. These results provide insights regarding how dimensions of team leader experience and organizational experience collectively impact the operational performance of improvement teams.     

Supporting team citizenship: The influence of team social resources on team‐level affiliation‐oriented and challenge‐oriented behaviour

Using a conservation of resources theoretical framework, we connect within‐team social resources with team‐level citizenship behaviours. In a sample of 385 employees situated in 70 teams from China, we confirm that team social support and team psychological safety interact to influence both affiliation‐oriented (AOCB) and challenge‐oriented (COCB) citizenship. Specifically, the two social resources substitute for one another, such that “either” team social support “or” psychological safety may be sufficient to increase AOCB. We find a consistent yet more complex pattern for COCB. Furthermore, drawing on the team prosocial motivation literature, we uncover team effort as a mediator to the effects of both social resources on AOCB. Our findings suggest that managers may enhance team citizenship by promoting team‐level social resources (social support and psychological safety), and they may only need to focus their energies on one of these resources, as exerting effort towards both may be redundant and inefficient.     

Linking Transformational Leadership and Team Performance: A Conflict Management Approach

This study develops a model in which transformational leadership affects team coordination and performance through the conflict management approaches adopted by team members. Data were collected from three different sources in a lagged design from 108 teams in a large enterprise in China. Results support the reasoning that transformational leadership promotes team coordination and thereby team performance by encouraging teams to adopt a cooperative, as opposed to competitive, approach to conflict management. These results suggest that transformational leadership may help team members manage conflicts for their mutual benefit. This is an important mechanism through which transformational leadership enhances team coordination and, in turn, achieves higher team performance.