供应链管理成熟度研究与评价探析——以博源热能公司为例

本文通过对博源热能公司的供应链进行分析与研究,从企业采购能力、企业制造能力与企业营销能力三个方面建立了供应链成熟度测评体系,运用层次分析法与集值统计相结合的方法对供应链管理成熟度进行了评价,得到企业供应链管理的成熟度,为企业日后的发展提供了依据。     

B2C电子商务企业物流能力成熟度研究

在分析B2C电子商务企业物流能力的内涵及其特点的基础上,利用软件能力成熟度模型的理念,提出了B2C电子商务企业物流能力成熟度模型,将B2C电商企业物流能力分为初始级、基本级、规范级、管理级和优化级五个级别,确定了达到新成熟度等级的关键过程域和关键实践,为B2C电商企业提升物流能力提供理论和实践参考。     

企业业务流程管理成熟度模型研究

正确评估和持续改进是企业推进业务流程管理的关键要点,文章结合流程成熟度模型的研究成果和业务流程管理的发展趋势,提出了六级四维的企业业务流程管理成熟度模型,将业务流程管理的成熟度分为初始、重复、定义、管理、优化和创新六级,从管理活动、组织岗位、企业文化和IT支撑四个维度定义了业务流程管理在各个级别的评价标准,有助于企业评估流程管理能力,推动持续性业务流程管理。     

企业技术创新系统生态性分析

文章借鉴生态学的观点来说明企业技术创新生态系统的涵义,从技术创新的宏观和微观角度分析了企业创新生态系统的结构和功能,进而描绘出系统的生态环境与企业技术创新的动态演化过程,并将企业技术创新系统生命周期划分为起步期、成长期、快速发展期、稳定期、系统升级或衰退期五个阶段。通过近几年柯达公司技术创新发展过程分析,进一步说明了企业技术创新系统的生态性,建议企业在自身发展的同时应考虑多方面因素,构建一个和谐的技术创新生态环境。     

技术创新与企业竞争力耦合关系研究

知识经济时代,技术创新成为企业提升竞争力的重要路径,技术创新能力是培植企业核心竞争力的基础。同时,增强企业竞争力又会逆向促进企业技术创新能力的提升。因此,技术创新与企业竞争力两者相互影响、相互促进,形成耦合的作用机制。本文在对技术创新与企业竞争力之间相互影响的分析基础上,从政府和企业两个角度对提升企业技术创新能力,进而增强企业竞争力提供了相关对策建议。     

企业技术创新主体指标体系构建研究

企业技术创新主体包含两个方面:企业在国家创新体系中占据主要地位,并且在技术创新全过程中发挥着主导作用。这两方面从不同的角度反映了企业技术创新的现状,也需要用不同的指标体系来反映。通过构建两个不同角度的指标体系,可以综合全面地反映我国企业技术创新主体建设现状。     

基于知识视角的企业技术创新协同演化机理分析

企业技术创新演化的底层因子是信息、知识和技术,知识在企业技术创新演化过程中起着最基础性的作用,知识的流动和传播会加速企业技术创新进化的过程。从信息知识源来看,企业技术创新的主体来源于管理者、技术人员等。从微观角度看,企业技术创新的动力来源于企业创新主体的内在原因、外部动因和自我调节三个方面,企业技术创新协同演化的过程体现在知识流动过程的自组织和涨落。     

质量管理成熟度研究

如何切实提高企业质量管理成熟度是企业面临的严峻问题，同时，也是关系到认证机构和认证咨询机构如何为企业提供增值服务的问题。文章从五个方面阐述和探讨了有效提高企业管理成熟度的方法。     

现代企业的技术创新及其方式的战略选择

技术创新已成为企业发展的趋势。建立在是否增加企业利润基础之上的技术创新，在价格保持不变时，运用定性的分析可得，多个企业联合进行技术创新应是当前中国多数企业技术创新建设的模式。企业实现了技术创新，凭借其辐射功能，城市和国家也会向前发展。     

项目管理成熟度模型在制造企业中的运用

目前,项目管理这门优化的管理技术已运用到了制造企业的组织运营中。而项目管理成熟度模型作为对项目管理能力的有效评估工具,有必要在制造企业的项目管理中得到推广和运用。本文通过介绍项目管理成熟度模型的概念和等级,从制造企业的角度,阐述了在制造企业中应用项目管理成熟度模型的必要性,并简要提出了项目管理成熟度模型在制造企业项目管理中的应用步骤。     

地方高校本科生导师制下大学生科技创新能力培养模式的若干思考

开展本科生导师制下大学生科技创新能力培养模式是高校培养创新人才的重要手段。针对目前本科生教育中创新能力培养问题,探讨了本科生导师制下大学生科技创新能力培养的若干问题,从培养模式的组织形式、培养模式面临的问题、解决方案及取得的成绩等四个方面分别进行了分析和总结,对培养出高质量的创新型人才具有重要意义。     

创新型企业的组织结构设计研究

成功的创新需要合适的组织结构的支撑,而当前的企业组织结构存在阻碍创新的弊端。创新型企业要求的组织结构应具有分权化和开放系统性特征,二元组织(Ambidextrous Organization)思想和生存系统模型(Viable Systems Model,VSM)为创新型企业的组织设计提供了新的思路。创新型企业应进行组织结构的重设,分别设立日常事务部和创新业务部,并将创新业务部分为创新业务经理、信息部、协调部、控制部和操作部,为提高创新型企业的自主创新能力提供组织保障。     

How Does an Individual's Innate Preferences Impact Innovation and Creativity?

Organizational leaders commonly reward innovation and creativity and many times it is the individual with the “brilliant idea” who is recognized. The current article examines the four types of innovative ideas that lead to organizational change and effectiveness and how every person on a team plays a role in achieving the idea. As a manager or leader of people being aware of individual styles and preferences will lead to increased recognition of all innovative and creative contributions that can have a positive impact on organizational culture.     

Strategies for innovation and productivity in Japan and America

The purpose of this paper is to describe the types of organizational settings in the West that have been especially conducive for innovation and productivity. Then the same predictive factors are tested for a sample of 44 Japanese factories in order to investigate the extent to which similar relationships are found in both nations.The results suggest that R&D and the innovation function is handled somewhat differently in Japan, but that the consequences of the scale of operations for innovation and productivity are basically similar. In general, large scale operations are more productive, but less innovative in both nations. However, emphasis on specialized R&D seems to be more characteristic of U.S. industry. Many small firms in Japan achieve innovative performances with relatively little expenditure on R&D per se. However, to what extent the Japanese formula which has worked in the past will continue to work in the high technology era of the 1980s remains an open question.     

Innovativeness and organizational innovation in total quality oriented firms: The moderating role of market turbulence

This paper analyses the contribution of TQM implementation to the firms’ innovative culture and their overall innovation effort in the technical and administrative organizational domains. The research seeks to contribute to a further understanding, under different market turbulence conditions, of the TQM–innovation relationship and the interactions between the organization's innovativeness and the intensity and newness of the innovations adopted. The findings indicate that TQM strongly influences firm's innovative culture and higher administrative innovation levels with a greater degree of incorporated novelty, whereas the mediating role of innovativeness is required for TQM to achieve this impact on technical innovation. These relationships significantly vary under different levels of market turbulence, but results reinforce the consideration of TQM as an appropriate resource to foster innovativeness and organizational innovation. The study provides an unexpected result as innovativeness does not influence administrative innovations, which seem to be ultimately determined by TQM. Finally, the findings provide empirical support regarding the coordinated development in practice of technical and administrative innovations.     

提升研究生创新能力的几点举措

培养研究生创新能力是研究生教育的一个重要任务。从依托科技创新团队,打牢研究生创新能力根基;借助科研创新基地,构建研究生创新实验平台;营造学术创新环境,烘托研究生创新浓厚氛围;强化导师创新指导,把稳研究生创新发展航路;优化学术创新激励,激发研究生创新不竭动力五个方面阐述了提升研究生创新能力的措施。     

Leading Change and Innovation Through “Organizational Laundering”

Change in organizations can be frequent, but change is not always necessary. In pursuit of innovation, and at times their own agenda, leaders who exhibit a pseudotransformational leadership style can have a catastrophic effect on the workplace. Promoting change under the guise of innovation benefits self and not the organization and sponsors a workplace in turmoil. These leaders practice organizational laundering, which is proposed as an introductory term resulting from employing a combination of destructive and pseudotransformational leadership styles in an attempt to be innovative and make organizational change.     

Combinative Effects of Innovation Types and Organizational Performance: A Longitudinal Study of Service Organizations

Innovation research suggests that innovation types have different attributes, determinants, and effects. This study focuses on consequences of adoption of three types of innovation (service, technological process, and administrative process) in service organizations. Its main thesis is that the impact of innovation on organizational performance depends on compositions of innovation types over time. We examine this proposition by analysing innovative activity in a panel of 428 public service organizations in the UK over four years. Our findings suggest that focus on adopting a specific type of innovation every year is detrimental, consistency in adopting the same composition of innovation types over the years has no effect, and divergence from the industry norm in adopting innovation types could possibly be beneficial to organizational performance. We discuss the implications of these findings for theory and research on innovation types.     

Open innovation in SMEs: Trends,motives and management challenges

Open innovation has so far been studied mainly in high-tech, multinational enterprises. This exploratory paper investigates if open innovation practices are also applied by small- and medium-sized enterprises (SMEs). Drawing on a database collected from 605 innovative SMEs in the Netherlands, we explore the incidence of and apparent trend towards open innovation. The survey furthermore focuses on the motives and perceived challenges when SMEs adopt open innovation practices. Within the survey, open innovation is measured with eight innovation practices reflecting technology exploration and exploitation in SMEs. We find that the responding SMEs engage in many open innovation practices and have increasingly adopted such practices during the past 7 years. In addition, we find no major differences between manufacturing and services industries, but medium-sized firms are on average more heavily involved in open innovation than their smaller counterparts. We furthermore find that SMEs pursue open innovation primarily for market-related motives such as meeting customer demands, or keeping up with competitors. Their most important challenges relate to organizational and cultural issues as a consequence of dealing with increased external contacts.     

Does Moral Leadership Conflict With Organizational Innovation?

The current article explores the concept of moral leadership and the potential for conflict with organizational innovation. After exploring the organizational prioritization of profitability with the exclusion of moral and ethical implications, the article asserts that moral leadership need not be the center of conflict with organizational innovation. Instead, research reveals that moral leadership can serve to enhance, inspire, and provide the foundation needed for innovation. For this reason, organizations must strive to make the identification of ethical leadership as a priority and stakeholders must remain flexible while upholding ethical standards. Through enhanced moral leadership, organizations can achieve greater levels of innovative excellence and competitive advantage in the global economy.