组织结构情景与领导有效性的关系

领导理论的研究不仅要反映领导个人的特征和行为，还要反映影响领导有效性的情景因素，这是目前领导研究的一个热点。Perrewe认为“领导方式是一个局部变量，他是在特定情景中发挥作用的，环境或任务是其中之一，可以作为自变量”，Hunt同时也持相同观点，在他们的多重影响模型中，领导是根植于组织中的，同时，一些实证研究也表明，领导具有适应性和环境决定的特征。     

高层管理团队(TMT)的异质性、冲突管理与企业绩效

高层管理团队(TMT)的异质性是通过冲突的产生和发展这一机制来影响企业绩效的。文章试图从TMT的异质性对冲突和认知的一致性影响的角度入手,分析了冲突过程和冲突与企业绩效之间的关系,揭示了TMT异质性与企业绩效间的关系,并据此提出通过TMT异质性的管理来合理控制冲突进而提高企业绩效的一些建议。     

高层管理团队异质性、团队冲突和创业绩效的关系研究——以冲突管理为调节变量

为了探讨新创企业高层管理团队(TMT)异质性、团队冲突冲突管理和创业绩效的关系,本文以理论推导为基础,提出研究假设,构建了可调节的中介效应模型,对新创企业高层管理团队进行调研,运用结构方程模型检验了四者的关系。研究发现,在新创企业中TMT异质性对创业绩效具有积极的促进作用;任务冲突和关系冲突在两者之间都起到了部分中介作用;在团队冲突对TMT异质性和创业绩效的中介作用过程中,合作式和竞争式冲突管理在任务冲突和创业绩效间起到显著的调节作用,回避式冲突管理在关系冲突和创业绩效间起到显著的调节作用。研究结果为新创企业绩效改善提供了实证支持。     

高层管理团队特征与企业国际化绩效关系的实证研究——以我国服务业上市公司为例

本文主要从高管团队特征的均值和异质性两个方面进行分析,构建了多元回归方程,通过实证研究检验了高管团队的年龄、任期、国际经历、教育水平、团队规模、政府背景等特征对企业国际化绩效的影响。基于研究结论,从高管团队建设的角度上提出了相关的对策建议。     

审核机制下的激励模型(Ⅱ):道德风险

本文考虑审核机制下的道德风险问题,针对离散情形和连续情形,我们假设存在一种审核机制,即委托人能通过审核手段来判断代理人是否努力,并对偷懒者进行惩罚,或者更为准确地确定其努力程度．以激励其努力并给予补偿。我们可以把前者看作惩戒机制,后者看作一种确认机制,两者都能够有效率地降低不确定信息带来的损失。     

我国权证交易中的信息不对称研究——模型与实证

本文利用权证及其标的证券的日成交量信息,在O’Hara等（2002）的基本框架下建立了区分基于公共信息交易和私有信息交易的理论模型,提出了衡量权证交易相对信息不对称性程度的指标。并以实际数据对理论模型的合理性进行了实证检验,结果表明模型与我国权证市场上的投机行为表现基本一致。     

商家危害食品安全行为的影响因素模型——基于网络论坛评论的扎根研究

食品安全问题是关系到人民生命和健康的重大问题。本研究通过对知名中文网络论坛评论的扎根研究,探讨了影响商家实施危害食品安全行为的内部和外部因素。结果显示,商家的意识观念和管理水平是影响商家危害食品安全行为表现的内驱因素;消费者扭曲偏好、消费者信息处理、行业环境、社会环境以及制度与监管属于外部环境因素。外部环境因素会正向或负向调节商家内部因素对行为表现的影响。本研究为政府制定有效的管制政策以引导商家实施食品安全行为提供了有针对性的政策建议和思路。     

需求——满足(DF)电子商务模型的研究

经济的全球化带来了复杂多变的市场环境和激烈的市场竞争,在这种情况下制造企业无不积极地从加强自身管理、改善业务流程出发,寻求降低成本、提高利润的途径,以提高在全球竞争环境中自身的竞争力。传统的制造管理方式显然是不能达到这种要求的。然而,现代通信技术以及电子商务的日益普及,使得这一切变得可能。需求——满足(Demand-Fulfillment)电子商务模型正是通过准时生产技术(JUST IN TIME)与电子商务的有机结合,构造出一种全新的制造业企业的生产管理模型。本文从DF模型的产生切入,并以戴尔电脑公司为例,通过比较实施DF模型前后的公司业务流程,详细阐述了DF模型的工作步骤以及优势,希望以此引发我国电子制造企业对自身业务流程优化的重新思考。     

信息不对称下的银企信贷融资策略研究——基于动态博弈模型分析

银行与中小企业之间的信息不对称,使得商业银行惜贷,中小企业融资难。文章从动态博弈论角度,通过对银行与中小企业信贷融资成本与收益的分析,深入研究了这种现象产生的动因及约束条件,探索一种有效且适宜银行信贷风险控制的管理激励机制,并根据博弈模型的分析,提出针对政府、银行及中小企业三方优化信贷融资的具体建议。     

我国省(区)人口城镇化水平与速度的类型特征及影响因素

在分析1990年以来我国各省(区)人口城镇化水平和城镇化速度差异的基础上,按城镇化进程特征将各省(区)划分为四种类型.并采用面板数据分析1990年-2005年各类型省(区)的城镇化影响因素及其差异.分析结果表明:各影响因素对不同类型省(区)的影响作用程度不同;经济发展水平和非农就业比重对各类省(区)城镇化水平都有显著影响;对外贸易规模仅对城镇化水平高的两类省(区)的城镇化影响显著,但是推动作用比较小;教育水平对城镇化水平较低的两类省(区)城镇化进程的推动作用显著.     

Multi-cultural leadership teams and organizational identification in international joint ventures

Many international joint ventures (IJVs) fare poorly. An important factor is that members of an IJV top management team (TMT), which generally comprises people from different cultures, often find it difficult to work together. In this paper we argue that social identity theory and organizational identification processes can help us understand why this is so. We propose that factionalism in a TMT is a significant hazard posed by member identification with different parents. In addition, identification with both the IJV and a parent firm can lead to significant role conflict for IJV top managers. Factionalism and role conflict in turn can result in poor intra-TMT communications and inefficient decision making. Literature in social identity theory and organizational identification suggests that the relative status and power of parents as well as successes of IJVs can affect TMT members' identification with the IJV or the parent company. Preliminary field interviews provide general support for these propositions. Our analysis suggests that organizational identity and identification can be a valuable tool to facilitate the understanding of TMT functioning and IJV performance.     

高管社会资本:高管团队人口特征绩效研究新进展

长期以来,高管人员作为企业最重要的人力资源备受研究人员的关注,早期的研究认为,高管团队人口特征与企业绩效存在直接的相关性,而近年的研究则发现高管团队人口特征对企业绩效的影响可能并非是简单的直接相关,更有可能受到一些中间变量的调节与影响。高管社会资本通过组织内外的关系网络,建立起以社会资本为中间变量的高管团队人口特征绩效影响的新机制。高管社会资本概念及研究内容的提出,为我们最终解决高管人口特征绩效影响的"黑箱"问题提供了新的研究思路与分析框架。     

Supply chain management executives in corporate upper echelons

Supply chain strategies and their implementation have been recognized as a source of competitive advantage. According to the principle “structure follows strategy”, we expect the number of firms having supply chain management (SCM) functions represented on their top management team (TMT) to have increased in the past years. However, little is known about the degree to which executives responsible for SCM functions (i.e., Chief Supply Chain Officers) are present or absent in TMTs and if their presence is related to firm performance. Therefore, we study the TMTs of large US corporations and show that SCM is present in upper echelons, either through executives whose responsibilities explicitly include SCM or indirectly by executives, especially CEOs, who had acquired SCM experience in their previous positions. However, firms׳ operating margins are lower when a Chief Supply Chain Officer is present in the TMT.     

创新型企业公司治理结构与绩效关系研究——基于中国创业板上市公司的经验证据

本文选取2009～2010年在创业板上市的51家公司作为样本实证研究了创新型企业公司治理结构对公司绩效的影响。研究发现,中国创新型企业存在着实际控制人权力过大的问题,其治理结构表现出较明显的内部人控制现象,而独立董事的引入在一定程度上缓解了这一问题,并在公司绩效中得以体现。高管薪酬与公司绩效正相关,较高的薪酬水平能够有效激励高管团队创造良好的业绩。由于风险投资机构追求短期收益以及成为公司股东的时间较短,风险投资的引入并没有为创新型企业带来更高绩效。     

企业高管团队行为整合、冲突与绩效的作用机制初探

本文基于高管团队的“高阶梯队理论”以及高管团队的特质性研究,分析探讨了企业高管团队的特质、行为整合、团队冲突及其与绩效之间的作用机制。同时,提出了高管团队行为整合、冲突与绩效的作用机制概念模型,为进一步展开实证研究提供了理论基础,也对企业高管团队的管理、培训与激励起到了借鉴作用。     

基于信息经济学视角的内部审计发展变化分析

本文通过研究内部审计的产生、发展变化,从信息经济学角度来分析内部审计产生的原因、范围的扩大、本质的升华及作用的延伸等问题。笔者认为,信息技术对于完善内部审计理论、指导内部审计实践、优化内部审计工作、提高内部审计服务质量具有十分重要的意义。     

Teams in Australia's automotive industry: Characteristics and future challenges

Australia's automotive industry has throughout the 1990s embarked on a sustained programme to improve product quality, productivity and quality of work life through the development of a more flexible and team-based work-force. This paper examines the results of these efforts through a study of Australia's four car makers and their largest component suppliers. The paper examines the role of union-management cooperation in implementing work teams, identifies the forms of work teams that have been developed as well as evidence for the alignment of organization capabilities to support team-based work. The effects of work teams on organizational performance and quality of work life are also examined. Implications are discussed.     

Linking top management team age heterogeneity to firm performance: juxtaposing two mid-range theories

Previous research on top management team heterogeneity and firm performance has focused almost exclusively on the non-visible attributes (e.g. functional background, tenure) of cultural diversity as opposed to the visible attributes (e.g. age, race and gender). The few studies there are show inconsistent results. For example, most field work - consistent with social identity theory notions - shows that cultural diversity, in isolation has negative organizational consequences. Only a few laboratory studies, however - consistent with information and decision-making theories - show that diversity in groups relates to favourable organizational outcomes. As social identity theory suggests, we find that top management team (TMT) age heterogeneity, in isolation, relates negatively to return on assets. On sales growth (i.e. organizational growth), the relationship is positive, lending support for information and decision-making theories. However, we find a curvilinear relationship between TMT age heterogeneity and sales growth, supporting both the mid-range theories. More specifically, TMT age heterogeneity is positively related to sales growth at low and medium levels and negatively related to sales growth at high levels. In addition, results reveal that context moderates linear and non-linear relationships. The results provide evidence of the importance of cultural diversity in TMTs for competitive advantage but also suggest the complexities of increasing it to observe these benefits.     

Motivational bases for managing diversity: A model of leadership commitment

Given the limited effectiveness of equal employment opportunity and affirmative action programs in promoting minorities in the U.S., the onus to advance women and minority groups may depend on the voluntary efforts from corporate America. In this paper, we apply a general theory of commitment to help explain why top executives may be committed to managing diversity in organizations. We propose that top executive commitment can stem from instrumental, normative, or affective bases. Specifically, top executives may be motivated because of utility maximization, a moral obligation, or a personal desire to be associated with a program of social importance and/or to leave a positive legacy. We further explore the implications of the three motivational bases of top executive commitment to managing diversity on firm diversity outcomes, and we offer some propositions which can serve as a basis for future research.