Project work as an antidote to career plateauing in a declining engineering organization

This is a study of the effects of becoming plateaued on the careers of professionals in a declining organization. An unusual “triple ladder” was studied, one with paths in administration and technical specialization (the two typical components of a dual ladder system), as well as project management (a general practice, technical generalist role). In contrast to earlier studies of plateauing, it was found that occupational characteristics mitigate the effects of plateauing. The plateaued technical specialists experienced the expected declines in job attitudes; however, in project management, and to a lesser extent in administration, it was the plateaued group whose career outlook was most positive. Interview data suggested that the critical factor operating here was not plateauing per se, but the extent to which learning is required and experience and acquired skills are utilized and recognized in the work role. Structural career opportunities, intrinsic job rewards, and recognition were all critical factors in mitigating the effects of the career plateau.     

Psychological contract violations during corporate restructuring

The authors examine the nature, extent, and consequences of psychological contract violations which occur in restructuring firms. Managers in restructuring firms were significantly more likely to perceive psychological contract violations in the areas of job security, input into decision making, opportunities for advancement, and amount of responsibility. Managers in restructuring firms were also significantly more likely to be looking for new jobs and were significantly less likely to be loyal to their employers. Several situational factors mitigated against managersß strong negative reactions to psychological contract violations: procedural justice in how layoffs are handled, low likelihood of future violations, and positive working relationships with colleagues. © 1998 John Wiley & Sons, Inc.     

Code of conduct as corporate culture

The purpose of any code of conduct is to define the limits of acceptable behavior of the employees being managed. An effective code results from trade-offs among the key elements of notice, discretion, risk and tone, which reflect the culture of the organization.     

对企业文化再认识

辩证唯物主义认识论告诉我们:实践、认识、再实践、再认识,这种形式循环往复以至无穷,而实践和认识之每一循环的内容,都比较地进到了高一级的程度.本文通过位列中国大型企业排名163位、中国煤炭工业100强第8位的山东新汶矿业集团的实践,对企业文化建设的问题谈几点粗浅的看法.     

Robustness as a corporate objective under uncertainty

This paper examines the nature of the objective function of the firm when operating under conditions of uncertainty. Robustness is presented as a purposeful maximand for decision making both under conditions of certainty and uncertainty - a robust decision being one in which the decision maker retains the maximum flexibility with regard to future decisions after an initial decision has been made. Its incorporation within a managerial objective function provides a measurable scale for making choices between alternative courses of action, including under conditions of internal organizational conflict and environmental reaction by other decision makers.     

Effectiveness of a corporate HR department in an Australian public-sector entity during commercialization and corporatization

This study examines the effectiveness of the strategic human resource management (HRM) function performed by the corporate human resource department of an Australian public-sector entity, before and after its corporatization. Multiple methods (including a survey of senior managers and semi-structured interviews) were used to collect the data. Despite an improvement in the overall level of strategic integration between HRM and strategic management, the rating of strategic HRM role effectiveness remained low. The results indicate that the strategic HRM function, as a corporate headquarters function, was more effective in its administrative role than in a value-adding function. The difficulty in balancing the dual roles of a corporate headquarter unit, together with the challenges of becoming a strategic business partner to line managers, provided the major impediments to effective strategic HRM.     

企业文化变革的四个阶段

任何尝试企业文化变革的人都将面临异常复杂的任务.如果没有一个可操作的模型,变革就会复杂得足以使人感觉没有希望.本文论述的以四个阶段构成的系统文化变革过程,目的就是解决这个难题.     

浅谈如何构建以顾客满意为目标的汽车经销商企业文化

目前,国内汽车经销商如何通过企业文化的推广获取内外部顾客的满意,从而提升服务水平,是获取竞争优势的关键因素。文章结合企业文化与服务营销的相关理论,提出了以顾客满意为价值目标的汽车经销商企业文化体系,为汽车经销商提升其服务营销水平提供一定的借鉴作用。     

公司绩效提升的方法

Great公司是生产3c电子产品塑料机壳与零件为主的台资企业,在竞争日益激烈的环境下,Great公司将透过企业体质的改善,以满足客户需求为目标导向,不断提升自我竞争力,提升服务质量,创造更高价值.因此,籍由绩效提升方法与工具来达到企业体质的改善已成为企业营运成功与否的主要关键.本文阐述了Grear公司在经营及营运过程中绩效提升的四项主要工具与方法:平衡计分卡(BSC)导入,企业资源规划(ERP)系统应用,6个标准差(6σ)的执行,知识管理(KM)系统整合,通过这四个项目的导入及展开,达到公司绩效提升的目的.     

Relative information asymmetry as a determinant of the market reaction to corporate financing announcements

Information-asymmetry-based models predict that the market should react negatively to unanticipated external financing. Previous empirical studies lend limited support to these conjectures. This study examines the anticipation issue using financial analysts' earnings-forecast errors as a proxy for information available prior to the external-financing announcement. The conjecture is that external financing would be less anticipated for firms which financial analysts cannot accurately predict their earnings. Event study results indicate that high-prediction-error firms exhibit significantly lower announcement period returns than lowprediction-error firms for non-convertible debt, convertible debt, and common stock offerings.     

入股土地使用权也属企业资产

案例某市A公司原是国有企业,使用的土地是由国家无偿划拨的。1998年,企业进行股份制改造改制时国家以土地使用权作价出资(入股)。近几年由于经营管理不善,企业正准备宣告破产。     

塑造品牌个性、再造企业筋骨

品牌个性对唤起潜在消费者、对自己与其他众多的竞争对手区别开来,对塑造顶尖品牌形象都有积极的意义。本文从几个知名品牌的案例,唤起企业增强塑造品牌个性的意识,以建立鲜明的具有个性的品牌。     

企业文化，以文明化人

"文化"二字,在我们生活中出现的频率越来越高,这是因为经济离不开文化.文化从字面来讲,就是以文明化人,有的说以文化人.很多人认为企业是个经济组织,在企业发展的初级阶段,这么理解也不能说错误,但当企业走上一个较为高级阶段时,仍把它视为一个经济组织,显然是片面的,因为经济是手段,经济也是目的.企业发展最重要的标志就是人的全面发展,物质生活的全面提高,精神文明的全面提高.我想,这是我们理解企业文化的一个基点.     

Qualification as corporate activism: How Swedish apparel retailers attach circular fashion qualities to take-back systems

This paper explains how corporations can develop market-based activities to influence environmental policies. The empirical focus is on how Swedish apparel retailers qualify take-back systems for used clothes and textiles as steps toward creating circular fashion. An analysis of the qualities that retailers attach to take-back systems shows how qualification helps corporations feature fashion as potentially sustainable and able to develop circular material flows, with the aim to enroll staff, customers, and other stakeholders in new behaviors and patterns of responsibility. We apply the notion of corporate activism to demonstrate how corporations use qualification to engage in market-based activities with the aim of influencing the regulatory agenda.     

构建特色文化推动企业发展——北京水泥厂有限责任公司企业文化建设纪实

北京水泥厂有限责任公司注重将文化建设融入企业经营活动和企业持续发展之中,坚持以人为本,以员工的全面进步为目标,培育具有“北水”特色的企业文化,有力地促进了企业的全面协调发展。     

着力构建以人为本的企业文化

以人为本是对人性基本规律和人的发展客观规律的尊重,符合当今时代发展的要求,也是实现企业管理最优化的必然要求。在新的历史时期,加快企业发展,构建和谐企业,应该全面建设和践行以人为本的先进文化,充分调动员工的主体力量,有效促进企业的发展和     

改制中的企业文化构建探索

中电国华北京热电分公司(以下简称热电分公司)前身为北京第一热电厂,是国家"一五"期间"156项重点工程"之一,也是新中国成立后在北京建设的第一家高温高压热电联产企业.担负着为北京使馆区、外交公寓和居民住宅区共计1400多万平方米的供热,为北京东部地区提供工业抽汽及供电的任务.     

Repatriation of European female corporate executives: an empirical study

The increased internationalization of business in recent years has made the understanding of international human resource management problems more important for executives in multinational companies. In recent years, researchers have paid considerable attention to the issues of adjustment of managers to international assignments. Interestingly, comparatively little research has been undertaken on the topic of repatriation, i.e. re-entry and readjustment of international managers and their families to their home countries. Despite the growth of women in international management there are very few studies that document the repatriation experiences of female international managers. In particular, very few studies have been conducted outside North America on the topic of repatriation of female corporate executives. This paper reports on the experiences of re-entry to home organizations and home countries by an exclusively senior sample of female international managers in Western Europe. Based on extensive empirical research, the findings establish that the repatriation phase of the international career move may be even more stressful than expatriation. The findings also establish that female international managers experience more difficulties than their male counterparts because of their pioneering roles. Finally, the paper suggests that home-based mentors and access to networks while abroad are important factors in contributing to the successful repatriation of international managers. The research findings make a theoretical contribution, not only to the analysis of gender and international human resource management but, also, to wider debates within the contemporary women in management and career theory literatures.     

An analytical model for human resource management as an enabler of organizational renewal: a framework for corporate entrepreneurship

This article presents the development of a model of types of work based on organizational theory. It analyzes the different characteristics of work and efficient forms of Management, and joins all these aspects together in terms of corporate entrepreneurship. Organizational theory provides the instruments needed to manage work, the causes that make decentralization desirable and the technical, social and institutional mechanisms for its control. The literature on corporate entrepreneurship provides material for forms of discovery or creation of opportunities based on accumulated experience in the firm, on the collective relationships linked to entrepreneurship and on the way in which resources are managed. This article contributes to existing knowledge by systematically addressing these two fields, showing how the instruments that allow for the efficient management of work are the same as those necessary for corporate entrepreneurship and how the efficient management of work is a prerequisite and an enabler of entrepreneurial activity.