The intersection of strategic management and supply chain management

Strategic management and supply chain management (SCM) have overlapping interests, yet there has been little exchange between them. We examine areas of overlap and suggest how insights from each field can complement and support the other. Specifically, several of strategic management's theories and its emphasis on explaining firm profits should be useful to SCM. SCM offers to strategic management a new level of analysis and possibly a new type of organization. Overall, we argue that increased interaction between these important areas will benefit knowledge development in both and thereby enhance organizations' ability to meet their goals.     

The management of cross-disciplinary research

This paper is based on a critical review of the proceedings of the Second International Conference on Interdisciplinary Research held in 1981 in Manchester, England. Two sets of issues important for the management of collaborative research are identified. One is the need to remove ambiguities from the meanings of commonly used terminology, for which more precise definitions are proposed. Cross-disciplinary is used to describe only the nature of the task; multi- and inter-disciplinary are seen as describing alternative organizational ways of executing it. Which way should be used depends objectively on the circumstances.
The other set of issues is concerned with the effect institutional setting could have on the possibility of carrying out effective cross-disciplinary activity. Six different settings are identified and broad concepts of group dynamics are used to identify theoretical and practical problems and their possible solutions. The paper concludes with a survey of the practical implications for those managing cross-disciplinary research.     

The strategic management of re-innovation

Abstract
Most studies of the management of the technological innovation process cover the range of activities that culminate in the commercial introduction of a new product. In certain sectors of industry, however, especially those characterised by extended product lifecycles, continued competitiveness depends on vigorous and continuous product improvement, i.e. on the process of 're-innovation' to satisfy evolving user requirements. Ongoing research at SPRU has investigated the process of re-innovation in a number of industry sectors, and the paper presents material relating to two of the characteristic patterns of re-innovation identified in this research.
The first characteristic pattern is re-innovation combining the existing with the new. Two brief case studies are presented. In both cases, the manufacturer and customer gained significant benefits from this re-innovation strategy. For the manufacturer there were reduced development and testing costs, scale and learning curve benefits, distributed inventories of spares and servicing experience. For the customer there were familiarity benefits and reduced entry risks associated with proven reliability of parts and sub-systems.
The second, and more general pattern of re-innovation is based on the concept of the 'robust design'. This is a basic design which has sufficient inherent technological slack or flexibility to enable it to evolve into a significant design family of variants. Product design families offer the producer economies of scale in R&D, manufacturing, marketing and sales and servicing. They offer the user learning from experience, the enhanced possibility of user-inspired modifications, a wider range of price/ performance packages and rapid adaptations to changing environments. Robust designs can effectively combine economies of scale with economies of scope; they are strategically more flexible than leanly configured designs which satisfy only transient user requirements.     

项目管理应遵循的原则

项目管理是企业管理之基、效益之本,当前,项目管理失衡、创效能力不足等问题普遍存在。从实践经验看,项目管理优劣决定了企业效力与可持续发展能力。项目管理优,则企业强大兴盛、政通人和;项目管理劣,则企业动力缺失、举步维艰。结合本企业项目管理实践,笔者认为加强和优化项目管理,应遵循以下原则：     

区队引入人性化管理的思考——平顶山煤业集团三环公司区队管理案例分析

现代企业制度把企业管理分成两部分，一部分是刚性的，也就是狭义的企业管理。就是我们常讲的严管理；另一部分则是柔性的，管理人性化，多一些人情味，即以人为本。     

医药企业战略管理与危机管理的初步融合探讨

大多数医药企业战略管理侧重于研究医药企业的竞争性战略,对某些可能给医药企业带来灾难性后果的危机问题重视不够.而战略管理与危机管理之间存在着固有的联系,忽略一方的管理在变幻莫测的竞争市场中难以持续有效.本文尝试在医药企业管理过程中,将危机意识融入战略管理,形成既具有危机管理防御能力,又有战略管理市场定位能力的医院管理策略.     

国内工程的分包管理

文章在分析了当前工程承包市场普遍采用工程分包缘由的基础上,提出了工程分包合同中应解决的主要问题,以及总承包商加强对分包工程管理的措施。     

绩效管理是企业战略落地的载体

绩效管理是企业的管理者和员工就工作目标如何达成共识的过程。绩效管理首先是管理，是管理者日常工作的一部分；其次是一个持续不断的交流、沟通过程，在这个过程中不断完善目标和完成目标。其不仅关注绩效结果，更强调达成结果的过程。企业通过绩效管理，将明确、具体的目标和任务层层分解与传递，由中高层直至基层员工，从而使得各子(分)公司、各职能部门、各工作团队和员工的活动与公司的战略和目标保持一致。     

施工企业合同管理在项目管理中的地位和作用

论述了施工企业项目管理中合同管理的重要意义,阐述了合同管理的内容和在各阶段的重点,强调了合同管理是工程项目的重要环节,是企业的各个部门共同实施的系统工程。     

浅析企业财务管理

财务管理是伴随着经济组织出现而产生，并在广泛的、多变的社会环境中发展起来的。随着科学技术的迅猛发展，公司规模不断扩大，市场竞争日趋激烈，财务管理的内容和职能也在不断扩大和完善。     

组织管理重在创新

企业的组织管理变革与创新,是增强企业活力,提升企业核心竞争力的重要途径。“十五”期间,义马煤业集团有限责任公司不断深化改革,以改革为动力,向管理要效益,实施以煤为主、煤—电—铝—化—建综合发展战略,实现了快速发展。并在此基础上,制定了义煤集团“十一五”发展规划,在义煤集团进入跨越发展的新阶段,企业的组织管理变革与创新面临着新的机遇与挑战。     

The division of labour in innovation management

Abstract
The literature shows a plethora of roles in innovation management. These roles have not provided a systematic and unique pattern of relationship which can serve as an instrument of organization. An analysis of the empirical findings shows the existence of division of labour in innovation management in a multiple role concept. The concepts like 'product champion', 'gatekeeper', 'sponsor', 'business innovator', 'technical innovator', 'promoter' etc. have some elements of commonality and complementarity. Two underlying principles can be delineated: division of labour according to phases of the innovation process and according to sources of power of the incumbents. An interaction model and a process linkage model for innovation management are developed to explain the different findings. These models help to integrate these empirical concepts and serve as guidelines for possible organization of the innovation process.     

医药企业信誉危机管理

目的探讨医药企业信誉危机的管理方法本文介绍了危机管理的相关理论，并结合实际进行了相关案例的分析、结果与结论在理论研究的基础上建立了一个医药企业信誉危机管理模型。     

试论我国工程监理的管理功能

我国工程监理的管理功能具有社会主义市场经济初级阶段的特殊特征，与国外发达国家工程师对工程的管理功能存在较大差别。理解并不回避这一特征，对统一当前关于监理工程师“公正、独立的第三方”地位的认识分歧、解决监理工程师工作中保持“公正”特性的理论问题具有非常重要的意义。     

综合系统的安全管理

应用综合的系统的方法将全面的质量管理应用到安全管理中，形成全员参与、全过程管理、全方位保证的安全管理新局面，有组织有系统的完成我们的安全管理工作。     

The management of coopetitive tensions within multi-unit organizations

Coopetition strategy is often considered critical for firm performance (Gnyawali, He & Madhavan, 2008; Yami, Castaldo, Dagnino & Le Roy, 2010). However, this paradoxical strategy creates tension, especially when coopetition occurs within an organization (Tsai, 2002; Luo, Slotegraaf & Pan, 2006). This paper addresses existing knowledge gaps by providing the first analysis of the specific managerial methods and the key approaches needed to reduce internal tensions within multi-unit and multi-brand organizations. Using an in-depth study approach in the banking industry, we examine two exemplary cases: Crédit Agricole (CA), which is the leading bank in France and the third leading bank in Europe, and Banque Populaire Caisse d'Epargne (BPCE), which is the third leading bank in France. Our findings indicate that firms simultaneously use formal and informal coordination to manage coopetitive goals. Moreover, to reduce tensions due to coopetition, the banks have developed an original organizational model that allows for the distribution of the antagonist powers and fosters integration. The research shows that inter-unit projects balance responsibilities across the firm, while horizontal coordination and social interaction also eliminate blocking and facilitate decision making. To the best of our knowledge, this study represents the first attempt to examine the management of coopetitive tensions within a multi-unit and multi-brand organization.     

国外知名企业的管理绝活

现代经济已进入高速发展的时期，而经济发展主要依靠管理和技术这两个轮子。在国外，经济学家认为西方工业现代化是“三分靠技术，七分靠管理”。众多的企业通过改进管理、创新求实、成为世界知名企业。