基于系统观的企业核心竞争力本质内涵探究

核心竞争力是一个复杂性的系统现象,需要从系统观的角度认识、发现其本质内涵.文章指出,企业核心竞争力是战略业务部门竞争力的协调和集成化.智力、核心价值观、知识、技术、经验和技能等资源基本要素是企业核心竞争力的系统资源本质.企业资源协调整合体系的整合力是资源转化为核心竞争力的协调力、组织力和转化力.企业核心竞争力是在企业内部系统的核心价值观和外部环境的竞争推动力共同作用下构建、发展起来的.     

基于知识的组织变革和企业竞争力提升

进入21世纪,传统组织的局限性暴露无疑,急切需要对传统企业进行创新变革。本文从知识管理视角,分析了其对传统企业的影响,并提出了对传统组织进行变革和提升企业竞争力的途径和方法。     

国内关于当前企业组织变革的研究综述

企业组织形式发生了两次重大变革,企业的这两次变革离不开科技进步的推动,两次科技革命带来了两次企业组织的飞跃.在以信息技术为主导的第三次科技革命的推进下,企业必须进行第三次企业组织变革.组织变革虽然能促进组织的发展,但变革意味着破旧立新,必然会带来利益关系的调整和一定的风险.企业组织变革的趋势是企业组织结构扁平化,企业组织结构的非层级化,企业内部组织团队化.     

基于平衡计分卡的企业组织变革优势研究

本文认为,平衡计分卡以企业的战略为基础,将各种测量方法整合为一个有机的整体,其主要目的是将企业的使命与策略行动化,以创造竞争优势,同时将组织的使命和策略转化成目标与绩效度量.企业导入平衡计分卡,可增强企业组织内部的信任,化解组织内部不同利益群体的冲突,促进组织的学习和沟通,实现基于战略-环境-组织结构的组织变革,提高组织变革绩效.     

企业组织变革与战略人力资源管理

企业外部环境的不断变化给企业的运营、发展带来了较大的影响，企业内部的组织机构、战略人力资源管理作为企业管理工作的重要组成部分，优化企业组织变革与战略人力资源管理成为目前企业适应变化的重要方式，对提升企业的核心竞争力也具有积极的促进作用。本文通过对企业组织变革的影响因素等进行介绍，分析战略人力资源管理对企业组织变革的影响、企业组织变革中战略人力资源管理存在的问题，提出企业组织变革下战略人力资源管理强化的策略。     

兼并企业的企业文化与组织变革关系探讨

企业兼并作为企业发展选择的思路,一直为很多寻求多元化发展的企业所推崇,而如何有效对兼并企业内部整合是企业面临的主要课题,组织的有效运行和文化的统一性是企业良性发展的基本保证,本文从兼并企业文化和组织变革辩证关系的角度提出合理化建议,提高企业效率,增强企业效益.     

企业组织变革的网络化趋势

企业组织的变革是和时代发展的要求相一致的,在知识经济时代、信息时代里必然要产生与之相适应的组织形式。网络信息技术的发展等促使企业组织变革趋向于网络化,为企业发展带来灵敏化、合作化、专长化、离散化等优势,形成新型的企业组织模式。同时,我们也要注意这一过程中可能出现的问题。     

高技术企业组织变革的阻力及化解

本文主要运用管理学、心理学以及组织演变的基本原理,以分析高技术企业自身特征为切入点,在分析高技术企业在组织变革过程中阻力产生的原因、表现形式的基础上,提出高技术企业组织变革过程中产生阻力的化解方法,不仅具有重要的理论意义,而且具有特别的现实意义.     

A change‐recipient perspective on training during organizational change

In this paper, we examine skill‐related uncertainties among middle managers during organizational change. The question emerged from a qualitative study of two planned organizational change initiatives in the public sector where a group of middle managers were required to learn new skills because of changes in their work tasks and managerial roles. In both cases, we found that change recipients experienced two types of job‐related uncertainty in the post‐training phase: role ambiguity and operationalization uncertainty. Role ambiguity refers to challenges in understanding diverse expectations tied to the future work situation and necessary skills, whereas operationalization uncertainty refers to the challenges of putting new skills into practice. Although necessary and important, formal training was not sufficient to resolve these challenges. Rather, the change recipients engaged in informal and horizontal communication to resolve uncertainties related to new skill and role requirements.     

Trade liberalization and organizational change

We embed a simple incomplete-contracts model of organization design in a standard two-country perfectly-competitive trade model to examine how the liberalization of product and factor markets affects the ownership structure of firms. In our model, managers decide whether or not to integrate their firms, trading off the pecuniary benefits of coordinating production decisions with the private benefits of operating in their preferred ways. The price of output is a crucial determinant of this choice, since it affects the size of the pecuniary benefits. Organizational choices also depend on the terms of trade in supplier markets, which affect the division of surplus between managers. We show that, even when firms do not relocate across countries, the price changes triggered by the liberalization of product markets can lead to changes in ownership structures within countries. The removal of barriers to factor mobility can also induce widespread restructuring, which can lead to increases in product prices (or declines in quality), hurting consumers worldwide.     

组织学习研究的社会视角分析

群体学习的独特性导致有人认为学习必然是社会性的.群体学习是组织中产生共同理解的一个关键过程.个体学习可以在不需要他人而进行,而群(集)体学习固有地产生于人们的相互交往过程中.本文分析总结了关于组织学习的社会维度的主要研究,并进一步对群体学习的社会过程进行了阐述.最后对未来研究方向进行了展望.     

An organizational capability perspective on multi-unit franchising

Previous research on multi-unit franchising (MUF) has primarily focused on agency and transaction cost perspectives. The present study develops and tests an organizational capability (OC) model of the franchisor’s choice of MUF. According to the OC view, the franchisor gains a competitive advantage by exploration and exploitation of firm-specific resources and capabilities. We hypothesize that, if the franchisor expects to obtain a competitive advantage resulting from higher exploration and exploitation capabilities when using MUF as opposed to single-unit franchising, the franchisor will more likely choose MUF as a governance mode of the franchise system. Based on empirical data from the German and Swiss franchise sectors, the results of the regression analysis support these hypotheses. Our main contribution to the franchise literature is the development of an OC model of the franchisor’s choice of MUF that complements the existing organizational economics ?explanation of MUF.     

An integrative conceptualization of organizational compassion and organizational justice: a sensemaking perspective

Organizational scholars tend to view justice and compassion as incompatible. While both have important functions in organizational life, compassion's affective elements appear difficult to synthesize with the reasoning and impartiality that underlie the concept of justice. We draw on theoretical arguments from the sensemaking perspective to argue that we can integrate organizational compassion and organizational justice conceptually because both are inherently dynamic processes that rely on emotional and cognitive components, and both are shaped by the social context of the organization. Based on this integrative conceptualization, we propose a construct we call ‘compassionate organizational justice’, in which compassion becomes an integral element of an organization's justice requirements and members’ fairness perceptions, and that those justice perceptions in turn inform future instances of organizational compassion.     

Globalization and organizational restructuring: A strategic perspective

The new market opportunities, competitive threats, and diffusion of business models associated with globalization have been key drivers of organizational restructuring over the past decade. Companies have responded to these developments in a variety of ways with the objective of improving their cost and/or revenue structures through reorganizing their vertical, horizontal, and spatial boundaries and governance mechanisms. Major forms of restructuring at the business level have included labor intensification, investment in new technologies, downsizing and reengineering, the formation of strategic alliances and networks, spatial reconfiguration, and a shift from international and multinational to global and transnational strategies. To be most effective, any type of restructuring must be clearly and explicitly aligned with a firm's business‐level strategy in order to maximize the efficient and effective allocation of resources in pursuit of competitive advantage. A strategic use of restructuring which links such efforts to broader competitive strategy, and where possible to a “high‐road” approach to overall competitiveness, should result in more sustainable benefits which generate increased value‐added to shareholders as well as greater well being in the broader stakeholder community. © 2002 Wiley Periodicals, Inc.     

The organizational ecology of retailing: A historical perspective

Little empirical research has been done on how to help retailing firms survive recessions. Using the “natural experiment” of the Great Depression and the theoretical lens of organizational ecology, we explore survival of retailers during 1929-1939 to test whether strategic competitive advantages related to human capital, the liability of newness, organizational form, and legitimacy facilitated survival through this upheaval. Consistent with theory from organizational ecology, survival was positively influenced by the average wage paid in the population, the average age of the population, chain store penetration, and an interaction of level of chain store penetration and age. The study offers recommendations for research and practice to retailers. The most important application for retailing managers is that high wage employees, presumably of higher quality, help retailers survive recessions better than low wage employees.