Human resource management: when research confronts theory

Research exploring the relationship between human resource management (HRM) and outcomes such as corporate performance encounters a range of significant practical difficulties. Using two surveys as illustrative cases, this paper examines the practical challenges of operationalizing and measuring HRM, measuring the various outcomes and assessing the relationship between HRM and corporate performance. Despite the problems, it is suggested that significant progress has been made. While possible solutions to some of the problems are put forward, it is argued that a key requirement remains more clearly specified theory, particularly theory about the nature of HRM.     

Imperatives of the science of operations and supply-chain management

Although knowledge in operations and supply-chain management (O&SCM) has advanced substantially during the last six decades, our community has not fully utilized the potential for radical innovations. We identify two sets of opportunities for pursuing radical innovations. First, there is an opportunity to pursue all phases of science, including exploratory and qualitative research, developing theories, causation and internal validity, and testing models and theories for external validity (the ability to generalize knowledge to other situations). This would broaden the domain covered by each research effort, minimize the bias resulting from the choice of research paradigm and research domain, to enhance external validity, and to minimize the gap between our research efforts and the real world our community seeks to reshape. Second, there is an opportunity to pursue multiple perspectives because a scientific conclusion valid for a narrow domain may prove to be partially true or even false if one obtains multiple perspectives. Multiple perspectives can be obtained by investigating different parts of the system, by employing different methods of analysis, by using different sources of data, or by using different subsets of the same data. Developing scientific knowledge requires pursuit of all phases of science and of multiple perspectives. In a separate paper, we propose and analyze ways to accomplish it.     

The offspring of new public management in English Universities

New Public Management emphasizes the importance of Accountability and Performance evaluations. The purpose of this article is to explore the use of performance models and goal-setting in universities as a means for gaining insight into the use of similar performance approaches in the broader context of the new public management. The article deals with the Research Assessment Exercise (RAE) which is a research evaluation mechanism used by the English Higher Education Funding Council (HEFCE) to determine the distribution of research funding among the universities.     

Opportunities for developing the science of operations and supply-chain management

In a separate paper (Singhal and Singhal, 2011b), we identified two sets of opportunities for radical innovations in operations and supply-chain management (O&SCM): pursuing all phases of science and pursuing multiple perspectives. In this paper, we propose and analyze ways to accomplish this task. A network of research teams can be effective in obtaining multiple perspectives and discovering radical innovation if it conducts intensive research over an extended period. Outliers are a source of multiple perspectives and innovative ideas and can help in identifying and addressing risks. Similarly, meta-analyses and syntheses of published works can provide multiple perspectives and lead to radical innovations.     

企业冲突管理的博弈分析

冲突管理作为一种现代企业管理方法,其应用提高了企业的管理效率,降低了生产成本,同时也带来了冲突本身所产生的负面效应。本文基于对冲突管理内涵的剖析与解释,运用博弈论的分析方法,从企业组织的两个层面入手,对员工之间、部门之间冲突的产生以及均衡形成的机理与过程进行了描述与分析,并提出企业管理者对于冲突的认知、设计、监控、处理、反馈的系统管理框架。     

一个布道者一位艺术家--韦奇的非正式管理艺术

"假如领导是一门艺术,韦奇无疑是一名优秀的艺术家,极少有人能像他这样,如此戏剧化地将领导艺术人格化." 当无情的全球经济形势使众多的公司及其总裁像多米诺骨牌似的纷纷倒下的时候,被称为"美国第一经理"的通用电器公司董事长兼总裁韦奇,却领导通用电气公司突破了一个又一个的赢利记录.当许多管理者每天疲于奔命,只不过应付几个人而已的时候,韦奇却高高站在一个拥有数千亿美元资产、巨额销售和分散在100多个国家、拥有近30万名雇员的跨国大企业的金字塔之巅,其管理竟是如此成功,这不得不令人称奇,让人叫绝.     

战略成本管理理论演进及其发展方向

本文从卡普兰作业成本研究的新发现入手,进而分析传统成本管理与企业增长方式转变的矛盾,以及现代战略管理理论发展的影响,揭示战略成本管理理论产生的社会经济背景。在介绍战略成本管理内涵与基本特征的基础上,重点阐述了以美国为代表的价值链——产品生命周期——成本动因——作业基础成本管理思想,以日本为代表的价值工程——产品生命周期——成本企划——成本筑入思想,以及国内战略成本管理的理论研究与实践状况。并指出了战略成本管理的经济意义及其研究发展方向。     

论实验研究法在会计研究中的应用

实验研究法是国外会计理论研究领域广泛采用的科学研究方法之一,而国内的学者使用这种研究方法的频率很低。本文将从实验研究方法概念、实验研究方法与会计研究的关系和实验研究方法在会计领域的应用范围等方面介绍这种研究方法,帮助人们进一步认识乃至熟悉和应用该研究方法,从而推动我国会计理论研究的发展。     

我国法务会计基本理论框架研究

法务会计在我国起步较晚,理论界对法务会计的研究还刚刚起步,至今仍未形成系统的理论体系,制约了我国法务会计的发展。因此,构建法务会计理论框架,指导法务会计业务的开展,显得极为重要。本文在借鉴现有研究成果的基础上,对我国法务会计基本理论框架进行探讨,以期对法务会计研究提供参考。     

基于建构理论的库存管理教学设计

在《现代物流管理》的教学中,库存管理的教学内容具有抽象性。本文以建构理论为基础对库存管理的教学进行了教学设计。提出了库存管理的教学设计思路,对教学设计中的重构课程结构、教学策略选择进行了重点分析。最后提出了在教学设计实施中应注意的问题。     

企业领导的领导艺术

企业领导是企业管理的灵魂,企业管理是企业领导的基础,企业领导指导企业管理,企业管理保证企业发展。因此,要发挥“灵魂”的作用,企业领导的领导艺术是多种多样的。 民主协商型领导艺术 民主协商型,是企业领导的“我请你来做”的一种领导艺术,也即是对话型领导艺术。这种领导艺术主要通过花费一定时间去听取职工下属的意见,从而提升组织上的灵活性和责任感。日本松下公司有     

中国书画艺术品生产及其文化策略

中国书画市场是近一二十年发展起来、年轻的刚刚诞生的新鲜事物,其勃勃生机与不成熟和各种弊端同时俱来,已愈发成为国民关注的重点。由于书画作品是一种特殊的商品,进入市场交易,其价格的波动与走向,其生产的过程之特殊等等,使许多经济学家一时都还不能看透。正因为艺术生产的特殊性和神秘性,使艺术品的价格也成为艺术品市场的一大难题。由艺术品生产引出的成本核算、雇佣关系、艺术生产的文化策略等成为当今艺术品市场的一些热点或焦点问题。而现成的经济学著作,以及经济学家都无法解答这些问题,本文试图从艺术学、文艺学、管理学的角度切入,通过对书画家生产书画作品过程之独特分析,有助于解答上述的种种现实问题。本文的价值也正在于此,结合经济学、艺术学、管理学、社会学等诸多学科,从书画市场这一新兴的学科,开掘出一个新天地。     

管理创新领域的构造及现实选择

管理创新域反映的是管理创新可能发生的时空范围,这个时空范围是由时间维、管理职能维、业务活动维和创新结果维构成的四维结构。管理创新活动既可以沿某一特定方向来展开,也可以多个方向来进行。单维度的管理创新形成了管理创新链,多维度的管理创新则构成了管理创新面。一般而言,管理创新域的选择主要有三种模式,即结果导向模式、职能导向模式和活动导向模式。但在企业管理创新实践中,比较重要且易于取得创新成效的管理创新领域主要有管理观念创新、管理组织创新、管理方式方法创新和管理模式创新。     

Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system

This paper analyses the international management control (IMC) system that Japanese multinational companies (MNCs) employ to co-ordinate the activities of their subsidiaries in China. It focuses on the role of Japanese expatriates in this IMC system and assesses their performance. In the process, it offers a comprehensive evaluation of the organizational fit of the Japanese IMC model within the current Chinese business environment. Taking Japanese firms as the subject, the analysis identifies areas of incongruity and explains the underlying reasons for problems with expatriate-focused IMC models. In doing so, this paper argues that the Japanese expatriate-based control system in China (as in many other parts of the world) continues to be characterized by an insider-outsider mentality that prevents a real internationalization of overseas operations in the 'transnational' sense.