精益六西格玛的突破——层级设计使两种互斥方法取长补短

精益与六西格玛的关系是重大六西格玛会议中广受欢迎的话题,也是许多书籍和文章的主题.两者间的关系看上去似乎简单,但是实际应用起来却相当富有挑战性,因为将两者结合起来的方法实在是数不胜数.     

An evolving theory of hybrid distribution: Taming a hostile supply network

Suppliers attempting to expand markets through hybrid distribution have created a complex, potentially hostile environment that reaches beyond dyads to network relationships. We offer a multi-theoretic paradigm that uses the network, social capital, structural holes and distributive fairness literatures to guide suppliers in the transition of governing hybrid channels so that when markets do overlap, cooperation and competition can effectively co-exist within the supply network. Specifically, we propose that social capital, structural holes, trust, and distributive fairness can be used to govern the effectiveness of cooperation and competition among hybrid channels and yield higher performance within the supply network. A corresponding propositional inventory is offered.     

Roles of chairs in entrepreneurship: What deans expect

Major donations, especially for endowed chairs, put Colleges of Business and Universities in the spotlight and create a great deal of excitement, highlighting the important role that educational institutions play in benefiting the students, the community, and society in general. This kind of excitement needs to be sustained over time, signifying the link that the endowed Chair or Professorship in Entrepreneurship creates between the past, the present, and the future. Consequently, there is a need for a long-term personal connection and close relationship between the donor, the faculty holding the endowed chair, and the institution represented by the Dean that should be preserved over time. This study reports findings of a survey of the perceptions of AACSB Deans on what an Endowed Chair in Entrepreneurship is, and what it could, and should mean for their institution.     

Learning to Build a Car: An Empirical Investigation of Organizational Learning

abstract    This study provides a longitudinal empirical examination of the basic elements of Nonaka's (1994 ) dynamic theory of organizational knowledge creation. First, the data illustrate the notion that knowledge creation in organizations proceeds through an intertwined four-phase process: (1) socialization (tacit knowledge amplification); (2) externalization (tacit knowledge is transformed into explicit knowledge); (3) combination (explicit knowledge amplification); and (4) internalization (explicit knowledge is transformed into tacit knowledge). Second, the study extends Nonaka's theory by comparing the relative amount of intra-organizational knowledge transfer occurring during periods of product redesign with the amount of knowledge transfer occurring during steady-state periods. The questionnaire data suggest that the overall level of knowledge transfer is higher during periods of product redesign than it is during the steady state, whereas the interview data indicate that there were more mentions of knowledge transfer during the steady state. Third, the data suggest that there may be benefit in adding tacit error correction as a fifth phase in the learning cycle. This phase is characterized by a dual emphasis on externalization and internalization. Implications of these findings are discussed.