Jumpstarting the use of social technologies in your organization

How do you get your organization to start using social technologies to become more innovative and productive? Where and with whom should you begin? We interviewed over 70 managers across 30 companies and found that the most successful firms employ one of three jumpstart strategies, depending on the organization's mission, work processes, culture, and industry. Some start at the bottom of the organization, finding and enabling ‘young experimenters’ to use social technologies to enhance their individual productivity. Others start in the middle, finding and helping ‘corporate entrepreneurs’ in middle management to use social technologies to improve collaboration on teams and projects. Others begin at the top, finding ‘enlightened executives’ who are open to new technology and the potential of social tools to strengthen their organizational culture. We combine our research with concepts from change management, technology adoption, and social networks to suggest ways managers can best introduce social collaboration tools into their organizations.     

企业家的真谛及其与经理人的区别

企业家是以经营企业为己任,凭借其所具有的经营才能、组织管理能力、创新意识、决策判断力、承担风险和识别风险的能力,以及强烈的事业心等素质能力和精神,并通过扮演冒险者、协调者、决策者、套利者等各种角色,把企业打造成为具有一定规模和知名度的大企业、大公司的成功者。既是所有者又是管理者是企业家最基本的特征。而经理人是以专门的管理技能为职业,并通过提供这种管理技能获得报酬的人。在我国培育和发展市场经济的今天,我们需要在市场竞争中涌现出一大批打造企业成功的企业家．更需要一大批出色的职业经理人,尤其是现代公司企业更需要一大批具有敬业和创新精神的职业经理人。为此．需要一套有效的制度安排对以经营管理企业为职业的经理人进行激励．     

Why do Most Firms Die Young?

A model is developed to explain why most firms die in the first few years of trading. A risk averse entrepreneur with initial capital endowment faces a Brownian motion in net worth over time. To balance return (profits growth) and risk (variance of profits) she adopts a portfolio strategy, choosing market positioning to achieve an optimal combination of risk and return at each instant, given her financial and human capital endowments and attitude towards risk. Failure occurs when the firm’s value falls below the opportunity cost of staying in business. The resulting distribution of failure is Inverse Gaussian, implying, for specific parameter values, a positively skewed failure curve of the type observed in practice. In addition the model presents a novel-measure of management human capital (MHC) which implies that high MHC entrepreneurs will have higher absolute and marginal profits growth than low MHC entrepreneurs at given levels of risk.     

Ouyang Riping： A Hero Besides Entrepreneur

A bout fifty years ago. a baby＇s cry broke the sky of quietness, in a small and beautiful town of Hunan province, which surroundcd by green hills and clear water. Though his .birth brought his family great happiness and hope just as any new life, nobody knew that the little boy would get great achievement when he grow up. even start his business oversea, and earn international honor. Let＇s share with you the entrepreneur Ouyang Riping＇s story, which may insights thcsc people who want to succeed and complete oneself in favorite condition or adversity rather leave things to so-called fate.     

"子承父业"新浙商企业家胜任力实证研究

基于对国内外相关文献回顾,结合所搜集的10家新浙商家族企业子承父业案例,运用文本分析和统计分析等方法,比较新浙商创业者与继承者企业家胜任力,构建新浙商四维企业家胜任力模型：个人风格与学习、问题决策与影响、组织管理与创新、行业成就与自信。结合新浙商家族企业继承者胜任力现状提出提高其胜任度的若干方向。     

国际化环境对中国企业家素质的要求

本文认为,市场经济的发展为企业家制定了新的游戏规则,国际化进程的加快和知识经济时代对企业家提出了更高的要求。面对市场环境的变化,中国企业家必须适应时代的要求,尽快提高自身素质,强化学习和创新意识,培养国际化企业经营理念,实现自身知识的多元化,努力提高经营管理能力,培养与跨国企业竞争的实力,保证企业的可持续发展。     

企业家注意力配置、服务业结构优化与转变经济发展方式

当前服务业日益成为现代经济增长的新引擎,中国经济发展方式转变的内在要求也在于发展现代服务业。发展现代服务业不仅仅是追求其就业和产值份额的提高,更在于注重服务业内部结构的优化。优化服务业内部结构要充分体现经济发展中的人本精神,发挥企业家的创业和创新作用,提高企业家注意力配置效率和企业家资源配置能力。     

企业家前台行为偏离的分类界定及测量

鉴于企业家对企业经营绩效和发展的重要作用,文章以拟剧论和行为偏离理论的基础,提出企业家前台行为偏离的概念.根据社会规范和社会反应两个维度,将企业家前台行为偏离进行分类和定义,同时阐述了对企业家前台行为偏离识别和偏离程度的测量.文章的思考和结论不仅对企业家行为的理论做了有益的补充,而且也为企业家前台行为的展示提供了参考和借鉴.     

Risk Management in Small- and Medium-Sized Businesses and How Accountants Contribute*

We investigate how owners of small- and medium-sized enterprises (SMEs) perceive, make sense of, and practice risk management. Drawing on Schatzki's practice theory, we theorize on how and why risk management happens in SMEs. Thus, we fill a gap in the extant literature, which focuses almost exclusively on risk management within large organizations. We interview entrepreneurs and conduct site observations to gain insight into their risk management activities, the drivers that lead to the adoption of said activities, their attitudes toward risk management, and how their accountants may shape and contribute to risk management in SMEs. We find that rather than a specific set of formal processes, entrepreneurs view risk management as a mindset that emphasizes the preservation of key assets, creation of competitive advantages, and development of local talent and expertise. We observe practices that are mainly informal yet planned, deliberate, and fully integrated within the fabric of organizations that align with ideal forms of risk management. We also find that full-time, in-house accountants do help entrepreneurs with risk management, while external accountants, whose main activities relate to financial statement preparation and tax filings, do not systematically help entrepreneurs manage risk. We contribute to both the theory and practice of risk management by sharing empirical insights into how SME owners perceive, make sense of, and manage risk.