虚拟企业供应链及其“魔方”组织结构

虚拟企业关注＂敏捷＂,供应链强调＂精益＂,如何精益地实现敏捷生产与服务则是虚拟企业供应链的研究范畴。首先给出虚拟企业供应链的概念,然后提出虚拟企业供应链＂魔方＂组织结构模式,并对该组织结构的特点和类型进行定性分析。希望通过研究能有助于虚拟企业、供应链的深入研究,丰富虚拟企业供应链的探索。     

Furthering Organizational Priorities with Less Than Truthful Behavior: A Call for Additional Tools

Though codes of ethics exist in many businesses, employees still view less than truthful behaviors to be a significant ethical problem. The current study examines the related and somewhat counterintuitive issue of less than truthful behaviors intended to further organizational priorities. Such behaviors risk violating one organizational priority (e.g., adhering to a code of ethics) to achieve another. Data indicated four unique though non-mutually exclusive motivations: (1) to avoid confrontation or conflict; (2) to ensure quality in the delivery of a product or service; (3) to buy time for an organization’s strategy to play out; and (4) for self-protection or self-enhancement. The evidence further suggests that enhanced managerial training, particularly in handling confrontation and conflicts, could reduce the contradiction between stated codes of ethics and actual behaviors.     

基于绩效提升的人力资本投资策略探析

人力资本已成为企业绩效的利润杠杆,但不同类型的人力资本具有不同的特点,具有不同的投资价值,因此企业必须考虑不同的人力资本特点,采取适当的投资策略才能使企业获得更高的人力资本回报,实现可持续发展。     

Executive GDSS: Behavioral considerations at individual,organizational, and environmental levels of analysis

This article emphasizes the importance of behavioral considerations at individual, organizational, and environmental levels of analysis when researching and evaluating the design, implementation, and use of group decision support systems (GDSS) within complex organizations. Discussion is based on interview and archival data collected on an executive level GDSS used within a corporate setting. Issues that are considered generalizable to organizational computing, coordination, and collaboration technologies concern (a) viewing organization participants as strategic, intuitive information processors, (b) understanding the importance of organizational power, politics, and situational constraints on decision making, and (c) appreciating the symbolic value of advanced information technologies to an organization's external environment.     

The straitjacket at workplace： Mobbing

Mobbing has been defined as a chronic asymmetric pattern of power relations and a consequent conflict transformed into a systematic discrimination or mistreatment at workplace which is expressed through unethical or aggressive communication （Leynman, 1996）. Mobbing occurs when an employee in the workplace is steadily subjected to aggressive behavior from more than one colleague or supervisor over a period of time, in a situation where the target finds it difficult to defend him/herself to escape this dire situation. Such a long term incivility tends to stigmatize the mobbed victim and may cause severe psychological trauma since （s）he is metaphorically in a straitjacket. In this double-bind and double-squeeze condition where （s）he can neither get out of the situation nor endure the ordeal, a positive outcome is unlikely. How do we differentiate mobbing from conflict in organizations and how are disputes converted into mobbing behavior, and if one may even do research on mobbing in a culture of＂organizational silence＂ and ＂obedience/submission＂ in a developing country will be the first theoretical research question. Whether systemic silence as a collective level phenomenon is not only an obstacle to healthy organizational communication and relationships, but also a serious barrier to development, participation and learning from malpractices is another relevant question. Most researches investigating the background of mobbing are based on either experiences of targets as victims or the critical cases including the perpetrators as mobber; Therefore, the findings are often at individual level and subjective. They are often ＂ex post facto＂ analysis of psychological dimensions （e.g., personality characteristics of mostly of mobbed victims and rarely of mobbers） or legal dimensions. There are few ＂ex ante＂ analyses of organizational culture dimensions so that preventive measures may be taken prior to any serious mobbing case is reported. This paper＇s objective is to approach mobbing as a function of group conflict and rumor that is uncontrolled for a long time. By exploring the background of mobbing in ten companies from service sector in IstanbuI-Turkey, this view is assessed. The findings confirmed that mobbing is a function of relational conflict and gossip particularly in companies with high positional power distance and highly centralized decision-making where high power imbalance between supervisors and subordinates are salient. Such organizations seem to be more conducive to concealed mobbing and survival than to development and participation of employees as ＂modus operandi＂.     

Hotel Employees' Perception of Green Practices

This study examined how hotel employees perceive green practices. Data was collected from 220 employees working in eight green certified hotels in Orlando, Florida. Study results from an importance–performance analysis revealed that the surveyed employees rated their hotels' performance in green practices lower than the importance levels. A positive correlation was found between the employees' organizational commitment and their perception on the company's green practices. The relationship between the respondents' key demographic characteristics and their perception of green practices was also investigated. Lastly, implications for hotels are discussed to assist the companies to promote and train green practices among their employees.     

The Relevance of Responsibility to Ethical Business Decisions

This paper addresses researchers’ call for integrating workplace spirituality with organizational literature. This paper points out that self-interest transcendence is a common aspect in the workplace spirituality concept that emerged in the last decade and also in four OB concepts – transformational leadership, organizational citizenship behavior, organizational support, and procedural justice – that emerged in OB about two decades ago. Based on this common aspect of self-interest transcendence and the temporal precedence of these four OB concepts’ emergence, it indicates that these four OB concepts constitute a precursor of workplace spirituality. It places workplace spirituality in the larger context of OB␣and outlines the associated research and practice implications. The author also holds a lien on the position of professor at XLRI School of Business and Human Resources, India.     

Communicating culture change

Using a case study of a large public sector department the relationship between communication and change in a public sector department and the human resource implications of that relationship are considered. Senior administrators of the department signified their intention to change the culture from one that was considered to be bureaucratic, technically oriented and inward-looking to one more outward-looking, continually learning, more relationship-oriented internally and inclusive of broader ‘whole of government’ objectives such as commercialization, the environment, social justice and community relations. Findings from the research indicate that, despite an objective of shifting to a state of continual change with the mode of communication becoming two-way and dialogic, the communication mechanism has faltered due to a failure to address the need of lower-level staff for a set vision and stated future direction. Implications of these findings are drawn for public sector organizations in general.