International projects proposal analysis: Risk assessment using radial maps

International projects are very attractive to companies seeking to expand their business horizons, and collaborative networks of international partners have created new work environments that differ from the conventional business structures of the past. This study provides scholarly research into the risks that inherently affect an international project's success and provides insight into the effective measures that project managers may employ to assist in analyzing and mitigating these multinational risks during the bid and proposal process. A new method of radial risk mapping assists management in graphing their risk findings to aid in their proposal analysis. These graphical representations provide firms seeking international markets with a method for selecting those projects with the least risk, thereby increasing their chances of success and maximum profit.     

基于系统观视角的团队边界工作研究评介

有关团队边界的研究表明团队有效性是团队内外部因素共同作用的结果,识别团队边界所承担的多种角色,采取系统观,强调团队边界工作的内部导向与外部导向维度有助于整合团队过程研究与团队开放观研究。团队边界工作是团队所从事的旨在建立和维持团队边界,以及管理跨团队边界的互动行为。本文在对团队边界研究内部观与外部观分析基础上,提出了基于系统观指导下团队边界工作的研究同时重视内部导向与外部导向团队边界工作的发展趋势;梳理团队边界工作的内涵与分类,考察了团队边界工作的影响效应及其背景影响因素,进一步提出了团队边界工作的综合影响模型,指出内部导向与外部导向协调发展的团队边界工作对于组织管理实践的启迪以及未来的研究方向。     

Human resource flexibility and strong ties in entrepreneurial teams

Human resource flexibility is important in entrepreneurial ventures that need to respond to the changing challenges of growing the new business. This research investigates the impact of previously well-known people (strong ties) as entrepreneurial team members on the human resource flexibility of new ventures. Data collected from German founding entrepreneurs in technology-oriented, incubator-based firms shows that choosing a well known individual to join the entrepreneurial team increases the founder's ability to modify the team member's work role, but complicates asking the team member to leave the team if required. Hence, strong ties both increase and reduce human resource flexibility. However, the effect of strong ties on role modifiability is statistically significant only with novice entrepreneurs. These research findings counsel founders to discuss role modification and exit during partnership and entrepreneurial team membership negotiations.     

Measurement of organizational investments in social capital: The service employee perspective

This paper describes the development and validation of a measure of organizational investments in social capital (OISC). The scale development process is carried out over three stages (item generation, scale purification, scale validation), with two separate data collection phases involving a total of 735 working adults from multiple and diverse service-related workplace settings. As such, the data provide evidence for the face, content, discriminant, convergent and nomological validity, dimensionality and reliability of the OISC measure. The OISC measure is a concise, unidimensional scale that has the potential for significant usage in the development and testing of theory, as well as practical application in retail and other service provision contexts.     

我国企业青年员工培训方案优化设计研究

设计科学合理的培训方案,是切实做好培训工作的难点所在。为解决这一问题,可以将能力素质模型运用于我国企业青年员工培训方案设计,以能力素质模型为核心制定适应企业现状的培训主题和课程,以提高方案的有效性。     

企业员工边缘化的结构维度与人口学变量的差异性分析

组织有效性是组织研究中的一个中心主题,研究者和实践者都设法确定能够增加组织有效的行为和减少无效的行为的一种组织结构和行为。员工边缘化理论为研究组织有效性提供了一个新的视角。近年来,员工边缘化问题得到了学界和实务界的共同关注,但大都停留在理论探索阶段,尚缺乏一个成熟的员工边缘化测量量表。本研究探索性地设计了一个五维度的员工边缘化内容结构量表,具有较好的效度与信度,在此基础上,检验了员工边缘化对离职意向的显著预测作用,并进行了员工边缘化及其各个维度在人口学变量上的差异性分析。     

改善富士康科技集团员工心智模式的基本路径

剖析了富士康科技集团员工跳楼事件的本质,总结出富士康员工的心智模式并分析其成因,提出了完善富士康员工心智模式的五条通路,即培养员工良好的性格、建立有效的沟通渠道、拓展人才策略与晋升空间、推行员工援助计划和在实践中努力提升情商。     

基于专业建设项目化的高职院校管理模式探讨

《国家中长期人才发展规划纲要（2010-2020年）》明确提出取消学校实际存在的行政化管理模式,因此学校管理模式改革势在必行。高职院校推行以专业划分项目组的负责制管理模式具有完善校长负责制、扁平化组织结构、实施全过程管理、培养复合型干部、提高教师积极性的意义。     

民营企业核心员工培训体系的研究——晋城职业技术学院校企合作案例分析

《晋城市民营企业员工培训与教育研究》课题组成员在分析研究与晋城市部分民营企业主及管理层人员的访谈和调查资料的基础上,遵循可持续发展的特点,针对企业核心员工培训中亟待解决的问题提出了可供参考的合理化建议,帮助企业提高核心员工培训的有效性,进而促进企业形象及核心竞争力的提升。     

创新：高校教学团队建设的着力点

创新是高校教学团队建设的着力点。教学创新不仅仅是教单方面的创新,而应该是教与学两方面关系的创新性解决。教学团队的创新,除了具有系统性、远见性、发展性特点之外,还应该具有价值性。教学团队创新应主要体现在目标设计、学术新意交流、氛围营造、人才匹配、内部凝聚力培植、激励机制设立以及学校保障制度构建等方面。