信息多样化与创业团队绩效关系研究

21世纪是一个信息爆炸的时代，信息多样化对企业经营绩效至关重要。近年来，信息多样化对创业团队绩效的影响逐渐受到学术界的关注。结合国内外研究成果，基于共享领导视角，探讨了信息多样化对创业团队绩效的影响机理，构建了三者之间的研究模型，并对西安市高新区241家企业的358个创业团队的调查问卷进行了实证分析。研究发现，信息多样化对创业团队绩效具有正向影响，且中介分析表明，共享领导在其间起到了部分中介作用。     

MEASURING THE DIVERSITY OF HOUSEHOLD SPENDING PATTERNS

Households tend to diversify their spending across a wide range of goods and services as they become more affluent. Recently, there has been growing interest in understanding the precise manner in which this spending diversification process takes place. We review what facts are known about this process and the underlying behavioural tendencies that are thought to drive it. In addition, we clarify the relationship between different approaches to measuring the level of spending diversity. A number of indices are employed, including measures based on joint probabilities, distances and the concept of entropy. Using UK household spending data, we show the extent to which these measures deliver different results and shed light on the nature of behavioural heterogeneity.     

惯例多元性：研发联盟何以提升治理绩效

网络组织内部结构优化与运行效率提升离不开惯例这一重要的知识资源，作为描述联盟组织行为方式的一般术语，联盟惯例表现为稳定的做事方式、标准化的作业程序和统一的行为准则等多种形式，并且在协调主体之间合作关系、增强组织内部稳定程度以及提升经验信息交流效率等方面发挥着重要作用。基于上海、南京和杭州地区261家企业调研数据，从惯例多元性视角出发，将联盟惯例解构为行动逻辑、内隐规范和交互共识，研究不同治理机制下联盟企业提升合作绩效的问题，同时揭示多元联盟惯例在研发联盟治理过程中的作用机理。研究结果表明：契约治理机制与研发联盟绩效之间存在倒U型关系，关系治理机制与研发联盟绩效之间存在正向关系；联盟惯例的3个维度对其调节效应不同，其中，行动逻辑和内隐规范对契约治理机制与联盟绩效之间的关系均有显著正向调节效应，而交互共识对契约治理机制与联盟绩效之间的关系有显著负向调节效应，同时，交互共识对关系治理机制与联盟绩效之间的关系有显著正向调节效应。     

探析汉英颜色词"红色"的使用差异及其翻译

色彩不仅具有物理属性，还有着丰富的文化内涵。文章通过探讨英汉色彩词“红色”在使用方面的异同，揭示了“红色”在英汉两种语言词汇中语义和文化方面的不同性，是语言文化翻译中一个值得研究的课题。     

Experimenting with Supply Chain Learning (SCL): Supplier Diversity and Ethnic Minority Businesses

This paper reports on an innovative UK-based ‘Supply Chain Learning’ (SCL) initiative to encourage the corporate sector to consider supplier diversity in respect of ethnic minority businesses. This follows academic and policy interest in programmes to empower ethnic minority enterprises to achieve breakout to mainstream markets and business growth. The first phase of the initiative, entitled Supplier Development East Midlands (SDEM) is examined. By adopting an inter-organisational action learning approach, some of the key attributes of the programme are delineated, focusing on the recurrent action-reflection cycle taking place in a learning group comprising SDEM, LPOs (Large Purchasing Organisations) and small EMSs (Ethnic Minority Suppliers).     

Top management team diversity and innovativeness: The moderating role of interfunctional coordination

Top management team (TMT) diversity has received considerable attention in the academic literature as well as in the corporate arena. Our paper develops a contingent model on how top management team diversity acts as a form of human capital and can have a positive effect on innovativeness when it is effectively leveraged with favorable social capital. Our theoretical underpinning rests on the argument that greater interfunctional coordination is a source of internal social capital, which mitigates the costs while at the same time highlights the benefits associated with TMT diversity. By testing our model with TMT executives, the results generally supported our hypothesis in that the effect of TMT diversity on innovativeness was positive as interfunctional coordination increased. Implications for marketing theory and practice are discussed.     

Listen carefully: transgender voices in the workplace

Abstract

We find that only 17% of FTSE 100 company websites refer directly to transgender (‘trans’) individuals, illustrating the extent to which trans voices are unheard in the workplace. We propose that these voices are missing for a number of reasons: voluntary silence to protect oneself from adverse circumstances; the subsumption of trans voices within the larger ‘LGBT’ community; assimilation, wherein many trans voices become affiliated with those of their post-transition gender; multiple trans voices arising from diversity within the transgender community; and limited access to voice mechanisms for transgender employees. We identify the negative implications of being unheard for individual trans employees, for organizational outcomes, and for business and management scholarship, and propose ways in which organizations can listen more carefully to trans voices. Finally, we introduce an agenda for future research that tests the applicability of the theoretical framework of invisible stigma disclosure to transgender individuals, and calls for new theoretical and empirical developments to identify HRM challenges and best practices for respecting trans employees and their choices to remain silent or be heard.     

A fair go? The gender pay gap among corporate executives in Australian firms

In virtually all economies, executive positions are highly male dominated. This study examines the pay gap between male executives and female executives in large Australian firms from 2011 to 2014 to evaluate whether female executives are paid equitably compared with male executives. The mean pay comparison shows that female executives earn 80.7% of the total pay earned by male executives. A large part of the gender pay gap is explained by differences in positions held; female executives are particularly underrepresented in highly paid executive positions. After controlling for executive position and other relevant individual and firm characteristics, there remains a 15.1% gender gap in total pay. Our findings suggest that to achieve the goal of gender equity, both the proportion of women at executive level and the executive-level gender pay gap need to be monitored.     

Debt contracts with ex-ante and ex-post asymmetric information: an example

Summary. We consider a simple model of lending and borrowing combining two informational problems: adverse selection and costly state verification. Our analysis highlights the interaction between these two informational problems. We notably show that the higher the monitoring cost, the less discriminating the optimal menu of contracts is.Received: 24 September 2004, Revised: 5 April 2005, JEL Classification Numbers: C7, D8, G3.L. Renou: Correspondence toWe thank Anne Villamil for insightful comments.     

Diversity challenge: An integrated process to bridge the ‘implementation gap’

At this time of crisis, companies rediscover the key role people play in achieving a sustainable competitive advantage. Taking into account the heterogeneity of their workforces, boards of directors and managers alike face the challenge of understanding how to manage diversities such that the benefits outweigh the costs. This article argues that companies can deal with this challenge by adopting an integrated process of change across strategic, tactical, and operational levels. Indeed, people's differences and diversity management need to be introduced and integrated within company values and vision (strategic level). This vision has to be translated into strategies, a specific policy, and its associated practices to promote the development of synergic cultural and organizational changes that affect the whole company (tactical level). Finally, this policy and its associated practices need to be turned into real actions (operational level). Herein, we propose and discuss an integrated process to implement diversity management in a detailed and sufficiently flexible way such that it can be personalized and adapted to a specific organization. From a managerial standpoint, the proposed model could be a guide for bridging the ‘implementation gap’ of diversity management.