环境规制与中国工业区域布局的“污染天堂”效应

借鉴Abay Mulatu和Reyer Gerlagh(2009)的研究,应用地区与产业特征交互作用的经典贸易模型,对中国区域间的污染天堂效应进行了测度。实证分析表明,在各省环境规制力度不同的条件下,污染密集型产业的布局从环境规制力度大的省份向环境规制力度小的省份转移;中西部地区的环境规制力度普遍弱于东部地区。因此,若不加以重视,中西部地区很可能会沦为东部污染密集型产业规避高环境规制的污染天堂,从而导致这些地区生态环境的恶化。     

“后危机时代”的营销主张：服务主导逻辑的视角

针对＂后危机时代＂企业面临的营销环境,提出三点营销主张,即执行服务主导的营销逻辑、提高顾客的感知价值、培养顾客的忠诚度。其中执行服务主导逻辑是企业在＂后危机时代＂获得竞争优势的基本前提,而提高顾客的感知价值和培养顾客的忠诚度则是行动方向,三者互为一体,密不可分。     

浅析现代企业文化建设

当前随着社会经济的飞速发展,市场竞争越来越激烈,与此同时企业文化在组织管理中的作用也愈加明显。鉴于此,本文对现代企业文化建设的内涵和建设步骤进行了探讨,以期能为创业者或是企业管理人员提供一定的理论借鉴和帮助。     

利用污泥生产生态水泥的研究

污泥是污水处理厂污水处理的必然产物。污泥中除了有机物外,往往还舍有20％-30％的无机物,主要是硅、铝、铁和钙等成分。一般情况下,污泥中的化学组成与粘土原料成分接近．利用污水处理厂污泥可替代部分粘土原料生产水泥。     

Reducing perceptions of overqualification and its impact on job satisfaction: the dual roles of interpersonal relationships at work

A sizeable portion of the working population perceives that they are overqualified for their jobs. This is problematic, given that research consistently shows that such beliefs translate into lower levels of job satisfaction. Hence, it behoves human resource management (HRM) scholars to identify factors that influence perceptions of overqualification and also moderators that may reduce the negative effect of perceived overqualification on job satisfaction. In this study, we present a moderated path model that posits that the quality of the relationships that employees hold with their leader and with their team is not only antecedents of perceived overqualification but it is also hypothesised to weaken the negative relationship between perceived overqualification and job satisfaction. Survey data that were gathered from two organisations in the Netherlands (n = 183) supported the model. Implications for theory and practice in HRM are discussed. © 2015 John Wiley & Sons Ltd     

HR managers in five countries: what do they do and why does it matter?

The 1980s saw the need for change in the organizational role of human resource (HR) professionals, from the traditional employee champion and administrative expert to strategic business partner and change agent. The argument posited was that a more challenging environment compels organizations to turn to managing their HRs as a source of competitive advantage and that means an increasing business partnership for HR professionals. However, very few studies examine the execution of these multiple, sometimes contradictory roles, despite the risk that neglecting traditional roles endanger organizational performance in the long term. This five-country comparative study finds that multiple roles are at least moderately executed, and that these HR roles have different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.     

HRM implementation by line managers: explaining the discrepancy in HR-line perceptions of HR devolution

Previous studies already established the idea of a partnership in which HR professionals and line managers share an organisation’s HRM responsibility. Yet, this relationship is often plagued by conflicts and other obstacles. As such, a perceptual discrepancy is likely to exist between both parties on the degree of HR devolution, which may eventually lead to bad performance. Using survey data, we empirically analyse which factors may explain a perceptual discrepancy between HR professionals and line managers on the latter group’s role in HRM. Results show that the HR-line discrepancy on the degree of HR devolution is rooted in differences in perception on several other factors, including organisational support, (personnel) red tape, the line’s individual capacity and age. Overall, though, it is a matter of understanding both HR’s expectations and the line’s experiences in all aspects of their partnership.     

Trust or not: Heuristics for making trust-based choices in HR management

The present two studies examine how the participants (i.e., 150 managers) make trust-based employee selection in hypothetical situations, based on five cues of trustworthiness derived from previous surveys. In Study 1, each executive participant is presented with a pair of candidates with different cue profiles so that the choice would favor one of them based upon each of the four following heuristics: Franklin's rule, likelihood expectancy, take-the-best (TTB), and minimum requirement (MR). Study 2 adopting a within-subject design jointly compares the four heuristics. The results show that simple heuristics (MR and TTB) outperform the more complex strategies (Franklin's rule and likelihood expectancy) in their predictive accuracy. The MR heuristic, a heuristic tallying the frequency of passes against a set of minimal rather than optimal or satisfactory requirements, performs even better than the TTB heuristic, particularly when the number of the cues identified as MRs is small.     

Dynamic R&D choice and the impact of the firm's financial strength

ABSTRACT

This article investigates how a firm's financial strength affects its dynamic decision to invest in R&D. We estimate a dynamic model of R&D choice using data for German firms in high-tech manufacturing industries. The model incorporates a measure of the firm's financial strength, derived from its credit rating, which is shown to lead to substantial differences in estimates of the costs and expected long-run benefits from R&D investment. Financially strong firms have a higher probability of generating innovations from their R&D investment, and the innovations have a larger impact on productivity and profits. Averaging across all firms, the long-run benefit of investing in R&D equals 6.6% of firm value. It ranges from 11.6% for firms in a strong financial position to 2.3% for firms in a weaker financial position.     

Some Determinants of Core Competencies: Evidence from a Binary-Logit Analysis

Despite the increasing recognition of the salience of core competencies in the process of competition, the notion of core competencies has remained largely ambiguous in the literature. Neither is it clear what strategies, institutions, and resources are necessary for developing and sustaining core competencies. This paper uses the binary-logit model to explore the determinants of core competencies, and identifies investment in intangible assets, marketing/promotional activities and firm size as significant determinants of core competencies. An evaluation of the technology strategies of two competence-seeking firms also points to the increasing salience of intangible assets, decentralization/globalization of the R&D function, and the intensive search for knowledge and capabilities.