激励对员工工作的影响研究——基于两种激励理论的探讨

人作为生产活动的主体,往往根据自身需求是否得到满足来决定其工作态度,迫使许多企业和学者对激励进行研究,由此诞生了很多激励理论,其中需求层次理论以人的需求层次来划分人们的不同需求,双因素理论以保健因素和激励因素的划分来分析人们的需求,这两种理论之间相互联系,一个针对人的需要和动机,一个针对满足这些需要的目标和诱因,两者结合起来运用才能够更好、更有效地激励人们。     

完善李嘉图比较优势理论的新古典经济学分析

李嘉图比较优势理论的新古典经济学的现有几何图形分析存在着两个明显的不完善之处:一是在研究过剩供给时没有考虑到贸易之后各国实际国民收入的变化对国民需求变化的影响,从而使得现有分析对某些问题的解释不够清楚,在作几何图形时具有较大的随意性;二是在分析大国与小国之间的贸易时对有关问题解释得不清楚。本文在数理分析的基础上,指出了现有分析的这两个不完善之处,为完善李嘉图比较优势理论的新古典经济学分析补充了必要的内容,供广大学者在教学与研究当中参考。     

Mediation as an Ethical Adjunct of Stakeholder Theory

A driving force behind the evolution of the stakeholder concept is the potential of negative outcomes for an organization as the result of conflict between that organization and its stakeholders. Where conflict does arise between an organization and stakeholder how might it be resolved in a manner compatible with stakeholder theory? Applying feminist ethical theory as a theoretical basis for stakeholder theory, mediation provides an appropriate process for resolving such disputes in comparison to traditional adversarial strategies. This paper discusses the attributes of mediation, and its potential benefits as a method to resolve disputes between businesses and their stakeholders.     

转型期地方大学领导矛盾角色浅析

正确认识地方大学领导的矛盾角色,有利于他们提高自身的洞察力、内省力和行动的技巧,从而提高领导效能.运用角色理论和对立价值框架分析地方大学领导在转型期的矛盾角色得出:地方大学领导转型期的矛盾角色是一种客观现实;地方大学领导应积极地面对矛盾角色的挑战而不是非此即彼或者极力回避实际存在的矛盾角色;地方大学领导扮演好错综复杂的矛盾角色是推进我国高等教育大众化顺利发展的关键.     

The role of family management and ownership on semi-globalization pattern of globalization: The case of family business groups

Employing a multi-level with longitudinal concern data analysis this research examines the impact from family management and ownership on semi-globalization pattern of globalization in family business groups from an integrated framework. The results reveal that the more likelihood that the controlling family utilize family management in the subsidiary, and the higher degree of pyramidal ownership in the subsidiary, the more likelihood that the family business group will choose to engage in the host regions. Additionally, family management and pyramidal ownership is positively related with the choice to engage in a higher difference region instead of a lower difference region in family business groups. The theoretical and future research implications of these findings for family enterprises and globalization research are discussed.     

Ethical Dilemmas in Performance Measurement

In this article we discuss the ethical dilemmas facing performance evaluators and the "evaluatees" whose performances are measured in a business context. The concepts of role morality and common morality are used to develop a framework of behaviors that are normally seen as the moral responsibilities of these actors. This framework is used to analyze, based on four empirical situations, why the implementation of a performance measurement system has not been as effective as expected. It was concluded that, in these four cases, unethical behavior (i.e. deviations from the ethical behaviors identified in the framework) provided, at least to some extent, an explanation for the lower than expected effectiveness of the performance measurement procedures. At the end of the paper we present an agenda for further research through which the framework could be further developed and systematically applied to a broader set of cases.     

The moderating impact of internal social exchange processes on the entrepreneurial orientation–performance relationship

This paper applies a social exchange perspective to understand the internal contingencies of the relationship between entrepreneurial orientation (EO) and performance. It focuses on two aspects of social interactions among functional managers (procedural justice and trust), as well as on their organizational commitment, as potential enhancements to the firm's successful exploitation of entrepreneurial opportunities. A study of 232 Canadian-based firms finds several positive moderating effects: The EO–performance link is stronger for higher levels of procedural justice, trust, and organizational commitment. In addition, consistent with a systems approach to organizational contingencies, the EO–performance relationship is stronger when the organization's social context comes closer to an “ideal” configuration of procedural justice, trust, and organizational commitment that is most conducive to knowledge exchange within the organization. The study's implications and future research directions are discussed.