社会创业组织双重价值实现的博弈分析

作为一种创新的组织形式,社会创业组织在助人自助、解决社会问题等方面起到了积极的作用,但是社会创业组织的＂经济性＂和＂社会性＂引起了社会和学术界的普遍关注,并成为争论的焦点。本文通过对＂社会创业＂定义的概述以及对社会创业组织的双重价值的内涵进行分析研究,就社会创业组织如何实现双重价值,维持组织的可持续发展这个焦点问题,运用了博弈论的分析方法以社会创业组织与政府为参与者,以＂经济性＂和＂社会性＂为策略选择建立一个博弈模型,证明社会创业组织与政府二者可以形成合作博弈均衡。     

Real-time decentralized information processing and returns to scale

We use a model of real-time decentralized information processing to understand how constraints on human information processing affect the returns to scale of organizations. We identify three informational (dis)economies of scale: diversification of heterogeneous risks (positive), sharing of information and of costs (positive), and crowding out of recent information due to information processing delay (negative). Because decision rules are endogenous, delay does not inexorably lead to decreasing returns to scale. However, returns are more likely to be decreasing when computation constraints, rather than sampling costs, limit the information upon which decisions are conditioned. The results illustrate how information processing constraints together with the requirement of informational integration cause a breakdown of the replication arguments that have been used to establish nondecreasing technological returns to scale. November 24, 1999; revised version: March 14, 2000     

社区社会组织在社会管理中的协同作用——以杭州市为例

社区社会组织是基层社会领域中最为重要的组织形式之一,在社会管理中可以发挥积极的协同作用。杭州市社区社会组织发展的案例表明,它们在社会资本、制度设计与技术平台方面具有较好的协同动因,并在集结公民意愿、促进居民融合、提供社会服务、调处社会矛盾等方面发挥了积极的协同作用,从而推动了社会管理新格局的形成。政府需要建立健全制度框架和政策法规,为社区社会组织营造良好制度环境,而社区社会组织则需要提高自身能力,拓宽与政府、市场之间的协同领域,并且创新协同方式。     

非营利性社会中介组织法治化的思考

我国非营利性社会中介组织的发展还处在初级阶段,组织角色定位不明,管理比较混乱。目前我国还没有规范社会中介组织统一的法律法规体系,需要制定专门的非营利性社会中介组织法,以实现对其进行有效的法治化。     

Solving coordination failure with “all-or-none” group-level incentives

Coordinating activity among members is an important problem faced by organizations. When firms, or units within firms, are stuck in bad equilibria, managers may turn to the temporary use of simple incentives—flat punishments or rewards—in an attempt to transition the firm or unit to a more efficient equilibrium. We investigate the use of incentives in the context of the “minimum-effort,” or “weak-link,” coordination game. We allow groups to reach the inefficient equilibrium and then implement temporary, flat, “all-or-none” incentives to encourage coordination on more efficient equilibria. We vary whether incentives are positive (rewards) or negative (penalties), whether they have substantial or nominal monetary value, and whether they are targeted to a specific outcome (the efficient equilibrium) or untargeted (apply to more than one outcome). Overall, incentives of all kinds are effective at improving coordination while they are in place, but there is little long-term persistent benefit of incentives—once incentives are removed, groups tend to return to the inefficient outcome. We find some differences between different kinds of incentives. Finally, we contrast our results to other recent work demonstrating greater long-term effectiveness of temporary incentives.      

Extending strategic international human resource management research and pedagogy to the non-profit multinational

This article calls for the inclusion of multinational non-profit organizations in the research and pedagogy of strategic international human resource management. Multinational non-profit enterprise is increasingly influential, both economically and philosophically, as economic and socio-cultural boundaries become more interdependent. Yet the multinational non-profit sector has been ignored by international human resource management scholars. When research and pedagogy overlook practice, a concern exists with regard to their relevance. By outlining the international development of multinational non-profit enterprise, the article contextualizes strategic international human resource management in multinational intermediate private aid and development agencies. Analysis of a particular example, World Vision Australia, illustrates the discussion.     

Strategic Management in Hybrid Organizations

Many public service organizations have to deal with rapidly changing environments. Government offers less financial security than in the past and stimulates organizations to develop a market orientation. The focus of this article is explaining the shape of strategic management in public service organizations that have merely a public orientation (task organizations) and organizations that combine a public orientation with a market orientation (hybrid organizations). On the basis of four case studies it is concluded that task organizations also move in the direction of hybrid organizations. Strategic management in hybrid public service organizations is a dynamic process in which changing the organization context, i.e. metagovernance, seems to be the predominating dimension of strategic management.     

非营利组织的内部控制研究

非营利组织内部控制的目标包括:保证其目标的充分实现程度;保证其信息的可靠性和完整性;保证其资源运行的经济性、安全性及完整性;保证其产品和服务的质量;保证其公信力。非营利组织内部控制的要素包括控制环境、风险管理、控制活动、信息与沟通、监督与检查。我国应该循序推进内部控制规范的制定;有效发挥内审机构在内控建设中的作用;积极探索负责人对内部控制的法定责任;逐步引入外部审计对内部控制的评价制度。     

非营利组织会计概念框架NPOCF构建

本文透视了财务会计框架的起因,界定了其涵义,提出非营利组织构建会计概念框架的意义及其应遵循的原则,构筑了非营利组织会计概念框架的层次及其内容。     

当代物流机构成功的基础

经济机构的立足点是市场。根据物流机构面临市场环境状况，阐述把握公共关系是当代物流机构成功的基础。