论企业核心人才的界定与管理

现代企业间的竞争实质上是人才的竞争,特别是核心人才的竞争。企业发展中核心人才是促进企业发展和创新的动力,核心人才的挖掘和管理直接影响企业的命脉,因此,企业必须要加强对核心人才的界定和管理,明确哪些人才为核心人才,并采取针对性的管理方式,才能促进企业的健康发展。论文主要对企业核心人才的界定进行分析,并探究核心人才的管理策略。     

Strategizing Environmental Policy and Compliance for Firm Economic Sustainability: Evidence from Taiwanese Electronics Firms

This study aims to examine whether the compliance of environmental policies can sustain firm economic performance, and whether a timing issue is relevant to firm economic sustainability in pursuit of eco‐friendly efforts. Offering models predominantly based on the institutional theory, this study tests hypotheses using data from 284 companies in the electronics sector in Taiwan during the period from 1997 to 2010. The findings reveal that the execution of environment policies mostly improves firm economic sustainability and some joint green efforts can even strengthen such sustainability; however, firms aiming to sustain their economic performance should not hasten to undertake eco‐friendly efforts, implying that first movers may not be guaranteed firm economic performance. Thus, managers should carefully strategize their green efforts to comply with environmental policies, and execute them in due course to prevent disadvantages, such as market uncertainty and complexity of green practices, while conquering organizational inertia. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment     

The impact of sourcing enterprise system use and work process interdependence on sourcing professionals’ job outcomes

We examine sourcing professionals’ work context to conceptualize how they use sourcing enterprise systems (SESs) and to understand when SES use results in positive/negative job outcomes. We differentiate between SES use for supplier selection and supplier governance, identify sourcing professionals’ work process interdependence as a moderator for the impacts of SES use on job satisfaction, and suggest job satisfaction mediates the impacts of SES use on job performance. We conducted a field study of sourcing professionals’ SES use at one of the largest consumer product companies in the United States, which has implemented an SES to innovate its sourcing professionals’ work processes. Based on our analysis of the survey and qualitative data we collected, we found the impacts of both types of SES use (1) to be negative on job satisfaction when work process interdependence was high, (2) to be positive on job satisfaction when work process interdependence was low, and (3) to be mediated by job satisfaction for job performance. We discuss the implications of our findings for the literature at the intersection of information systems and operations management as well as for the information technology enabled innovation of sourcing processes and, more generally, complex business processes.     

公共服务等值化建设与农民工——核心制度与推进路径

户籍制度及其衍生的配套政策造成了农民工不能享有与市民同等的公共服务。然而,由于积淀在户籍制度上的次生制度太多,有的已固化为社会现实,当前取消户籍制度的社会和经济成本太高,且对农民工公共服务等值化建设无实质性利好。农民工最大的问题是无力应对市场和城市生活风险,这是他们能否长期留在城市和实现市民化的关键。就此而言,农民工公共服务等值化建设的着力点并非户籍制度改革,而在于建立和完善其保障制度。     

提高高职院校核心竞争力对策研究

核心竞争力的内涵是别人无法取代的特色优势能力。实现一流院校,协调持续科学发展,必须提高核心竞争力。改革管理体制和运行机制,增强发展活力和自主创新能力;加强人才队伍建设,发挥人才的特色能力、优势能力、创新能力、综合能力和核心能力;产学研合作办学,提高抗风险能力;培养合格学生,提高就业率,是提高核心竞争力的主要对策。     

关于特长公路的隧道施工分析

介绍了石牙山隧道的工程概况、工程特点、施工方法以及具体施工过程中通风、用电、防排水和该隧道的施工方案。隧道施工密切结合新奥法—复合衬砌施工精髓进行。     

Equilibrium theory under ambiguity

We extend the classical results on the Walras–core existence and equivalence to an ambiguous asymmetric information economy; that is, an economy where agents maximize Maximin Expected Utility (MEU). The interest of considering ambiguity arises from the fact that, in the presence of MEU decision making, there is no conflict between efficiency and incentive compatibility (contrary to the Bayesian decision making). Our new modeling of an ambiguous asymmetric information economy necessitates new equilibrium notions, which are always efficient and incentive compatible.     

Dynamic capabilities through continuous improvement infrastructure

We examine the content of continuous improvement strategies and identify infrastructure decision areas that are important for continuous improvement initiatives. We present a framework of infrastructure based on the idea that continuous improvement can serve as a dynamic capability when it includes a comprehensive organizational context. Further, we study continuous improvement initiatives in five companies to investigate the practices used by them in each of the decision areas of our framework. This research adds to the conceptual understanding of continuous improvement and results in grounded propositions about critical areas of infrastructure for continuous improvement.     

The Role of Human Resource Management in Strategy Making

Among the strategy scholars, there is general consensus that responsive‐integrative strategy making is essential for ensuring a competitive advantage in contemporary dynamic environments. What is the role of HR in this process, and how can HR support responsive‐integrative strategy making? To answer these questions, we use illustrative experiences from Chr. Hansen, a global supplier of bioscience‐based ingredients to the food, health, and animal feed industries. We argue that HR's strategic role lies in providing support for both centralized and decentralized strategy making by offering aspirations for strategic decisions and by gathering various sources of inspiration for strategy discussions. © 2013 Wiley Periodicals, Inc.     

The combined impact of managerial and relational capabilities on innovation in firms

In this paper, a survey of more than 1600 firms in the five largest city regions of Norway is described in order to examine how a firm's innovative capacity is affected by three types of factors: factors related to the manager, the structure of the firm and the broader geographical location. By combining perspectives from the fields of management and economic geography in a logistic regression analysis, we find that the two key drivers of firm-level innovation in Norway are the presence of open-minded managers and evidence of collaboration with international partners. Moreover, these two factors are mutually reinforcing, as firms with open-minded managers also tend to engage more with international partners and vice versa.