Does educational diversity of managers matter for the performance of team‐managed funds?

We study the effect of the educational diversity of managers on the performance of team‐managed mutual funds using a large sample of U.S. equity funds from 1994 to 2013. We consider diversity in terms of both final educational degree and field of educational specialisation. We find that, in general, both types of diversity have a positive impact on fund performance, and our results are robust over a wide range of performance metrics and changes in market conditions.     

In the city: The John Lewis partnership and planned shopping centres

A defining feature of large-scale retailing during the period 1950–1980 was the emergence and evolution of planned shopping centres. During the 1950s, department stores in the United States were in the vanguard of this phenomenon. In contrast, British department stores continued operating from traditional high street sites, and had limited opportunities for expansion within planned shopping centres until the 1970s. This paper addresses the connection between department store retailing and the development of the planned shopping centre in Britain from the perspective of one enterprise: the John Lewis Partnership. The article demonstrates that the Partnership was willing to operate department stores within centrally located shopping centres, but was circumspect about operating stores in non-centrally located shopping centres.     

Using the Pack‐and‐a‐Half Rule to Eliminate Backroom Inventories in Retail Operations

In the retail industry, backroom inventories are typically associated with higher labor costs and greater operational complexity. Thus, retailers look for ways to eliminate backroom inventories. A heuristic used for this purpose is the pack‐and‐a‐half rule which suggests that the shelf space allocated for a product should be at least 50% larger than the case pack quantity in which the product is delivered. Despite its popularity among retailers, the pack‐and‐a‐half rule has been ignored in the academic literature. We introduce the pack‐and‐a‐half rule, assess its impact on a retailer's profits, identify cost, demand, and product characteristics driving this impact, and propose a modification. Based on an analysis of data obtained from a retailer on 1,986 SKUs in 20 categories, we find that the pack‐and‐a‐half rule decreases a retailer's profits, on average, by 10% when applied uniformly across all SKUs. Further, this decrease is significantly affected by product depth, product width, demand elasticity, case pack quantity, and inventory carrying cost. Finally, we develop a set of modifications based on these variables where the pack‐and‐a‐half rule is applied selectively and in a stepwise fashion. These modifications limit the decrease in a retailer's profits to a range between 6% and 7%.     

零售企业敏捷供应链系统CSS-SCM的研究

供应链核心在于实现供应链环节中的信息沟通，数据互换和协同工作，改造和整合企业的业务流程，因此供应链系统模型应该具有动态可重构的特点，系统主体的构成也应反映这种思想，在系统中引入“大规模定制”，“工作流”的新思想和“异构系统兼容”，“通用报表”以及“三层架构应用体系及开发手段”等新技术将使供应链系统更为“敏捷”。     

对商业银行推行客户经理制的探讨

加入WTO后,国外银行业对中国银行业的冲击是全方位的,在个人银行业务领域,首当其冲的就是改革开放20年来日渐壮大的高端客户群和潜力客户群,面对严峻的竞争环境,我国商业银行必须未雨绸缪,从容应对,率先抢占。我们应该清醒的认识到,竞争并不可怕,可怕的是没有明确的市场定位,不了解自己的长处和短处。只有扎扎实实地建立健全客户经理制,才能不断产生新的金融产品,不断满足客户需求,不断适应客户市场的风云变幻,从而取得持续竞争的优势。     

振兴东北老工业基地的高端人才支撑——关于沈阳市职业经理人队伍建设的思考

在现今经济发展日新月异的社会,企业作为社会财富的创造者和社会经济运营的最基本细胞,始终处于社会中坚地位。职业经理人队伍就是为企业而生,因企业发展需求而发展壮大的,并成为企业巨轮的船长主宰着企业的前途与命运。本文采用用事实说话的方法,围绕着沈阳市职业经理人队伍建设核心议题,从沈阳城市振兴的人力资源建设出发,结合国内外对这一问题的认识和研究,叙述了沈阳城市职业经理人队伍现状,深入分析了队伍建设面临的问题,指出了职业经理人应该具备的职业素养和个人修为,从企业、政府、社会以及猎头公司角度探讨了加强队伍建设的方法,试图寻求一条加强城市职业经理人队伍建设的有效路径。     

辩证看待年轻项目经理

为了培养一支年轻的项目经理队伍，推动我国建设事业，必须用对立统一的观点认识年轻项目经理，用具体问题具体分析的方法对待年轻项目经理，在实践中选拔培养年轻项目经理。     

把握基层管理者执行力提升的关节点

基层管理者的执行力大小直接关系到组织的成败得失,并反映了组织人力资源管理的绩效情况.基层管理者要提高执行力,必须明确目标并制定行动计划,充分认识本组织的资源优势并加以优化配置,协调好本组织与相关组织、上级组织和下级组织之间的关系,让员工拥有梦想,努力将"中游水平"整体提升.     

集成的零售配送区域划分和运输计划模型研究

零售配送是直接面向广大消费者具有配送对象不断变化特点的配送服务。集成的零售配送区域划分和运输计划模型融合了零售配送生成成本最小路径矩阵、配送区域划分、生成运输计划的全过程。它以GIS道路网数据为基础。以时间为成本，考虑时间窗口约束、道路双向交通、商品混运和运输工具重复调度等因素，自动地生成以线路为基础的运输计划，为配送企业提供了自动化决策的方法。     

Boxed-in:: Top managers' propensities during crisis issue diagnosis

A key task of crisis preparedness is to diagnose those crisis issues that could threaten an organization in the future. Existing models, however, have focused on diagnosing issues that are already apparent versus those that may occur in the future. As a result, we lack understanding of the processes involved in such diagnosis and the barriers that constrain this process. This paper describes envisioning, noticing, and interpretation as critical processes involved in diagnosing potential crises. It also suggests that during such diagnosis, top managers have a propensity to focus on particular types of crises and be blind to others. Implications for practice and future research are discussed.