导航产品与商业银行产品创新的实践与思考

长期以来,产品易于被竞争对手模仿及保持市场优势时间短,成为制约商业银行产品创新的“瓶颈”。目前国内商业银行需要经历机制性的组织变化才能逾越产品创新的难关,因而要求在组织管理层中有能动的“导航者”。导航者的作用在于使组织的创新机制运作顺畅、培养有创新能力的团队及引入合适的创新技术,从而改善组织的产品创新效果、塑造组织的产品创新文化。有鉴于此,要求导航者要具备必要的知识、投入足够的精力及承担潜在的风险。本文通过案例银行的具体产品创新实例,分析了导航者如何导航产品创新的开展,使理论与实际结合,具有一定的应用价值。     

构建电网经营企业的特色企业文化

阐述了企业文化的建立要切切实实地以人为本,要让企业员工真正参与到文化建设中来,开发和利用企业的知识资源,继承和发扬原有企业丈化中优秀的部分,剔除企业文化中不适应市场环境和对企业发展不利部分,树立新型的、健康的、有别于其他企业的经营理念,实现组织的高效率,只有这样,才能真正构建电网经营企业的特色企业文化。     

Transferring and Transforming Technology Education: A Study of Norwegian Teachers’ Perceptions of Ideas from Design & Technology

What happens when educational ideas cross national and cultural borders? How do teachers respond to ideas originating in a different school system and a different national culture? This article reports on an empirical study investigating the transfer of ideas from Design &; Technology as a subject in England and Wales into Norwegian schools. A sample of teachers participating in a specific project on technology teaching inspired by this subject has been studied by means of interviews and classroom observation. Results of the study show that while some elements of Design &; Technology are adopted by the teachers, essential ideas of the subject are significantly transformed. Drawing on Barnes, (1992, Teachers and Teaching: From Classrooms to Reflection (pp. 9–32), The Falmer press, London) concept of teachers' professional frames for teaching, it is shown how specific aspects of the national and educational culture have had a considerable effect on?the teachers' interpretation of the nature of technology as a subject of teaching and its place in the curriculum. The study illustrates the importance of the cultural context in how educational ideas are interpreted, reshaped and realized in schools.     

National culture and R&D and marketing integration mechanisms in new product development: A cross-cultural study between Singapore and New Zealand

The integration of R&D and marketing in new product development (NPD) is an important contributor to NPD performance. Of the mechanisms developed to aid functional integration, many have been developed in western cultural environments and may not have applicability in other national cultural settings. Using a sample of NPD workgroup personnel in New Zealand (NZ), the western cultural environment, and Singapore, quantitative and qualitative data have been used to measure national culture and determine the applicability of different organization integration mechanisms. Results show key differences between the two samples, indicating a link between formalization, centralization, role flexibility and interfunctional climate mechanisms with the Hofstede dimensions of Power Distance, Masculinity and Uncertainty Avoidance of national culture. Managerial implications are that national cultural values and settings of the respondents are important when determining best integration mechanisms.     

建筑企业扁平化开放式现代管理模式研究

当代管理的一个重要特点是创新，为了实现创新建筑企业需要一个适应时代特点的全新企业化，即开放平等的气氛、高效的企业组织结构和团结协作的企业化，形成一个新的扁平化开放式现代管理模式。对传统管理模式和现代管理模式进行了比较。建筑企业采用扁平化开放式现代管理模式，企业效益必将得到极大地提高。     

执行 执行力 执行文化——关于国有企业执行力的思考

阐述了执行、执行力、执行文化的内涵,分析了国有企业执行力的状况,并提出了打造执行文化要重点抓好三个方面的工作问题.     

Bank CEO materialism: Risk controls,culture and tail risk

We investigate how the prevalence of materialistic bank CEOs has evolved over time, and how risk management policies, non-CEO executives’ behavior and tail risk vary with CEO materialism. We document that the proportion of banks run by materialistic CEOs increased significantly from 1994 to 2004, that the strength of risk management functions is significantly lower for banks with materialistic CEOs, and that non-CEO executives in banks with materialistic CEOs insider trade more aggressively around government intervention during the financial crisis. Finally, we find that banks with materialistic CEOs have significantly more downside tail risk relative to banks with non-materialistic CEOs.     

Measuring and improving safety culture in organisations: an exploration of tools developed and used in Belgium

To support organisations in addressing their safety culture, practical tools have been developed worldwide. Based on such practical tools, it is possible to measure where an organisation is situated regarding its safety culture in order to identify priority areas, formulate appropriate improvement strategies and determine changes over time. In this paper, it is examined which practical tools to measure and improve safety culture are provided on the Belgian market. In total, 15 Belgian tools were identified, of which 8 agreed to cooperate. Amongst the included tools, there is a lot of variation regarding the methods to diagnose the safety culture and the overall procedure to improve the safety culture. The importance to adapt the tool to the specific needs and context of organisations is acknowledged in most of the tools, as well as the importance to use a multi-method approach to measure the safety culture. Also, it is recognised that all hierarchic levels should participate during the process of diagnosing the safety culture. A point of attention is this overall participation during the validation of the results of the diagnosis, and the priority setting of the recommendations, which is mainly done by the higher management. The development of the Belgian tools is based on experience with a focus on direct practical application, which leads to the fact that none of the tools are validated through scientific evidence. Another point of attention is that organisations pay too little attention at the continuity of safety culture research. And finally, the question can be raised if the safety culture tools actually address the concept ‘safety culture’, or if they address only a subset of the concept. When safety culture is addressed, a comprehensive approach should be used, where technological, organisational, human and external aspects are taken into account as interacting and interrelating elements.     

Can employee ownership and human resource management policies clash in worker cooperatives? Lessons from a defunct cooperative

The article analyzes the interaction between employee ownership, HRM policies and practices, and HRM outcomes in what was the world's biggest industrial worker cooperative for decades, and now defunct, Fagor Electrodomésticos. Using longitudinal internal data and detailed interviews with key stakeholders, this paper sheds light on how employee ownership conditioned HRM policies. HRM outcomes—such as job satisfaction and absenteeism—are also analyzed over a long period of time. Chronic nepotism when recruiting new members, failures in the training policy, impoverished and Taylorist working systems, and reverse dominance hierarchies are analyzed as factors that increased free riding and caused low satisfaction and the disengagement of working members. This case study contributes to the literature on HRM and worker cooperatives as it provides some insights that are rarely found in that literature. It also provides guidance to worker cooperatives about increasing the fit between employee ownership and HRM policies and outcomes.