基于作业过程的园林绿化项目资源清单模型

结合生产要素六元理论，对园林绿化项目资源进行界定；以作业过程为信息关联节点，通过施工工序分解和资源特征匹配，构造园林绿化项目的“产出-作业”分配关系描述矩阵和“作业-资源”消耗关系描述矩阵。XX科技园林绿化企业的应用结果表明，项目资源清单模型解决了目前园林绿化企业资源信息分离使用的现状，是企业快速构建项目资源计划表、项目施工方案以及快速估算项目成本等的基础数据信息。     

Is there decentralization in North Korea? Evidence and lessons from the sloping land management program 2004–2014

In the 1990s, the Democratic People’s Republic of Korea (North Korea) suffered from severe food shortages and large-scale deforestation, which triggered a stage of rural conservation reform. Since 2004, with support from the Swiss Agency for Development and Cooperation (SDC), North Korea’s Ministry of Land and Environmental Protection (MoLEP) has implemented a Sloping Land Management Program (SLMP). The SLMP established sloping land user groups and granted these groups the right to use marginal land for agroforestry development. This devolution of land rights from state control onto local groups is a landmark in North Korea, and this decentralization initiative has now expanded to over eight counties to involve thousands of households. It has also led to the launch of a National Agroforestry Policy and Strategy. Drawing from both qualitative and quantitative data collected from 2008 to 2014, this paper documents the process and effects of the SLMP. It argues that the decentralization reform in land management has contributed to not only food security with increased food crop diversity and productivity, but also notably forest recovery through an expansion of tree plantations and agroforestry practices on degraded sloping lands. However, an insufficient power transfer in the form of a lack of timber rights granted to the local user groups has hampered the effectiveness of the SLMP. There are also institutional and geopolitical challenges that are limiting further scaling-up of land-use decentralization across the country. The policy implication calls for more international investment as well as national land-use policy reforms in order to promote and facilitate further decentralization of sloping land management and to secure greater use rights for sloping land user groups.     

Firm resources,competitive actions and performance: investigating a mediated model with evidence from the in‐vitro diagnostics industry

Building on the resource‐based view (RBV) and competitive dynamics literatures, this paper proposes that considering resources or actions independently offers an incomplete understanding of the drivers of superior performance. Instead, we hypothesize that resources enable competitive actions and that when these actions leverage the firm's resources, superior performance results. We tested these hypotheses with panelized data on the technological resources and competitive actions of firms in the in‐vitro medical diagnostic substance manufacturing industry. The results provide substantial support for our hypotheses, specifically with respect to mediation. Our theory and results underscore how the integration of the competitive dynamics and RBV literatures can significantly improve our understanding of firm performance. Copyright © 2011 John Wiley & Sons, Ltd.     

基于组织协同系统的创客组织发展稳定性实证分析

创客组织是实现组织协同创新的重要载体。创客位于组织协同系统的核心层，创客入驻创客组织的创新状态决定了协同创新发展状态；创客组织位于组织协同系统的中间层，起组织协调作用，其发展稳定性影响着整个系统；协同组织位于外部层，其参与程度决定了整个系统的组织协同和协同创新吸引能力。基于波动系数计量模型，对240家创客组织的12项评价指标进行分析，结果显示，以高校主导的创客组织衡量指标波动系数为标准，创客组织在整体上处于发展不稳定状态；分类别分析结果表明，高校和科研院所主导的创客组织发展稳定性明显优于企业和个人主导的创客组织。研究结果可以为完善创新政策、促进创客组织稳健发展提供参考。     

Comparing post-operative resource consumption following transcatheter aortic valve implantation (TAVI) and conventional aortic valve replacement in the UK

Objective:

To define the in-hospital and 6-month post-discharge resource use, following Transcatheter Aortic Valve Implantation (TAVI) and conventional Aortic Valve Replacement (AVR) surgery within a single UK hospital.

Methods:

A local service evaluation of patients undergoing TAVI or AVR between January 2011 and May 2012 captured data until 6-months post-procedure, collected from hospital records and via a General Practitioner questionnaire. The main end-points were mortality, time in ITU/HDU, hospital length of stay (LoS), discharge destination, re-admission, and post-discharge primary/secondary care resource use. Sub-group analyses were performed for AVR patients aged ≥80 (AVR?≥?80) and with EuroSCORE of ≥10 (AVR ES?≥?10) to allow more direct comparison with ‘TAVI type’ patients.

Results:

Results are given as means (standard deviation) for TAVI (n?=?51), AVR (n?=?188), AVR?≥?80 (n?=?48), and AVR ES?≥?10 (n?=?47), respectively, unless otherwise stated. Age in years was 83.0 (8.1), 71.2 (13.1), 84.1 (2.7), 79.4 (7.1); EuroSCORE was 24.7 (11.9), 8.1 (6.4), 12.0 (6.0), and 16.5 (6.6); post-operative LoS (days) was 11.5 (11.2), 10.9 (10.8), 14.3 (16.7), and 15.2 (17.7). For discharged patients, 0%, 7%, 13%, and 9% had unplanned cardiac-related re-admissions within 30-days of discharge. Time to first readmission was 74.6 (34.0), 35.0 (34.2), 20.8 (9.7), and 22.6 (14.3) days.

Limitations:

This was a single-center retrospective evaluation, not prospectively powered to confirm differences in outcomes.

Conclusions:

Despite TAVI being performed in an older, higher risk population, LoS was similar to AVR. Most strikingly there were no cardiac-related re-admissions within 30-days for TAVI and time to first re-admission was significantly longer. This evaluation suggests that TAVI is clinically appropriate and provides economic advantages in both the hospital and post-discharge setting in this high risk group. Many patients undergoing TAVI are considered unfit for surgery and, hence, TAVI offers a treatment that delivers similar results to traditional AVR without the high risk associated with surgery.     

保险业新主体公司的经济绩效与组织管理及人力资本利用

近年来保险业许多成立的新主体公司,为了抢占市场份额,在所采取的各种组织措施和组织手段中,其最重要的组织管理与人力资源利用的制度却出现了矛盾和悖论,进而又出现了人力资源利用与经济绩效的悖论,并造成人力资本的原子状态,使公司成员缺乏团队精神,不能形成整体的合力,并带来公司内人际关系紧张等一系列严重问题。究其问题的核心,发现其组织管理制度和人才激励机制是对人的扭曲,把人降低为物当成了工具。这样的问题如果不能得到及早、尽快地解决,不仅会影响新主体公司的生存和发展,甚至会危及整个保险业的健康发展。     

浅谈企业的人才留用机制与人力资源管理问题

进入现代社会,企业之间的竞争日益激烈,而要想在激烈的市场竞争中站稳脚跟,就必须加强企业的人才储备。本文对人才留用机制的建设和人力资源管理方面提出一些意见和建议以供参考。     

A multilevel perspective on organizational buying behavior in coopetition–an exploratory case study

This article offers a new and interesting perspective on organizational buying behavior by focusing on the simultaneous existence of both cooperation and competition, that is, coopetition. Coopetition may bring undesired knowledge leaks, opportunism, and weakened competitive advantage, and it is therefore important to understand how coopetition develops over time through interrelated activities on multiple levels. The article aims to improve our understanding of the development of organizational buying behavior through adopting a multilevel perspective on coopetition. The empirical study is based on exploratory case study research involving a single case from the manufacturing sector featuring a large multinational buyer and its supplier. The findings of the study show that organizational buying behavior in coopetition develops through interrelated activities on the individual, the organizational, and the relational level. Over time, dominating activities evolve from being ambivalent on an individual level to become authoritative on a company level and finally to being opportunistic on a relational level. Theoretically, this study contributes to organizational buying behavior literature by examining coopetition from a multilevel perspective. From a managerial perspective, the findings establish the importance of recognizing individual-, and organizational-level activities.     

Managing digital business platforms: A continued exercise in balancing renewal and refinement

Central to the evolution of a digital business platform is the organization’s ability to balance exploration (renewal) and exploitation (refinement) simultaneously. Drawing on prior research—including digital platforms, contradictory tensions, and organizational ambidexterity—and our own experience investigating digital business platforms in organizations, this article provides insights into how executives can manage this evolution successfully. More specifically, we present a framework recognizing three pairs of organizational capabilities (i.e., identifying-nourishing, expanding-legitimating, and augmenting-embedding) that enable balancing renewal and refinement of the platform over time. We close by providing critical managerial practices that executives can use in anticipating, adjusting, and evaluating the evolution of a digital business platform over time, including its initiation, development, and growth.     

To push performance,check the leader’s power motive

The power motive, defined as the desire to impact the behavior and emotions of another person, has long been controversial. On one side, the exercise of power has been put forth as a fundamental human need greater in strength than the need to survive. On the other, it has been vilified for its potentially devastating consequences. We argue the latter view is distorted, and, by relying too heavily on it, we have come to misunderstand the essential nature of power and its use by leaders charged with driving performance. It is not the power motive that leads to corruption and tyranny, but rather how the power motive is channeled into behavior by other personality factors. Consequently, those charged with leader selection should place greater emphasis on how individuals with strong power motives differ in how they channel power. Doing so will support the selection of executives best equipped to deliver organizational performance.