宁夏地区数字图书馆运行与管理中存在的问题及解决思路

本文分析了宁夏地区数字图书馆的发展现状,剖析了当前宁夏数字图书馆运行与管理中某些方面存在的问题,并依据自己的认识,结合实际和自身工作经验,针对存在的问题提出一些解决思路。     

激励理论在企业管理中的运用

激励理论应用在企业管理中具有很重要的意义,通过该理论的运用能够对管理实践进行科学的指导,最终达到个人目标和企业目标相统一的管理目的。通过分析激励理论的原理,探讨其在企业经营管理中的运用。     

水利工程造价控制及管理措施的几点体会

水利工程造价管理是全寿命、全过程、全要素、全方位的造价管理,在投资决策、设计、建设、竣工验收各个阶段,都会受到诸多因素的影响和制约,因此水利工程造价控制是一个动态管理,本文分析水利工程造价控制及管理中存在的问题,论述自己对水利工程造价控制及管理的几点体会。     

电子商务环境下复合型物流管理人才培养策略研究

复合型电子商务物流管理人才匮乏已经成为制约我国电子商务健康发展的瓶颈。结合电子商务高速发展的需求以及现代物流业发展的新特点,提出了复合型电子商务物流管理人才所应具备的核心专业能力,并从人才培养模式、教学模式、课程知识体系和人才评价体系等方面提出了复合型电子商务物流管理人才的培养改革措施,为高等院校培养电子商务物流管理人才提供参考。     

The coevolutionary process of restaurant CSR in the time of mega disruption

This study investigates how US foodservice conglomerates have embarked on corporate social responsibility (CSR) measures to circumvent dire situations during the COVID-19 pandemic. It explores the evolution of CSR practices from restaurant enterprises to rescue and salvage their stakeholders. By analyzing press releases from ten restaurant chains in three different crisis phases (incubation, acceleration, and climax) through corpus linguistics, we identify a CSR progression mechanism that coevolves with the aftermath of the crisis among their stakeholders. This study improvises the CSR- as-process view to highlight the time-variant dynamic nature of CSR development over the course of major disruption.     

基于Excel的道路工程计算技术

围绕数据组织、数据的联动检索技术、Excel高级函数、Excel自定义函数、Excel VBA程序的开发过程,系统地建立了基于Excel的道路工程计算的框架模板。     

6S优化检维修管理模式的实施

为提高设备检维修现场管理水平,中国石化南通石油分公司大岸桥石油机械厂钳工车间将6S现场管理理念导入钳工车间日常检维修管理中,通过对检维修现状和方式的分析,创新管理理念,制定有效的计划及措施并落到实处,使钳工现场检维修管理模式得到优化,提升了车间的管理水平。     

互联网背景下工商管理模式的创新发展研究

随着信息时代的到来,互联网技术在各个行业的应用也越来越普遍,这也为我国经济的发展提供了非常有利的条件。工商管理模式的创新实践是现代企业经营管理中的核心内容,工商管理模式将直接影响企业在日常经营中解决各种管理问题的效率,是企业稳定持续发展的重要指标。因此,企业的管理者应该合理地运用现代化信息技术,提升企业工商管理的水平,实现企业的健康稳定发展。     

Familiness,business strategy and stakeholder engagement: The internationalisation of Spanish olive oil mills

Based on social capital theory and the family-firm context, this paper studies familiness' composition and the result of the overlap of the family and firm systems, analysing their influence on the internationalisation strategies of family firms. In this relationship, the stakeholder engagement becomes at the same time an antecedent and a result when developing family businesses' strategies, being one of the most relevant the internationalisation strategies. Prior research focused on familiness as the result of proxy variables such as the percentage of ownership and management in family hands, or business size, instead of as psychological variables resulting from shared organisational culture and social interactions. Through a qualitative study based on 12 interviews of general managers and/or export managers of Spanish family olive oil mills, this study asserts that the level of familiness influences internationalisation strategies, the reasons underlying a business becoming international and its commitment to activities abroad being the role of stakeholders crucial in those interactions. The higher the level of familiness, the more likely the family business internationalisation and the higher their levels of international commitment. Additionally, the higher the concern about their stakeholders, the higher their levels of international commitment. The family businesses' concern for their stakeholders and their international commitment share a reciprocal relationship. The results regarding the relevance of familiness as social capital resources in sustaining competitive advantages support the decision to promote, develop and nurture social capital when a family business goes international.     

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.