Zusammenarbeit zwischen organisatorischen Gruppen: Ein Literaturüberblick über die Intergroup Relations-, Schnittstellen- und Boundary Spanning-Forschung

Zusammenfassung Die Zusammenarbeit zwischen organisatorischen Gruppen (Abteilungen, Projektteams etc.) leistet einen entscheidenden Beitrag zur Effizienz und Effektivität von Unternehmen. Drei Forschungsströme liefern wichtige Erkenntnisse hinsichtlich der Zusammenarbeit zwischen organisatorischen Gruppen. In diesem Beitrag werden der gegenwärtige Forschungsstand (State-of-the-Art) zu Intergroup Relations, Schnittstellenmanagement und Boundary Spanning zusammengefasst und Massnahmen zur Förderung der Zusammenarbeit zwischen organisatorischen Gruppen abgeleitet. Der Beitrag schliesst mit einer zusammenfassenden Würdigung, in der Unterschiede und Gemeinsamkeiten der Forschungsrichtungen aufgezeigt werden. Darüber hinaus werden wichtige Themen für notwendige weitere Forschung zur Zusammenarbeit zwischen Gruppen skizziert. JEL classifications L20, M10, M12     

正确处理工程质量面临的十大关系

工程质量浓缩企业的综合素质，是施工企业生存与发展的基石。了解与质量有关系的方方面面，才能提高质量管理水平，高标准、严要求、创品牌的良好氛围才会形成，从而促进企业在激烈的竞争中持续、稳定、健康发展。     

The management of labour in Japanese manufacturing plants in China

While there is now considerable scholarship concerning Japanese management practices in their overseas production operations in Europe and North America, little is known about Japanese investment in other parts of the world, especially in Asia. This paper draws on on-going research into the nature and operations of Japanese manufacturing investments in China. The paper focuses on interviews primarily with Chinese managers in twenty plants in three locations within China, to examine their personnel polices and practices, and draw from this their overall industrial relations strategies. The main findings were, first, that, despite claims of cultural similarity between China and Japan, personnel management practices were generally not transferred from Japan to the plants in China. Second, practices that may appear as Japanese inspired were often informed by local practices. Third, there was diversity in the forms of practices used, indicating neither sophistication nor a singular recipe of management methods. Thus, the paper seeks to challenge proponents of Japanization who claim, essentially, that Japanese management techniques are predicated on the construction of particular forms of social relations around work that allow sophisticated, and integrated, production-management systems to function. Instead, depending on a complex interrelation between location industry and the history of each plant, managers sought to use various local and 'universal' (generic to capitalism) strategies and practices to control and utilize labour.     

The impact of economic reform on the role of trade unions in Chinese enterprises

The movement of the Chinese economy towards a market orientation has been characterized by high levels of foreign direct investment, the diversification of forms of public ownership and the growing economic significance of the private sector as the PRC joins the global economy. These changes have clearly had a significant impact over time on the Chinese labour-force. This study, based on a geographically dispersed sample of sixty-two enterprises, both state-owned and joint venture, examines the effect of these economic reforms on industrial and labour relations, and in particular on the role of trade unions at plant level.     

Introduction: the Asia-Pacific HRM model revisited

This article introduces a symposium which 'revisits' the Asia-Pacific HRM model, much discussed in recent literature. It argues that, while the IR/HRM systems of the countries in the region are prima facie heterogeneous, there is both commonality and diversity. It posits the four logical cases of 'hard convergence', 'soft convergence', 'soft divergence' and 'hard divergence'. It argues that the most probable outcomes are likely to be the middle options. 'Soft convergence' may have occurred as a result of broader responses to broad economic trends such as globalization; 'soft divergence' may still be de rigueur , as the devil is always 'in the details'. Institutional and legal changes may also take place more slowly than enterprise-level or organizational ones.     

马克思主义中国化与中国现代化的关系

中国现代化是在中国共产党的领导下进行的,因此马克思主义中国化与中国现代化有着必然的联系。马克思主义中国化蕴含于中国现代化的实践中,既是中国现代化平稳建设的重要条件,又是其重要成果。     

The transformation of the wage and performance appraisal system in a Japanese firm

This paper analyses how performance appraisal has affected the wages of employees in a unionized Japanese firm over time, using firm-level wage and performance appraisal data. Data show that the wage and performance-appraisal systems have been shifting to a performance basis, and away from the heavy reliance on age and seniority characteristic of the old systems. In the process, wage differentials among employees are becoming wider, particularly among those 37 to 41 years old and those 49 to 55 years old. Management introduced the new wage system through a process of concessionary bargaining. Surprisingly, employees, rather than the enterprise union, were able to convince management to modify their initial plans during bargaining over the new wage system.     

基于关系能力观的企业新增长理论

构建“企业关系能力一知识和资源获取—经营绩效”理论模型对208个样本数据进行实证分析,结果显示:企业关系能力与经营绩效存在正向关系,战略型和嵌入型关系能力从正向影响资源和知识获取,资源和知识获取也正向影响企业的绩效.实证检验很好地支持了假设,为后续基于关系能力的企业新增长理论研究提供了参考.     

The Role of Employer Unions in Hegemonic Struggle,Interest Representation and Promotion of Managerial Perspectives in Turkey

This article explores power and hegemony in the context of industrial relations in Turkey. Analysis of interest, articulation and representation is built around three strands: a Gramscian reading of hegemony, periodization through the political economy of industrial relations and the communicative action staged by the prominent employer union. Starting with the 1970s, continuities and shifts in discourse are identified. The rise and fall of different voices (i.e. insiders and outsiders) in texts point towards a search for a full blown hegemony in the 1990s with a new set of challenges confronted and resolved through new legislation passed in 2003.     

The take-up of human resource management by mainstream companies: key lessons from research

Drawing upon a major British study involving over 300 interviews in fifteen case organizations from the private and public sectors, this paper draws out the essential elements of recent changes in industrial relations. In particular, it examines the significance of human resource management initiatives for the practice of industrial relations. The main thrust of the paper examines the ways, and the extent to which, mainstream organizations have transposed and absorbed concepts and practices from the highly publicized ‘lead cases’ into their own routines.

The central argument has three component elements: a whole array of managerial initiatives was launched in the period covered by the research; many of the more far-reaching of these were devised and driven from outside personnel or industrial relations management; cumulatively, these initiatives have impacted on the conduct of industrial relations.

A key concept which is identified and explored is that of HRM/IR ‘dualism’. This is the attempted bolting-on of HRM techniques and language alongside prevailing, albeit to some extent diluted, IR proceduralism. Many of the significant changes in labour management practices stemmed from initiatives taken by general managers, manufacturing directors and line managers. Transformative initiatives in the guise of culture change and structural change often carried profound implications for industrial relations even though these initiatives would not traditionally be regarded as part of industrial relations proper.