客户关系管理价值链研究

在电子商务时代,以客户为中心的客户关系管理(CRM)成为增强企业核心竞争是客户价值管理,本文对CRM价值链进行了初步探讨,提出了CRM价值链模型,并对CRM价值链的基本阶段及其支持条件进行了深入的分析.     

The management of development— The next decade

In this article the author argues that the last decade of development has proved to be a myth. He suggests that the poor countries have probably been exploited during this period. He believes that ‘aid’ programmes have badly misfired. However he is constructively critical and puts forward guidelines for planning and action. While he acknowledges that the task is huge he believes that we have the potential, given the desire to achieve success.     

项目团队有效性的影响因素界定与实现

本文从项目管理的层面界定了影响项目团队有效性的五个因素即团队价值观、人际互动关系、角色分配、团队领导的能力与团队智慧,这些因素无一不受到项目团队的学习能力的影响,因此,项目团队的学习是提高项目团队有效性的重要途径.由此,本文给出了项目团队的IWRAM学习模式和深度汇谈的具体学习方法.     

Early Retirement: The Case of The Netherlands

ABSTRACT This article takes a closer look at the scope of actual early retirements, reasons for choosing early retirement, the popularity of different types of flexible retirement schemes, and the status of elderly employees within their own organization. It appears that positive reasons for choosing early retirement are more often mentioned by persons in higher professional groups, by those with a higher level of education, and by those who work in the civil service or the service sector. Neutral and negative reasons are mentioned more often by persons in lower professional groups, by those with a lower level of education, and by those working in the industrial sector. Although the motives for opting for early retirement differ, there do not appear to be great differences between categories of respondents if they have been able to choose their age at retirement personally, within specified age limits. Approximately a quarter of the respondents indicated they would leave work at the age of 60, even if this meant a 30% drop in net income.     

The Management of Redundancies in Europe: The Case of Denmark

The paper presents the findings of comparative and interdisciplinary legal and economic study on managing labour redundancies in seven EU member countries. It is structured for comparability between the systems examined. The introductory section contains an account of the evolution of the Danish labour market, with special reference to redundancy trends, of the features of the programmes for managing redundancies, of the roles of firms and the ‘external environment’ in handling workforce adjustments. The second section presents a map of policies that work to prevent labour redundancies (preventive measures) such as flexibility, training etc. Next, the instruments for handling temporary labour redundancies (retentive measures) are examined (e.g. short-time working, temporary layoffs etc.). The following section is devoted to instruments and programmes involved in the management of permanent labour redundancies (expulsive measures), e.g. collective dismissals, severance pay etc. The final section provides an overall assessment of the Danish system for managing labour redundancies, and briefly discusses the national debate on the prospects for reform, in light of the principles and policies of convergence set forth by the European Union.     

The Dynamism of Organizational Practices: The Role of Employment Blueprints

This paper explores how founders’ blueprints affect the dynamism of organizational practices, and in particular the capability to sustain as well as change practices. First, a theoretical argument is developed on the critical role of founders’ blueprints of the employment model, which are difficult to alter and mark firms’ future paths by affecting the dynamism of organizational practices over an extended period of time. Subsequently, case studies of several organizational practices in three management consulting firms in the USA, the Netherlands and the UK illustrate how founders’ conceptions of the employment relationship (i.e. their employment model) affect the way in which competing demands of continuity and renewal are addressed. Moreover, engineering‐ or commitment‐oriented blueprints appear to facilitate the capability to adapt, while autocratic blueprints do not.     

The Determinants of Management Development: The Views of MBA Graduates

This article is derived from survey data obtained from a structured sample of 450 MBA graduates and is part of a wider programme of research investigating the current state of management development in Britain. The intention is to analyse the determinants of the amount, the methods and the impact of management development systems in UK organizations and to assess these findings in relation to a comparable analysis of HRD managers. Both the amount and the variety of management development methods are greater than has been previously reported and, for the HRD sample, the impact of this activity is broadly positive. While agreeing on the amount, MBA managers are less enthusiastic about the availability and effectiveness of management development they have experienced. Overall, the management development policy choices made by organizations are consistently the most influential in determining outcomes, and the implications for this are discussed.     

The Management of Redundancies in Europe: The Case of Spain

The paper presents the findings of a comparative and interdisciplinary legal and economic study on managing labour redundancies in seven EU member countries. It is structured for comparability between the systems examined. The introductory section contains an account of the evolution of the Spanish labour market, with special reference to redundancy trends, of the features of the programmes for managing redundancies, of the roles of forms and the ‘external environment’ in handling workforce adjustments. The second section presents a map of policies that work to prevent labour redundancies (preventive measures) such as flexibility, training etc. Next, the instruments for handling temporary labour redundancies (retentive measures) are examined (e.g. short-time working, temporary layoffs etc.) The following section is devoted to instruments and programmes involved in the management of permanent labour redundancies (expulsive measures), e.g. collective dismissals, severance pay etc. The final section provides and overall assessment of the Spanish system for managing labour redundancies, and briefly discusses the national debate on the prospects for reform, in light of the principles and policies of convergence set forth by the European Union.     

The Decline of Deference: The Political Context of Risk Communication

Risk communication is seen as an important adjunct to the process of siting locally noxious facilities. To understand how risk communication might function in such a process, one needs to understand the political context that gives rise to public opposition to such facilities in the first place. This analysis draws on a variety of data to describe the decline of deference, a situation in which a hostile and alienated public is mobilized primarily through ad hoc voluntary organizations, and is increasingly reluctant to defer important decisions to institutional elites. Risk communication programs must be designed to offset the trends that result in the decline of deference. This conclusion differs markedly from the conventional wisdom that risk communication is merely a device for providing information to citizens so sthat they may make more rational decisions.     

The multinationalization of developing country MNEs: The case of multilatinas

I study the multinationalization — the decision to establish foreign direct investment (FDI) — of developing country firms, in particular Latin American ones or “Multilatinas”. Despite a long exporting tradition, many firms in Latin America have only recently become multinational enterprises (MNEs). The analysis of case studies reveals three insights. First, Multilatinas take a long time to become MNEs, reflecting the additional challenges and need for sophisticated advantages for establishing FDI. Second, Multilatinas are induced to become MNEs after changes in the home country that follow structural reform induce them to upgrade their competitiveness to international levels. As a result, they can overcome the difficulties of establishing FDI and become MNEs. Third, Multilatinas follow four strategies in their selection of the country where to establish FDI first depending on the interplay between difficulties and advantages of operating abroad. These three arguments build on and link the notion of advantages of internationalization put forward by the eclectic paradigm of international production and the idea of difficulties in internationalization presented by the incremental internationalization model. The strategies are explained by the balancing of the ease of overcoming difficulties and the advantages derived from foreign operations.     

The Management of Redundancies in Europe: The Case of Germany

The paper presents the findings of comparative and interdisciplinary legal and economic study on managing labour redundancies in seven EU member countries. It is structured for immediate comparability between the systems examined. The introductory section contains an account of the evolution of the German labour market, with special reference to redundancy trends, of the features of the programmes for managing redundancies, of the roles of firms and the ‘external environment’ in handling workforce adjustments. The second section presents a map of policies that work to prevent labour redundancies (preventive measures) such as flexibility, training etc. Next, the instruments for handling temporary labour redundancies (retentive measures) are examined (e.g. short-time working, temporary layoffs etc.). The following section is devoted to instruments and programmes involved in the management of permanent labour redundancies (expulsive measures), e.g. collective dismissals, severance pay etc. The final section provides an overall assessment of the German system for managing labour redundancies, and briefly discusses the national debate on the prospects for reform, in light of the principles and policies of convergence set forth by the European Commission.     

The Management of Redundancies in Europe: The Case of Italy

The paper presents the findings of comparative and interdisciplinary legal and economic study on managing labour redundancies in seven EU member countries. It is structured for comparability between the systems examined. The introductory section contains an account of the evolution of the Italian labour market, with special reference to redundancy trends, of the features of the programmes for managing redundancies, of the roles of firms and the ‘external environment’ in handling workforce adjustments. The second section presents a map of policies that work to prevent labour redundancies (preventive measures) such as flexibility, training etc. Next, the instruments for handling temporary labour redundancies (retentive measures) are examined (e.g. short-time working, temporary layoffs etc.). The following section is devoted to instruments and programmes involved in the management of permanent labour redundancies (expulsive measures), e.g. collective dismissals, severance pay etc. The final section provides an overall assessment of the Italian system for managing labour redundancies, and briefly discusses the national debate on the prospects for reform, in light of the principles and policies of convergence set forth by the European Union.     

The Management of Redundancies in Europe: The Case of France

The paper presents the findings of comparative and interdisciplinary legal and economic study on managing labour redundancies in seven EU member countries. It is structured for comparability between the systems examined. The introductory section contains an account of the evolution of the French labour market, with special reference to redundancy trends, of the features of the programmes for managing redundancies, of the roles of firms and the ‘external environment’ in handling workforce adjustments. The second section presents a map of policies that work to prevent labour redundancies (preventive measures) such as flexibility, training etc. Next, the instruments for handling temporary labour redundancies (retentive measures) are examined (e.g. short-time working, temporary layoffs etc.). The following section is devoted to instruments and programmes involved in the management of permanent labour redundancies (expulsive measures), e.g. collective dismissals, severance pay etc. The final section provides an overall assessment of the French system for managing labour redundancies, and briefly discusses the national debate on the prospects for reform, in light of the principles and policies of convergence set forth by the European Union.     

The Retirement Syndrome:: The Psychology of Letting Go

This article analyzes a problem that can be described as the retirement syndrome. In exploring the difficulties many leaders face in letting go at the end of a full career, it reviews a number of the barriers to exit: financial, social, and psychological. It looks at the physical and psychological effects of aging, in the context of retirement; examines the experience of nothingness that single-minded careerists often feel after retirement; describes the talion principle, a subliminal fear of reprisals; and discusses the ‘edifice complex,’ the wish to leave behind a legacy. The article concludes with suggestions as to how individuals and organizations can develop more effective and humane disengagement strategies.     

The Management of Redundancies in Europe: The Case of Great Britain

The paper presents the findings of a comparative and interdisciplinary legal and economic study on managing labour redundancies in seven EU member countries. It is structured for immediate comparability between the systems examined. The introductory section contains an account of the evolution of the British labour market, with special reference to redundancy trends, the features of the programmes for managing redundancies, the roles of firms and the ‘external environment’ in handling workforce adjustments. The second section presents a map of policies that work to prevent labour redundancies (preventive measures) such as flexibility, training etc. Next, the instruments for handling temporary labour redundancies (retentive measures) are examined (e.g. short-time working, temporary layoffs etc.). The following section is devoted to instruments and programmes involved in the management of permanent labour redundancies (expulsive measures), e.g. collective dismissals, severance pay etc. The final section provides an overall assessment of the British system for managing labour redundancies, and briefly discusses the national debate on the prospects for reform, in light of the principles and policies of convergence set forth by the European Union.     

The value relevance of accounting:: The rest of the story

When a story appears in the media reporting ‘restatements, frauds, and investigations,' how do reported dollar effects relate to value? Declines to about half the pre-event levels are observed, even when the overall market has been increasing significantly. The declines in price (cum dividend) are significantly associated with the amount of the event's effect, as reported in the media, when concurrently controlling for earnings, industry, market, and scalar (book value) effects. The Value Line evaluations of these companies' safety, financial strength, price stability, and technical ranking all deteriorate significantly post-event. Managers evaluating their accounting and controls should consider such consequences.     

The Management of Redundancies in Europe: The Case of the Netherlands

The paper presents the findings of comparative and interdisciplinary legal and economic study on managing labour redundancies in seven EU member countries. It is structured for comparability between the systems examined. The introductory section contains an account of the evolution of the Dutch labour market, with special reference to redundancy trends, of the features of the programmes for managing redundancies, of the roles of firms and the ‘external environment’ in handling workforce adjustments. The second section presents a map of policies that work to prevent labour redundancies (preventive measures) such as flexibility, training etc. Next, the instruments for handling temporary labour redundancies (retentive measures) are examined (e.g. short-time working, temporary layoffs etc.). The following section is devoted to instruments and programmes involved in the management of permanent labour redundancies (expulsive measures), e.g. collective dismissals, severance pay etc. The final section provides an overall assessment of the Dutch system for managing labour redundancies, and briefly discusses the national debate on the prospects for reform, in light of the principles and policies of convergence set forth by the European Union.     

影响中国商业谈判的因素分析

商业谈判是商业活动中一个必不可少的组成部分。为了了解影响中国商业谈判的因素,笔者在北京、温州和邯郸三个城市的几十家企业里组织了102组商业模拟谈判,并对相关数据进行了分析。数据结果揭示了中国商业谈判者的个人特征、谈判策略及谈判气氛等因素对谈判结果所产生的影响,以及这些因素之间的相互作用。文章最后针对这些分析结果提供了相应的现实商业谈判操作启示。     

Product Design Awards and The Market Value of The Firm

Product design has increasingly been recognized as an important source of competitive advantage. This study empirically estimates the impact of effective design on the market value of the firm. We use a firm's receipt of a product design award as a proxy for its design effectiveness. Based on data from 264 announcements of design awards given to commercialized products between 1998 and 2011, we find that award announcements are associated with statistically significant positive stock market reactions. Depending on the benchmark model used to estimate the stock market reaction, the market reaction over a two‐day period (the day of announcement and the preceding day) ranges from 0.95% to 1.02%. The market reaction is more positive for smaller firms and for firms whose award winning products are consumer goods. However, a firm's growth potential, industry competitiveness, and whether a firm is a first time or repeated award winner do not significantly affect the market reaction.