基于社会资本的突发事件理论分析

近年来,在全球频发的各种突发事件与社会资本运作空间的失当密不可分。在突发事件的前期,存在着社会资本原状与突发事件前期因子之间的不良互动和媾和,这种状态持续到质变的程度时,又在某种诱发因素的作用下,以积累爆发或扩散爆发等形式表现为突发事件,并产生一系列消极性的社会影响。突发事件发生和扩散的过程同时也是各种社会资本被动性应急调整、资本组织治理的过程。鉴于社会资本在突发事件中的动因作用,积极地改善社会资本的运作状况,消化突发事件的消极影响,改变社会资本误运作和优化社会资本结构的过程,对于减少突发事件的发生和积极的应对,具有十分重要的现实意义。     

激发你的正能量! 使整个企业建立积极、正向、阳光的文化

近期,"正能量"这个词在企业界非常风靡。它指一切可以使人们积极向上、促使人们不断追求、让生活变得圆满幸福的动力和感情。在经济不景气的大环境下,释放和挥洒正能量,让整个团队和企业家自身都能乐观向上、积极进取,勇于面对一切困难和挑战,对企业来说至关重要。那么,个人和团队的正能量如何激发和提升?如何将正能量充分而完整地释放出来,推动企业     

Building Strategic Technology Alliances for Teaching and Learning

There is a major need for higher education to confront intense competition, enhance academic programs to meet the challenges of this competition, and to develop new teaching and learning strategies to meet the demands of the global marketplace. Technology and the Internet are intended to break down the barriers of time and space and enable more students to participate and collaborate with faculty and other students. Critical thresholds must be met in order to use technology to communicate, collaborate, and transform teaching and learning. Strategic technology alliances establish a partnership between technology vendors and higher education that will achieve these thresholds to meet the teaching and learning needs of the 21st century student. This revised version was published online in July 2006 with corrections to the Cover Date.     

Global change in agrifood grades and standards: agribusiness strategic responses in developing countries

The role of G&S has shifted from a technical instrument to reduce transaction costs in homogeneous commodity markets to a strategic instrument of competition in differentiated product markets. The nature of G&S has shifted from performance (realized characteristics of the product) to process standards. In developing countries, these changes have tended to exclude small firms and farms from participating in market growth, because of the implied investments. The three strategic responses to G&S change by agribusiness firms and farms include: (1) by large firms and multinationals, to create private G&S and private certification, labeling, and branding systems; (2) by medium-large domestic firms, to lobby governments to adopt public G&S similar to those in export markets in developed regions; (3) by small firms and farms, to ally with public and nonprofit sectors to form G&S and certification systems to access export markets and to bring institutional change to nontradable product markets. Governments should build the capacity of the poor to invest to “make the grade” implied by the new G&S.     

Joined-Up Government for Welfare Administration Reform in Norway

One of the largest public sector reforms in Norway is the welfare administrative reform of 2005. The aims are to get passive beneficiaries back into work and to make the administration more user-friendly, holistic and efficient. The aims are to be achieved by increasing the administration’s capacity to address “wicked issues” by cutting across existing policy fields and administrative levels. This joined-up-government approach poses three main challenges: 1) to get a merged central government agency to work, 2) to establish constructive cooperation between the central and local authorities and 3) to coordinate front-line services with user-oriented employment and welfare offices. The article shows that increasing the capacity of government to cut across existing policy fields and handle transboundary wicked issues are still struggling to be implemented. Cooperation between sectors is however easier to achieve than cooperation between levels. The joined-up-government-approach also tends to make accountability relations more ambiguous.     

Strategic planning as an organizational change process—Some guidelines from practice

Learning to cope with the problems and uncertainties created by today's changing business environment is a task which faces ever company. Coping with the challenge of change is not just a question of adapting or reacting to the changes, it may also involve taking new initiatives in relation to the environment itself in order to exploit the opportunities which exist.A company may need to make fundamental adjustments to its philosophy, strategies, organization and practices in order to meet the newer demands of the environment. A prime difficulty is that companies are rarely in a position to start from scratch, they have existing organizational arrangements, power distributions, well established strategies and vested interests all of which tend to resist any kind of change which is likely to upset the ‘status quo’. They also have to overcome outdated beliefs and norms if they are to progress.This article considers the use of a modified approach to strategic planning as a mechanism for helping a company to acquire the norms, organization and strategies needed to cope with today's business environment. It is based on experience gained in helping to re-organize business enterprises engaged in textiles, steel tube manufacture, light engineering, distribution (world wide) and vehicle sales and servicing and also the Government of Jersey, Channel Islands.     

Reconsidering ordinary and dynamic capabilities in strategic change

Dynamic capabilities research explains the ability of firms to respond to dynamic environments by reconfiguring inert and insufficiently flexible ordinary capabilities. However, more recent research ascribes the routines that constitute ordinary capabilities the ability to evolve endogenously. This study aims to develop dynamic capability research by increasing our understanding of the relations between and the roles played by ordinary and dynamic capabilities in producing purposeful responses to environmental dynamism. Drawing on longitudinal, qualitative data, we show how ordinary capabilities make important contributions to organizational responses to dynamic environments. Our findings pose challenges to key assumptions of extant dynamic capabilities research and allow us to explicate new roles for ordinary and dynamic capabilities, thus advancing the understanding of the relation between dynamic and ordinary capabilities and advancing understanding of one of the central issues in dynamic capabilities research: firms’ capacity to respond to changing environments.     

Innovation in a waste economy

Despite the creativity of British engineers, British industry continues to lack innovative drive because of a climate inimical to commercial success. Contemporary industrial economies, unlike that of Victorian Britain, are geared to produce rapidly consumed and discarded products. Victorian engineers sought primarily to add to society's stock of capital rather than to consumption, and their designs were intended to endure rather than to promote change. All were subject to scrutiny on strict commercial criteria as a measurement of their fitness for their intended purpose. This represents a change in what society demands of the engineer. The innovator is, in Britain, subject to particular discouragements in the form of: low prestige attached to engineering, inadequate financial provision for investment, high corporate and personal taxation and bureaucratic encumbrances by government. By contrast, to flourish, innovation requires leadership, reward, recognition, a flexible economy and a flexible workforce, and adequate and cheap capital.     

Physician acceptance of new medical information systems: the field of dreams

Physicians often fail to embrace a complex information system, may not see its relevance to their practices, and are characteristically reluctant to invest the time and energy to be trained in its use. Why is widespread physician buy-in so difficult to achieve? From physicians overwhelmed with change to failing to begin with an adequate physician base of support, this article explores some of the reasons that physicians demonstrate little buy-in to this process and offers suggestions to help create a more successful implementation. Ways to build acceptance include acknowledging the importance of physicians as customers and training them early and often.     

The WICS approach to leadership: Stories of leadership and the structures and processes that support them

This article presents the WICS approach to leadership and relates it to other approaches. Effective leadership is viewed as a synthesis of wisdom, creativity, and intelligence (WICS). It is in large part a decision about how to marshal and deploy these resources. One needs creativity to generate ideas, academic intelligence to evaluate whether the idea are good, practical intelligence to implement the ideas and persuade others of their worth, and wisdom to balance the interests of all stakeholders and to ensure that the actions of the leader seek a common good. The structures and processes underlying WICS work in concert to produce and maintain stories of leadership. These stories in turn enable leaders to fulfill their mission in leading followers.     

Reframing Resilience: Equitable Access to Essential Services

We urgently need to put the concept of resilience into practice if we are to prepare our communities for climate change and exacerbated natural hazards. Yet, despite the extensive discussion surrounding community resilience, operationalizing the concept remains challenging. The dominant approaches for assessing resilience focus on either evaluating community characteristics or infrastructure functionality. While both remain useful, they have several limitations to their ability to provide actionable insight. More importantly, the current conceptualizations do not consider essential services or how access is impaired by hazards. We argue that people need access to services such as food, education, health care, and cultural amenities, in addition to water, power, sanitation, and communications, to get back some semblance of normal life. Providing equitable access to these types of services and quickly restoring that access following a disruption are paramount to community resilience. We propose a new conceptualization of community resilience that is based on access to essential services. This reframing of resilience facilitates a new measure of resilience that is spatially explicit and operational. Using two illustrative examples from the impacts of Hurricanes Florence and Michael, we demonstrate how decisionmakers and planners can use this framework to visualize the effect of a hazard and quantify resilience-enhancing interventions. This “equitable access to essentials” approach to community resilience integrates with spatial planning, and will enable communities not only to “bounce back” from a disruption, but to “bound forward” and improve the resilience and quality of life for all residents.     

Forgoing the Flexibility of Real Options: When and Why Firms Commit to Investment Decisions*

Real option investments benefit from the flexibility associated with the possibility of abandonment should investment returns prove insufficient. But a firm also benefits from making commitments that engender reciprocal commitments on the part of employees and partner firms, and that allow the firm to address markets that exhibit increasing returns with the speed and scale required for success. I investigate the conditions under which large firms commit to investments in small firm equity alliances and acquisitions, and find that large firms commit to relationships that they initiate and that are subject to a high degree of rivalry. Uncertainty was not a significant predictor of the choice to commit. My findings point to the discretionary nature of the choice to commit and to firms' willingness to commit to investment decisions, despite high uncertainty, during periods of strong growth.     

What to do next

Why do we work? While there may be some obvious, practical answers to this question, like needing to make money to survive, there are other reasons that people work. These include working: to have stimulation and excitement--to meet new challenges and have variety in your life; for love and affection--to be with colleagues, clients, customers and to provide security and protection for family and friends; and to leave a thumbprint on the world and change individuals, systems, and institutions. For quality life, it is necessary not only to work but to enjoy your work. For physicians considering careers in medical management, the key to success is being truly excited about management activities. If you are heading towards management, you need to view some of the tasks as fun or you probably won't stay with it very long.     

In search of rigor, relevance, and legitimacy: what drives the impact of publications?

In this study, we introduce the concept of legitimacy to the rigor-relevance debate and investigate empirically how rigor, relevance, and legitimacy are related to the process of knowledge dissemination within a research field. We argue that this analysis has been a missing piece in the debate on rigor and relevance when institutional logics about what constitutes both elements lead researchers to act according to what they perceive to be appropriate behavior in the research field. We draw on insights from the micro and macro levels of institutional theory to show how researchers aiming to bestow legitimacy on their own work conform to these “rules of the game”. Using meta-analytical techniques, we focus on the field of strategic entrepreneurship and analyze how rigor- and relevance-related characteristics of studies in this field are linked to their legitimacy and therefore to the impact they have in the research community.     

Expert and Layperson Perceptions of Ecosystem Risk

This research examines and compares perceptions held by laypeople and ecologists about risks to ecosystems, particularly risk from global climate change (GCC). A survey elicited perceptions of 31 risk characteristics for 13 GCC and 12 non-GCC risks to ecosystems. Factor analysis was used to examine the structure of layperson and expert risk perceptions. Both experts and laypeople tend to perceive GCC risks to ecosystems as less avoidable and more acceptable than risks from other causes. Compared to laypeople's perceptions, though, experts perceived GCC risks to have slightly lower impacts, be less avoidable, more acceptable, and less understandable than non-GCC risks to ecosystems. These findings may help guide efforts to communicate with laypeople about ecological risks from climate change.     

The 13 errors.

The reality is that most change efforts fail. McKinsey & Company carried out a fascinating research project on change to "crack the code" on creating and managing change in large organizations. One of the questions they asked--and answered--is why most organizations fail in their efforts to manage change. They found that 80 percent of these failures could be traced to 13 common errors. They are: (1) No winning strategy; (2) failure to make a compelling and urgent case for change; (3) failure to distinguish between decision-driven and behavior-dependent change; (4) over-reliance on structure and systems to change behavior; (5) lack of skills and resources; (6) failure to experiment; (7) leaders' inability or unwillingness to confront how they and their roles must change; (8) failure to mobilize and engage pivotal groups; (9) failure to understand and shape the informal organization; (10) inability to integrate and align all the initiatives; (11) no performance focus; (12) excessively open-ended process; and (13) failure to make the whole process transparent and meaningful to individuals.     

Resilience of organisations and territories: The role of pivot firms

How can organisations and territories contribute to maintain a high level of innovation while at the same time adapting to a turbulent environment? We give an answer to this question by mobilizing the concept of resilience. In order to do this, we develop a conception of resilience based on two dimensions. First, an organisational dimension which refers to the capacity of an organisation to manage a disturbance to its environment and to develop a new pathway and, a territorial dimension which refers to the collective capacity of the actors to contribute to facilitate the development of territorial responses to external disturbances. We illustrate this double dimension of resilience by focusing on the role of pivot firm as major actor in a territory.     

Part-time medical director: way station or end of the line?

This article is mostly directed to physicians who are contemplating a career change into management. You may be one of those persons who is contemplating taking a part-time position and continuing part-time clinical practice to see if you might enjoy management. It is important to understand that a part time medical director is there primarily because management perceives a need for a physician's skills and license. When a physician is hired on a part-time basis, it is unlikely that management realizes the larger benefits that can accrue to the organization from the physician manager's knowledge of health care and unique approach to the problems and opportunities in the delivery of that health care. Part-time medical directors seldom have an opportunity to be exposed to real management issues and activities and are usually sequestered and limited to functions that a naive management team thinks are most appropriate to a physician's skills and temperament. Be cautious in extrapolating a part-time experience to a full-time role. Consider taking the plunge to full-time management without a part-time transition phase.     

Identifying Childhood Age Groups for Exposure Assessments and Monitoring

The purpose of this article is to describe a standard set of age groups for exposure assessors to consider when assessing childhood exposure and potential dose to environmental contaminants. In addition, this article presents examples to show how the age groups can be applied in children's exposure assessments. A consistent set of childhood age groups, supported by an underlying scientific rationale, will improve the accuracy and comparability of exposure and risk assessments for children. The effort was undertaken in part to aid the U.S. Environmental Protection Agency (EPA) in implementing such regulatory initiatives as the 1997 Presidential Executive Order 13,045, which required all federal agencies to ensure that their standards take into account special risks to children. The standard age groups include: birth to <1 month; 1 to <3 months; 3 to <6 months; 6 to <12 months; 1 to <2 years; 2 to <3 years; 3 to <6 years; 6 to <11 years; 11 to <16 years; and 16 to <21 years. These age groups reflect a consideration of developmental changes in various behavioral, anatomical, and physiological characteristics that impact exposure and potential dose. It is expected that the availability of a standard set of early-life age groups will inform future analyses of exposure factors data as well as guide new research and data collection efforts to fill knowledge gaps.