全球营销战略模型的检验指标创建及其应用--以60家跨国公司在华子公司全球营销战略的实证检验为例

在继承国外学者有关全球营销战略的理论模型基础上,开发和创建了测度该模型的一整套指标体系,用以对60家全球型跨国公司(均为"财富全球500强")在中国市场上实施的全球营销战略从内外部驱动力、战略表现和经营业绩方面进行相关性检验,对在华跨国公司全球营销战略的基本模式和运作特点作出评价,据此对中国企业参与全球竞争、发展跨国经营战略提出有针对性的管理建议.     

全球营销战略模型的检验指标创建及其应用

在继承国外学者有关全球营销战略的理论模型基础上，开发和创建了测度该模型的一整套指标体系，用以对60家全球型跨国公司（均为“财富全球500强”）在中国市场上实施的全球营销战略从内外部驱动力、战略表现和经营业绩方面进行相关性检验，对在华跨国公司全球营销战略的基本模式和运作特点作出评价，据此对中国企业参与全球竞争、发展跨国经营战略提出有针对性的管理建议     

服务导向评价法在M火力发电企业部门业绩评价中的模拟实施

本文鉴于传统火力发电企业部门业绩评价存在的不足,结合火力发电企业的特点提出了火力发电企业部门业绩评价的新方法——服务导向评价法。它从被评价部门的服务主体出发,寻找对应服务主体的服务职责,从而设计出火力发电企业部门业绩评价指标体系,运用层次分析法实现火力发电企业部门业绩评价指标权重的分配。然后建立模糊综合评价模型对火力发电企业部门业绩进行综合评价。并以M火力发电企业经营策划部为例介绍该方法的应用,希望能对火力发电企业的部门业绩评价有所启示。     

我国商业银行绩效评价体系研究

经营业务及资产负债结构的独特性,决定了适用于一般企业的经营绩效评价方法并不适用于商业银行。本文在总结国内外研究成果的基础上,构建新的银行业绩评价指标体系,利用因子分析的方法,对我国上市银行2009～2011年的经营业绩,从综合盈利性、安全性、流动性、成长性进行综合分析,从而构建绩效评估模型,最后应用模型对我国商业银行进行评价,旨在为投资者和银行管理层决策提供参考依据,同时促进我国金融市场稳健发展。     

保护股东权益 提高经营业绩——构建企业经济增加值激励机制

经济增加值（EVA）是一个以价值为基础、优于其它会计指标,并能够评价公司发展战略和经营业绩、评价公司的投资和并购项目、设计激励计划的指标,是一种新型的价值分析工具和业绩评价指标,是基于剩余收益思想的新型价值模型。     

动态价值链与跨国人力资源管理

跨国人力资源管理作为对跨国公司的经营业绩有着巨大影响的管理职能,面临着重大的挑战。本文首先提出跨国人力资源管理的核心是要支持跨国战略的实现,而跨国战略本质上决定于跨国公司的价值链;其次,分析指出跨国公司的价值链具有动态化的特性;最后,总结指出资源和制度在跨国人力资源管理决策中的本质作用。     

管理者经营业绩三种评价方法的比较研究

从正确评价管理者经营业绩、调动管理者积极性角度出发,分析比较了管理者经营业绩三种评价方法,以期对企业建立考核体系有所帮助。     

我国家电行业上市公司经营业绩综合评价研究

本文从上市公司的所有者角度出发，设计了我国家电行业上市公司经营业绩综合评价的指标体系，确定了一种上市公司经营业绩综合评价的新方法——因子分析模糊综合法。并且运用这种方法进行了实证研究，得到了我国家电行业26家上市公司2002年度经营业绩综合评价的综合得分和排序结果。     

完善企业的经营业绩评价指标体系

企业经营业绩评价是为了实现企业的生产目的,制定一定的标准或指标,采用科学的方法,对企业的生产经营活动过程作出的价值判断。业绩评价是为企业更好地进行经营管理服务的,对企业的经营具有指导作用。     

企业经济增加值分析

EVA（经济增加值）作为企业的业绩评价指标,包括股权资本成本,体现了真正的股东价值创造,能更准确地反映企业的经营业绩。本文运用SWOT分析方法对经济增加值业绩评价指标进行分析,指出经济增加值是企业业绩评价指标的合理选择。     

Developing subsidiary contribution to the MNC—Subsidiary entrepreneurship and strategy creativity

Despite its theoretical and managerial significance, subsidiary entrepreneurship and its effects on subsidiary contribution remain underexplored in the literature. We propose that subsidiary entrepreneurship encourages more creative strategic responses to escalating environmental change. We explore the direct and mediating effects of subsidiary entrepreneurship on subsidiary contribution to the MNC, particularly subsidiary strategy creativity. We use structural equation modelling to test our propositions on data generated from surveying the population of Irish subsidiaries of foreign MNCs, and find strong support for our theoretical predictions. The managerial implications of subsidiary entrepreneurship in generating creative strategy, prompting strategic initiatives and improving performance are discussed.     

Subsidiary marketing knowledge and strategic development of the multinational corporation

This paper explores distinctive marketing knowledge of subsidiaries as an important resource contributing to the performance of the multinational corporation (MNC). Two different paths are analyzed. The first is the direct effect of the usage of subsidiary marketing knowledge on the perceived performance of other MNC units. The second is the indirect effect in which an MNC's usage of subsidiary marketing knowledge affects its performance via capability development in technology and market expansion within the MNC. Using data on 237 MNC subsidiaries in Sweden, six hypotheses are tested in a LISREL model. The results indicate that an MNC's usage of subsidiary marketing knowledge directly affects its performance. Additionally, the results reveal a strong relation between subsidiary marketing knowledge and the subsidiary's impact on development of the capabilities of other MNC units' technology and their expansion on the market, which in turn, positively impacts the performance of the MNC.     

The Role of Internal and External Complexity in Global Factory Performance: An NKC Application

The global factory literature suggests that MNCs can take advantage of global operations by extensively offshoring and outsourcing activities. However, the added difficulty for the lead firm to coordinate the resulting complex structure is often underestimated. Evidence could be found in Boeing's 787 Dreamliner project, in which the external complexity disrupted MNC performance. Motivated by the gap between theory and practice, this study focuses on systems of MNCs connected with each other with supplier-client relationships and/or outsourcing. In particular it investigates the interplay of the internal and external complexity in such systems and how their balance affects the system performance. The study models the internal and external complexity by using the NKC-simulation methodology and adjusting it to the specific MNC context. The NKC methodology is widely used in organization theory to study complex systems. Simulations comparing the performance of MNCs that use outsourcing to different degrees indicate that a balanced level of internal and external complexity is beneficial in the context of global factory.     

Behavioral complexity in leadership: The psychometric properties of a new instrument to measure behavioral repertoire

Research in managerial and executive leadership recognizes the importance of behavioral complexity, particularly for addressing the competing demands and roles expected of managerial leaders. Though some empirical research on behavioral complexity exists, further progress requires a more rigorous instrument to measure behavioral repertoire. We design an elaborated, multi-dimensional instrument based on the Competing Values Framework (CVF). To examine the underlying conceptual structure and remove measurement error, we test this second-order measurement model using structural equation modeling (SEM). We also test the spatial relationship of the factors using a Bayesian circumplex model. Our data largely support the theoretical structure and stringent demands of the CVF model as applied to this instrument. Finally, we test the instrument's ability to predict managerial effectiveness and find that higher overall ability is correlated with greater overall performance. With this new instrument, we suggest the modification and addition of roles associated with the CVF model.     

Performance effects of MNC headquarters–subsidiary conflict and the role of boundary spanners: The case of headquarter initiative rejection

Recent research suggests that both the scholarly and the managerial perspectives on intra-organizational conflict in multinational corporations (MNC) between headquarters (HQ) and their foreign subsidiaries have changed. Today, conflict is not necessarily regarded as dysfunctional or the result of inefficient global integration. Instead, conflict is now considered a normal consequence of organizing and managing across national borders. This research advances the literature on HQ–subsidiary relationships by adding new insights to the Headquarters–subsidiary conflict discussion, especially in the so far under-researched case of headquarter initiative rejection by foreign subsidiaries. We specifically focus on subsidiary conflict negotiation tactics, the effects of organizational and individual managerial power, and the characteristics and roles of MNC managers that act as boundary spanners during intra-organizational conflict processes. A qualitative, iterative, multiphase research approach was used to develop new theory pertaining to the phenomenon. The results show that in the presence of boundary spanners, dysfunctional conflict is less common and better overall organizational performance can be achieved for both the subsidiary and the MNC as a whole. The results also indicate that the boundary spanning ability is only partly formalizable and that some MNCs are able to foster boundary spanners better than others.     

跨国资本预算决策支持系统的模型

跨国公司资本预算较之国内经营企业的资本预算具有特殊的复杂性。本文提出了一种编制跨国资本预算的新方法,构建了跨国资本预算决策支持系统模型的结构框架,并设计了各子系统的数学模型。     

The Management of Information and Managers in Subsidiaries of Multinational Corporations

A key challenge facing multinational corporations (MNCs) is how to encourage the development of firm specific advantages throughout the network of subsidiaries while maintaining global coherence. As a result, a critical task for top managers in the MNC is to structure the relationship between headquarters and subsidiaries. Thus, headquarters' control of subsidiary behaviour and performance becomes a central integrating function in the MNC. We examine first the relationship between the nationality of the MNC headquarters and its information management, namely the key performance metrics utilized by the parent to evaluate subsidiary performance. Second, we investigate the relationship between the MNC nationality and its management of managers, specifically, the transfer of parent company nationals and corporate acculturation. These questions are investigated in a study of MNC subsidiaries located in Australia, Ireland and Singapore. Our data provide strong evidence that MNCs of all nationalities place the greatest emphasis on financial metrics compared to other performance metrics. Moreover, there are differences in the degree of emphasis on performance metrics across MNC nationality. We found that Japanese and German MNCs place significantly less emphasis on financial measures than US and UK MNCs. Our hypotheses relating to the management of managers were also supported by the data. In comparison with all other MNC nationalities, Japanese MNCs place greater emphasis on the transfer of Japanese managers to overseas subsidiaries and less emphasis on corporate acculturation. While some researchers have argued that management control has become more isomorphic as a result of globalization, our results show that companies from different nationalities diverge in their practices.     

Relationship multiplexity,multiple resource acquisition,and export performance of emerging-market firms

Drawing on the relational view and absorptive capacity theoretical lens, we examine the relationship between relationship multiplexity, multiple resource acquisition and export performance of emerging-market (EM) firms participating in buyer-supplier relationships with developed-country multinational companies (DC MNCs). Based on a sample of 128 firms in aviation, furniture, steelworks, automobile, and electronic sectors, we find that relationship multiplexity is positively related to the capacity of EM firms participating in these inter-firm exchanges to acquire technological, marketing, and managerial resources from their DC MNC counterparts, with the most benefit occurring in the acquisition of technological and marketing resources. Furthermore, our study shows that as EM firms seek to enhance their export performance while supplying DC MNCs, it is their successful acquisition of technological and marketing resources, but not managerial resources, that are significantly associated with their superior export performance. Our study contributes to the extant literature by providing important insights into the specific sources of internationalization advantages and/or disadvantages for EM exporters by being suppliers to DC MNCs in multiplex relationships.     

企业员工文化匹配、组织承诺和工作绩效的关系研究

员工的工作绩效构成企业的组织绩效的微观基础,研究工作绩效与其他组织变量之间的关系,可为提高员工工作绩效提供新的思路和方法.在探讨个人-企业文化匹配与工作绩效关系的基础上,发现了组织承诺是文化匹配影响工作绩效的中介变量,构建了个人-企业文化匹配通过组织承诺影响工作绩效的关系模型,从文化匹配的角度提出了改进工作绩效的建议.     

Agent-based modeling in managerial science: an illustrative survey and study

This article provides an overview of the current state of agent-based modeling in managerial science. In particular, the aim is to illustrate major lines of development in agent-based modeling in the field and to highlight the opportunities and limitations of this research approach. The article employs a twofold approach: First, a survey on research efforts employing agent-based simulation models related to domains of managerial science is given which have benefited considerably from this research method. Second, an illustrative study is conducted in the area of management accounting research, a domain which, so far, has rarely seen agent-based modeling efforts. In particular, we introduce an agent-based model that allows to investigate the relation between intra-firm interdependencies, performance measures used in incentive schemes, and accounting accuracy. We compare this model to a study which uses both, a principal-agent model and an empirical analysis. We find that the three approaches come to similar major findings but that they suffer from rather different limitations and also provide different perspectives on the subject. In particular, it becomes obvious that agent-based modeling allows us to capture complex organizational structures and provides insights into the processual features of the system under investigation.