制造企业服务业务扩展及其认知因素研究

制造企业的竞争越来越激烈,几乎所有的企业都要面对快速反应多变市场和应对价格压力的要求,面对越来越小的产品利润空间和越来越复杂的客户需求,本文从对工业服务管理文献分析和制造企业的调查研究入手,揭示了制造企业从纯粹的产品生产者向客户支持方案提供者发展的转移趋势.通过对瑞士和德国30多家机器和设备制造企业进行的调查研究,说明了服务业务对制造企业在开发财务、营销和战略机会上的重要作用,并对转移过程中服务业务的扩展过程进行了总结.结合具体企业实践,本文对制约制造企业扩展服务业务中在管理动机上的认知因素进行了分析和研究.结合中国加入WTO后,中国制造企业将全面融入国际竞争的背景,本文期望对中国制造企业的发展和竞争地位的提高提供理论和实践上的指导.     

企业市场与非市场行为的竞争互动研究——基于中国房地产行业的案例

随着企业非市场行为在竞争中越来越显著的作用,将非市场行为分析纳入传统的竞争互动的框架中,探讨其与市场行为如何在竞争过程中互动,成为企业战略管理研究的新方向。本文采用结构内容分析法,以中国典型房地产企业为例,研究企业市场与非市场竞争行为及其互动规律。文章的结论补充了传统竞争互动理论基于市场行为的单一性,为进一步研究中国转型时期企业的竞争互动提供了理论基础和实例支持。     

信息技术资源和信息技术能力的互补性及其绩效影响

信息技术资源和信息技术能力之间的关系是明确信息技术价值实现机理的基础。本文基于资源基础理论、竞争战略理论和核心能力理论,构建了信息技术资源、信息技术能力、信息系统支持企业竞争战略、信息系统支持企业核心能力和企业绩效之间关系的理论模型,研究信息技术资源和信息技术能力在信息技术价值实现过程中的互补性以及其对企业绩效的影响机理。利用层次回归分析方法对296份中国企业的实际调查数据进行了数据分析和模型拟合。研究结果表明信息技术资源和信息技术能力在信息技术价值实现过程中具有互补性,而且两者之间的互补性通过信息系统支持企业竞争战略和信息系统支持企业核心能力等中介变量间接影响企业绩效。     

移动互联网时代下通信运营商组织模式的调整

3G牌照发放后,移动互联网业务呈现快速增长,移动互联网业务界限越来越模糊,除了通信运营商外,互联网公司、内容提供商、服务提供商、终端制造商、设备／软件提供商都参与到了移动互联网业务的开发与竞争,这些外部环境的变化推动这通信运营商组织变革,组织模式的转型和优化使企业立足市场、保持活力、不断按加快发展,以满足客户丰富、多变的需求,从而确保移动通信企业立于不败。     

研究与开发的战略管理

如今，面对需求多变的竞争环境，许多企业都期望通过有效的研发管理持续地向市场提供满足客户个性化需求的产品，以获得综合的竞争优势，赢得最大化的增值回报。为此，企业一直在寻求清晰的战略来指导这样的产品开发，研究与开发的战略管理（图1）正是帮助企业明晰自己的产品战略和技术战略，使企业战略具体化，并将这样的产品战略和技术战略的实现作为过程来管理。     

基于时际范围经济的企业国际市场进入过程模型:知识观视角的研究

本文从知识观的视角分析了企业国际化扩张过程中的市场进入问题,并基于时际范围经济的原理提出了一个过程模型。根据过程模型,企业在国际市场进入过程中必须考虑以下几个方面的问题:第一,企业应当采取序贯进入国际市场的策略,以更加有效地追求和实现时际范围经济;第二,由于时间压缩不经济的存在,企业必须审慎考虑国际市场进入的跨度和节奏;第三,类似于企业对核心业务的专注,企业应当审慎考虑国际化扩张的市场范围,或者更明确地说,企业应当序贯进入具有前期知识积累的目标市场;第四,企业在制定和实施国际化扩张战略时,初始目标市场的选择显得尤其重要,需要根据企业所在产业的市场结构、企业的竞争地位和战略目标等因素综合权衡。     

试论企业管理中的信息化建设

随着市场竞争的日趋激烈,我国当前企业制度的发展和管理取得了前所未有的进步,电子信息技术的普及应用使现在企业的管理与传统相比有着效率高、业务强、更新快的新管理理念融入。尤其是以ERP系统软件信息化的建设应运而生,进一步加强了企业实现信息化建设的步伐。在当前市场变化的浪潮中,企业为了适应企业资质就位要求,适应企业管理水平提高的需要,对信息化建设提出更高的要求是无可厚非的,强者生存的竞争现实告诉现代企业,若想博得新时期经济市场的一席之地,必须重视和加强项目信息化建设,同时也要有计划、有步骤的推进信息化建设,从而促进企业能够适应信息化发展要求以至更好地促进企业管理水平的提升。     

基于竞争能力理论的企业信息系统战略规划方法

在过去的20多年中,信息系统战略规划一直是学者和管理者关注的热点问题之一,动态多变的竞争环境使传统的信息系统战略规划方法的有效性和适应性面临着挑战.分析了信息系统战略与业务战略的动态关系,简要评述了现有信息系统战略规划方法,基于竞争能力理论提出一种新的信息系统战略规划方法,该方法从竞争能力利用和竞争能力构建视角出发,分为竞争环境分析、业务过程分析、比较等阶段,包括竞争能力的描述和竞争能力比较等分析工具.以某柴油机股份有限公司为例,展示了基于竞争能力理论的企业信息系统战略规划方法的过程和分析工具,讨论了该方法的有效性和适用性.结果表明,基于竞争能力理论的企业信息系统战略规划方法具有动态性、系统性、全面性和认知性等特点.     

论企业财务风险管理与防范措施

在激烈的市场环境中,企业风险管理的作用日渐突出,而我国企业的风险管理相对落后,随着竞争的加剧企业面临的财务风险越来越复杂和多变。     

基于MDHGF的物流业务外包风险评估

面对日趋剧烈的竞争,企业越来越重视集中自己的主要资源和业务,而将其它资源与业务外包.但将业务外包过程中存在着风险,有些可能是致命的,本文将讨论采用MDHGF法,即将Delphi方法、层次分析法、灰色关联和模糊评价方法结合起来,进行风险的模糊评估,从而为企业是否将物流业务外包提供决策支持.     

转轨时期中国工业的效率与生产率——动态非参数生产前沿面理论及其应用

本文采用非参数生产率指数方法对转轨时期中国工业经济增长方式的转变程度进行定量研究。文中采用分区域的工业统计数据生产资源配置效率的变化和技术水平的变化两个方面测算了工业生产率的演化,并对生产率增长的内涵、经济增长方式转变的判据、区域性工业经济增长的特征等问题阐述了作者的观点。     

Preparing for business model change: the “pre-stage” finding

The purpose of this paper is to investigate managers’ initiatives in the context of an emergent technology and their effect on the business models of firms. Building on four case studies of organizations interested in using an emergent technology for commercial purposes, this study applies a process-based framework of business model change. The main finding is that managers’ initiatives occur in the context of a “pre-stage” of potential business model change, which includes processes of experimenting and learning. The pre-stage finding gives a better understanding of when change initiatives affect a business model and when they do not, allowing managers to adopt a more proactive behaviour and guide their organizations towards effective business model change. The main contribution of this paper is to suggest the inclusion of the pre-stage idea in research and practice, since it is an intermediary step in the process of business model change that has been overlooked.     

面向产品生命周期的部分柔性技术选择

本文研究随机需求下产品生命周期不同阶段的部分柔性技术选择与生产能力规划问题。部分柔性技术是相对于完全柔性技术而言的,一种生产技术的柔性程度定义为能生产一产品类中产品个数多少的能力。不同柔性强度的生产技术,其投资成本和运行成本不同。本文首先建立了以计划期上总成本最小为目标的技术选择和生产能力规划模型,然后根据产品在其生命周期不同阶段的特点与市场需求的特点,应用所建立的模型进行仿真并总结产品导入期和成熟期技术选择的特点。     

Moving HRD from the periphery to the centre for transformation of an Indian public sector bank: Keynote address, 4th Asian conference of the academy of HRD

The transformation of Bank of Baroda, one of the largest commercial banks in the public sector in India, into a highly customer centric, technology driven and an innovative entity in retail and SME (small and medium enterprises) segments represents one of India's most remarkable success stories and one of the quickest turnarounds ever in public sector banking.

Known as an important player in commercial banking with international operations for several decades, the bank was gradually declining in recent years. In an environment of competition within the public sector as also due to entry of private banks with latest technology and young staff, the bank plunged into an unprecedented spiral of failing to innovate and adopt new technology.

Drastic action was required to regain its leadership position in the public sector space. Over the next one and a half years, the bank was back in reckoning and was firing on all cylinders. It retained its core business on track with a bang, restored its image as the most vibrant player among public sector banks (PSBs) through wide-ranging initiatives such as a logo change, hiring a cricketing icon as brand ambassador, heightened credit growth, improving the work culture, initiating many customer-centric initiatives and restoring the customer base, derisking the treasury portfolio, and winning several accolades and awards.

Today, Bank of Baroda has embarked upon more wide-ranging changes and a new vision to change the bank from a ‘vanilla banking’ entity to a ‘multi-specialist bank’. The author, who joined the bank as a HR specialist and eventually rose to become CEO of the bank, extensively used his HRD knowledge and academic background to initiate changes to harness energy in the bank's 40,000 staff to drive organization change.

Achieving a successful outcome seems to be far more difficult for a public sector bank with a legacy culture, high degree of unionization, poor compensation and aging staff. In spite of these constraining factors, the paper argues that it is through mobilizing the passion of people that leadership can transform organizations and put them on high growth trajectory.     

高校专利技术产业化路径选择研究

针对我国高校专利技术高产出与低转化的矛盾,从科技创新资源优化配置与技术创新各环节有效衔接的视角,分析高校专利技术产业化路径的基本类型及特点,提出其影响因素,深入探讨关键因素状态不同时的路径选择。基于此,构建高校专利技术产业化路径选择矩阵与动态转化模型,为我国高校专利技术产业化路径优选提供理论支持与决策参考。     

Technology Effects on Wages in Finnish Manufacturing

In this paper we study the effect of technology on establishment‐level wages using a classification of manufacturing industries based on four technology levels. The technology wage premiums are estimated separately for non‐manual and manual workers using wage equations with available control variables for plant and workforce characteristics (human capital) over the time period 1974–93. The results do not show a straightforward increasing relationship between a plant’s average wages and its technology at higher technology levels. However, establishments with the lowest technology level paid the lowest wages during the whole period. We also find that the relative non‐manual to manual wage ratio increased over the time period in the highest technology levels. These findings are consistent with technology wage premiums and skill‐biased technological change found in studies for other countries     

基于上市公司数据的中国钢铁产业产能效率分析

运用规模报酬可变的DEA模型和Malmquist指数方法,从产能和产出的角度对27家上市公司2000～2009年产出效率进行了分析,综合考察了这一时期中国钢铁产业的产能效率状况。研究结果表明,2000～2009年中国钢铁产业技术效率和动态效率都较低,存在大量的生产能力闲置。其中,较大规模企业技术进步明显,但存在较为严重的劳动力松弛;较小规模企业动态效率较高,但技术变动能力相对较差。由此,中国钢铁产业应充分利用现有的生产能力,以有利于技术效率的提升;保持产业政策的平稳以及增强企业的适应性,以有利于动态效率的提升。     

价格与技术不确定条件下的发电商碳捕获投资模型及分析

碳捕获与储存技术是降低碳排放的有效方法之一。论文针对碳价和碳捕获技术不确定的情况,构建双重不确定条件下的碳捕获技术投资模型,并在模型求解基础上进行了数值仿真分析,其分析结果表明:1)碳价的波动性将延迟碳捕获技术投资,若碳价的波动性足够大,发电商会选择不投资;2)碳捕获技术进步也将延迟投资,但政策性补贴将抵消该投资延迟。     

Determinants of innovativeness in SMEs: disentangling core innovation and technology adoption capabilities

This paper studies innovativeness in SMEs from a set of innovation indicators at the firm level, capturing various types of innovation (product, process, organisational, and marketing innovations) and the level of innovativeness in these firm’s developments. The article identifies two separate dimensions in the innovativeness of Spanish SMEs, using factor analysis techniques. One dimension is associated with the capabilities for core/internal innovation and the other with the capabilities for the adoption of technology. The paper shows that significant differences exist in the personal and organisational factors that favour these two dimensions. The entrepreneur’s motivation, business planning, and cooperation in R&D activities constitute significant factors when considering the core dimension of a firechnology adoption. However, the use of external consultancy services seems to have no significant effect on the core dimension of the innovativeness of an SME, whereas it is a relevant factor for its technology adoption. Furthermore, it is shown that the entrepreneur’s education plays a more significant role in the core dimension of a firm’s innovativeness than in its capabilities for technology adoption. Depending on the policy objectives, these differences should lead to the application of specific policy approaches when an attempt to stimulate innovation in SMEs is made.     

Endogenous Adaptation: The Effects of Technology Position and Planning Mode on IT‐Enabled Change*

The redesign of information technology (IT)‐enabled work processes often necessitates fundamental design changes to the intended work process, the IT platform hosting the work process, or both. Research suggests that such design changes often can be traced to earlier decisions involving endogenous adaptation or internal organizational change. Two such decisions are a firm's technology position and planning mode. This study examines the relationship between technology position and planning mode in predicting the magnitude of design change in process redesign projects. The conceptual frame applied in examining these relationships involves a synthesis of Miles and Snow's adaptive cycle with elements central to concurrent engineering. Our results indicate that the magnitude of design change is related to differences in technology position and planning mode. To effectively implement organizational change, firms must leverage their IT platform by carefully timing IT investments in accordance with their adopted technology position. Directing the trajectory of a firm's IT platform and deploying it so as to complement the firm's technology position reduces design uncertainty, promoting reengineering success.