组织学习在信息技术应用中的作用分析

基于资源基础观,传统的研究将企业信息技术视为战略性资源,在投入产出分析范式的基础上探讨其应用效率问题。本文在现有研究的基础上分析组织能力因素对信息技术资源价值实现过程的影响机制,探讨组织学习能力对信息技术资源与组织绩效之间关系的中介作用和调节作用。根据238家企业的调查数据,进行了结构方程模型和层级回归分析,结果表明:组织学习能力对信息技术资源和组织绩效之间的关系既发挥部分中介作用,也发挥正向调节作用。因此,组织学习能力有助于实现并提升IT资源的商业价值。本文的分析补充了现有研究成果,对于企业管理实践也有参考价值。     

论物流管理信息系统在现代企业管理中的地位与作用

文中重点对物流信息技术的概念、物流企业的现状、存在问题作了介绍,探讨了信息技术对物流企业发展的影响,同时强调了信息技术建设是现代物流企业管理的核心,重申了物流企业未来的发展对信息技术提出了更高的要求。     

虚拟物流企业联盟的构建研究

虚拟物流企业联盟是经济全球化和信息技术高速发展背景下形成的新型物流企业管理与组织模式。本文综合归纳了虚拟物流企业联盟有别于其他企业组织或联盟形式的独特性,并围绕这一独特性提出虚拟物流企业联盟的构建。通过本文的研究,笔者希望能够在解决虚拟物流企业联盟构建的问题,建立有效的模型找到合理的机制来解决该问题。     

企业管理和信息化水平的完美配合

随着信息技术的不断发展,在企业管理中也已经开始有信息技术的应用。目前在众多企业管理中已经有信息化管理意识,并且在信息技术应用基础上已经构建应用信息化系统平台。但是如何实现企业管理和信息化水平的完美配合依旧是目前需要解决和处理的问题。本文则关于企业管理和信息化水平的配合应用加以分析。     

浅析企业人力资源管理信息化创新建设

近年来,随着计算机网络技术和互联网的发展,信息技术在人力资源管理中的运营非常广泛。信息技术在企业人力资源管理中的运用一方面促进和改善了企业人力资源的现代化和自动化,另一方面,许多企业在信息化实施过程中也遇到了许多问题,出现了难以解决的困境,本文分析了当前我国企业人力资源管理信息化创新建设的现状,并再此基础上就如何加强和创新企业人力资源管理信息化建设进行了深入的思考和提出可行性的意见和建议,希望对未来企业人力资源管理信息化建设的发展有重要的理论和现实意义。     

信息技术对人力资源管理模式的影响分析

本文首先对信息技术与企业经营进行了探讨,说明目前企业经营中信息技术的利用已经成为大势所趋。接着从人力资源管理流程、管理效率、管理成本和管理作用四个方面阐述了信息技术对人力资源管理模式的影响。最后指出在人力资源管理过程中应用信息技术需要注意的问题。希望本文能够为企业人力资源管理工作的开展和信息技术的有效应用提供帮助。     

浅析我国企业管理信息化的主要问题

随着科学技术的迅速发展,现代企业的管理越来越需要信息技术的参与,信息与管理模式的结合开辟了企业管理信息化的浪潮。党的最新政策要求我国重点企业要基本实现信息化,如今企业信息化已经成为现代企业的一种的管理理念和管理模式。本文主要阐述了我国企业管理信息化过程中存在的问题,并提出了相应的对策。     

煤炭企业信息技术标准化存在的问题与解决方法

作为我国国民经济支柱产业,煤炭行业对我国经济发展具有重要作用。但是随着计算机网络技术高速发展,企业管理信息化成为企业发展的必然趋势。但是从煤炭企业实施信息技术标准化现状来看,煤炭企业的信息化建设落后于企业发展,成为制约企业发展的重要因素之一。因此实现煤炭信息技术标准化迫在眉睫。本文阐述了信息技术标准化的作用,进而针对煤炭企业信息技术标准化方面存在的问题,提出相应的解决方法。     

信息技术发展对企业信息管理的影响

信息技术的蓬勃发展为企业的信息管理带来了前所未有的契机,在现代化企业的实际管理过程中,借助于信息技术,不仅可以为企业带来了更为高效全面的经济发展,也能为企业带来不可估量的经济效益和社会效益。本文在对信息技术发展对企业信息管理的影响进行探讨分析的过程中,首先阐述了企业信息管理推行信息技术发展的必要性,然后对信息技术的几个发展阶段作了主要的分析,最后总结了信息技术发展对企业信息管理的积极影响。     

柔性管理模式在人力资源管理中的应用

在知识经济时代,随着信息技术在各个行业的渗透和影响,知识型企业人力资源管理受到较大影响,办公方式分散化、管理柔性化和组织结构扁平化成为现代人力资源管理发展的三大趋势,其中柔性化管理成为现代企业管理方式的发展潮流和方向。     

A model of the adoption of radio frequency identification technology: The case of logistics service firms

Globalization and advances in information technology represent both realities and opportunities for enterprises in the 21st century. This paper aims to broaden understanding of service innovation as a critical organizational capability through which the adoption of information technology influences firm performance. This study examines how the adoption of radio frequency identification (RFID) technology influences the operational performance of logistics service firms. We develop the RFID adoption model based on the interorganizational information systems (IOS) view of the firm that integrates the various strands of research into the framework. The study draws from the related information technology and interorganizational information systems literatures to explore organizational factors associated with the adoption of RFID. A model of the associations between information technology and interorganizational information systems use, social support, power structure, organizational readiness, procedural flexibility, and top management support is developed, and hypotheses are advanced about the relationships among these constructs. An empirical survey was conducted among 500 logistics service firms in Taiwan. A total of 131 valid observations were analyzed using the partial least squares technique. Results showed that RFID adoption has positive effects on business practices, which in turn improves operational performance. We address the value of certain interactive firm behaviors in RFID adoption and identify related constructs of RFID adoption in terms of their efficiency and value for logistics service firms. These results have implications for both education and practice.     

Marketing Is from Mars,IT Is from Venus: Aligning the Worldviews for Firm Performance

A typical firm is operated by multiple functional managers who may collaborate as well as compete to achieve firm performance. In the digital age, firm performance is essentially customer‐dependent and technology‐dependent, with both marketing and information technology (IT) playing key roles. Unfortunately the two functions often have very different worldviews. We show how these differences can damage firm performance, and suggest ways to mitigate this damage. We build a worldview difference model, synthesized from multiple disciplines. The model is tested using both matched and nonmatched observations from marketing and IT managers, and is analyzed with hierarchical linear models using both perceptual and objective firm performance data over a 4‐year period. We find that differences between the beliefs and perceptions of marketing managers and IT managers generate a negative impact on firm performance, and suggest appropriate technology‐culture associations to effectively align their worldviews for firm performance. To improve firm performance, a cross‐functional appreciation for market and technology drivers can be achieved by making marketing managers more learning‐oriented and by providing IT managers a culture that is congruent with technology.     

Knowledge Management Using Information Technology: Determinants of Short‐Term Impact on Firm Value*

The importance of knowledge management (KM) processes for organizational performance is now well recognized. Seeking to better understand the short‐term impact of KM on firm value, this article focuses on public announcements of information technology (IT)‐based KM efforts, and uses cumulative abnormal return (CAR) associated with an announcement as the dependent variable. This article employs a contingency approach, arguing that the KM announcement would have a positive short‐term impact on firm value in some conditions but not in others. Thus, it pursues the following research question: What are the effects of contextual factors on the CAR associated with the announcement of an IT‐based KM effort? Specific hypotheses are proposed based on information‐processing theory, organizational learning theory, the knowledge‐based theory of the firm, and the theory of knowledge creation. These hypotheses link CARs to alignment between industry innovativeness and the KM process, alignment between firm efficiency and the KM process, firm‐specific instability, and firm diversification. The empirical study utilizes secondary data on 89 KM announcements from 1995 to 2002. The results largely support the hypotheses. Overall, this article provides empirical support for the theory‐based arguments, and helps develop a contingency framework of the effectiveness of KM efforts.     

Is outsourcing of intangibles a real source of competitive advantage?

Intangible investments constitute an emerging and important field of management. The objective of this article is to further consider the problem of intangible resource externalization from a theoretical as well as an operational point of view. The first section reviews the problem of defining intangibles; the second section considers the issue of outsourcing intangibles from a theoretical as well as an operational point of view; the third section reviews the practical issues (especially costrelated) of outsourcing, for two main intangible activities: research and development and information technology services (information logistics functions). The fourth section summarizes the main issues and discusses their implications for accounting analysis and practice.     

The management of managers: A review and conceptual framework

The management of managers is an important contemporary concern, but the literature on the issue is not well integrated. This paper reviews key sources on the topic across organizational economics, human resource development and strategic human resource management. It presents a novel interdisciplinary framework for analysing how firms manage senior managers and for guiding future research, arguing that firms adopt different styles to attract–defend, develop–renew and motivate–harvest their senior managerial resource, depending on their contexts and choices that are made in the firm over time. The notion that some styles draw on early identification of élites while others treat management identification as more of an emergent problem is central to the typology. Within each of the styles identified, effectiveness in the management of managers hinges on recognizing and handling certain strategic tensions and problems.     

Bell Canada: A case study of dynamics of new technologies in a changing environment

This paper provides a case example of a firm experiencing significant change. Bell Canada is Canada's largest public telecommunications carrier. In recent years the company has found itself facing more pervasive new challenges than it had over most of its 111 year history. Elements of change driving the firm have their origins in technological advances, changing market expectations and reform in regulatory conditions. The paper provides examples and reference points for the changing management information needs required to cope with the new environmental realities. In particular, attention is paid to the need for management and regulatory flexibility and responsiveness as keys for dealing with change.This case study suggests the need to adopt new approaches to relevant information needs as a company moves away from the well defined domain of its operations. It explores the more critical information needs that have charged in the Bell Canada context. Although the analysis has reflected a single firm in transition, and there are bound to be differences, we hope that it can provide at least general guidance for other firm facing the dynamics of new technologies and global environment.In business, the survival instinct is intensified by the emerging global competitive environment. In every industry there is evidence of increased attention to the fundamentals of viability under rapidly changing conditions. Companies facing the reality or impending threat of increased competition, often from new sources, may feel that their backs are to the wall. If, in addition, these companies face the difficult transition from a regulated monopoly to a more competitive environment the pressure can be powerful indeed.     

The Phenomenology of Earnings Management within the Confines of Agency Theory

Agents' selective and acceptable reporting of economic events by different accounting systems, compounded by alternative accounting methods and estimates, make financial statements an approximation of economic reality. The tendency to delay accounting recognition of some transactions suggests that financial statements lag behind reality. The difference between reality and imaginary is often referred to as the agency problem. An essential characteristic of this problem is risk attitudes of principals (shareholders) and agents (management). Shareholders are considered risk neutral in their preferences for individual firms. They are in a position to diversify their shareholdings across multiple firms. Agents on the other hand have security and income that are inextricably linked to one firm. It would not be surprising to find agents exhibiting risk aversion in decisions regarding the firm. Immediately one's attention is drawn to the opportunity costs that arise for the risk-neutral shareholders who prefer that agents maximize their returns. The risk differential between agents and principals creates a problem in principal-agent relationship. It is within this framework that supervisory and incentive alignment mechanisms that alter the risk orientation of agents are set up. Powerful incentives act upon agents as they exercise their judgment, particularly when the judgment can trigger a stock market response that will, in turn, affect the firm in numerous ways. The responsibility of agents is to manage earnings. From a principal's perspective not all of the methods used to achieve this goal are equally desirable. Agents can either increase productivity or they can strategically manipulate accounting choices to affect earnings. The latter method need not come with any associated changes in productivity. Consequently, there is misstatement of the financial results and position. The calculus of earnings management is considered within the confines of agents' treatment of risk. Using an Agency Theory framework, this study examines the techniques used by agents to manage and manipulate earnings. The study initially tests the hypothesis whether earnings are really managed. For this purpose two manipulation indices were developed and based upon these indices the phenomenology earnings management was considered.     

The use of demand information in selecting production plans and schedules

The strategic problem of selecting a production plan for a given planning horizon is usually treated as independent of the tactical problem of scheduling the production plan. This paper approaches both selecting the production plan and scheduling it as one problem. The problem is formulated as a zero-one integer program. The formulation accommodates many real-life considerations. The integer program is solved using a branch and bound procedure which provides the optimal production plan and schedule as well as the importance indices of the orders, a concept which is introduced and used in this study to rank the available orders within the planning horizon according to their importance to the firm. The integer program and the search procedure can be used as a decision supporting tool to respond to any changes in the demand information, capacity of the firm, or its operating strategy, and it guarantees the selection of feasible production plan(s) and optimal schedules.     

应用全面创新管理提高中小型企业创新能力研究

在全球抗争危机中创新型企业(包括中小型企业)表现出了其独赋的优势,而中小型企业在其转型和升级中也需要借助全面创新管理提升其创新能力.本文首先探讨了什么是创新型企业;继而讨论了如何走向创新型企业及其三个阶段:"二次创新--组合创新--全面创新";紧接着对全面创新管理的内涵、特征做了较详讨论.然后对本专辑的论文安排结构作了简要介绍.     

德鲁克论21世纪管理挑战——信息挑战

彼得·德鲁克在其新著中解释,一个新信息革命正在进行中,它将彻底改变信息对企业和个人的意义。它不是技术革命,而是概念革命。至今,信息技术集中在数据,聚焦在“IT”中的“T”;新信息革命聚焦在“I”。 德鲁克论述了15世纪印刷技术的历史教训,对比了传统成本会计与基于活动的成本核算,说明企业需要的信息,具体提出了管理现行企业所需要的四套诊断工具与战略所要求的外部信息,明确了主观人员工作所需的信息观念,其形成必须由主管提出两个问题开始“我给什么?”“我要什么?”然后论述了组织信息问题,提出若干方法学概念。德鲁克敦促企业与个人必须学会组织信息作为它们的关键性资源,以迎接21世纪的管理挑战。