Sustainable business – Leading yourself and business into the future

Abstract

In the industrial era the development and use of the term ‘economic efficiency’ was too narrow. The exclusive one-sided focus on financial success led to consequences with yet unforeseeable risks and dangers. We must radically redefine economic efficiency if we want to foster well-known and needed sustainable living conditions on earth. To act in an economical fashion must imply value creation for the company, the environment and society. The evaluation of economic success must take all three criteria of value into account equally. To achieve such sustainable win-win-win situations, the full utilization of employee and business partner potential is required. Only an evolving culture of cooperation at all levels will ensure best solutions for developing and maintaining a healthy life base, leading away from the paradigm of absolute competition. Ways and means to reach these objectives are presented: old wisdom is combined with modern management control systems and the consequent change in evaluating the success of management.     

Building interfirm leadership: A relational identity perspective

While leadership has been recognized as an approach to facilitating network orchestration, little is known about the mechanism through which a hub firm enhances interfirm leadership. Grounded on the theory of social identity and network orchestration, we develop a framework of the enhancement of interfirm leadership, proposing that the tendency of building leadership rests on the hub firm's ability to shape the partners' relational identity. We identify three types of role-adoption that indicate seven actions a hub firm might take to establish such an identity. We suggest that the mechanism through which leadership emerges is contingent on relationship duration, dependence asymmetry, and competition intensity.     

Female High School Dropouts A Relational View

This study investigates risk and protective factors of Taiwanese female students who dropped out of high school. Twenty female youth who had dropped out of high school and who grew up and resided in Taiwan voluntarily participated in this study. Findings revealed particular relational conflicts and coping strategies employed by the girls that contributed to significant vulnerability, conflict at school and school dropout. Implications for social work practice are addressed.     

The Worker's Role in Collectivity

This paper examines the worker's role in collectivity. Modifications are required because collectivity, as an entity, does not aid the worker as effectively as does a fully-formed social work group. The worker is therefore obliged to move the worker role into the gaps created by the nature of the structure.     

两部企业宪法蕴含的中国本土管理元素探析——基于鞍钢宪法和华为基本法的研究

鞍山钢铁公司和华为公司的发展和成功模式凝练而成的2部企业宪法分别成为计划经济时代和市场经济时代的经典企业管理纲领,它们根植于中国经济的土壤和中国的管理情境,其成功经验和管理模式具有可参照性、可移植性。结合2个公司的成长轨迹,深入分析企业宪法内容,可以发现其蕴含的3个主要的中国本土管理元素:整体平衡的管理哲学、"集体主义"的组织行为和英雄领袖的魅力型领导,每个本土管理元素又包含着更多具体的中国式管理理念和方法。     

校长领导行为对小学教师集体效能的影响

为了探讨校长领导行为与小学教师集体效能之间的关系，采用校长领导行为描述问卷与教师集体效能量表作为研究工具，随机调查了37所学校的466名小学教师。结论发现：1．关心人与教师集体效能之间存在显著正相关，但关心任务与教师集体效能之间的相关未达到显著水平。2．在对教师集体效能的回归模型中，关心人进入到预测教师集体效能总分和教学任务分析的回归模型，而校长领导行为对教学能力评价具有一定的预测作用。     

Leadership Dimensions,the Critical Link for the Evolution of Collaboration

Abstract

This article traces the history of one community's efforts to coordinate services to address family violence. The current mazeof organizations in communities is overwhelming to the professionals who work in them, the political leaders who authorize them, the foundations and United Ways who fund them, and, most assuredly, to the persons for whom the various organizations were established. A review of the literature on coordination and collaboration is included as well as a discussion of leadership challenges during the various stages in the evolutionary process to provide confidential, culturally sensitive, comprehensive, accountable, and user-friendly community social service systems.     

Relational Aggression in Peer and Dating Relationships: Links to Psychological and Behavioral Adjustment

We examined the contribution of relational aggression in adolescents' peer and dating relationships to their psychological and behavioral adjustment. In the Fall and again four months later, 1279 (646 female) grade 9 students reported on relational aggression perpetration and victimization in their romantic and peer relationships, depression/anxiety symptoms (psychological adjustment) and delinquency (behavioral adjustment). Using hierarchical regression analyses, controlling for Time 1 adjustment/behavior, peer relational aggression perpetration predicted depression/anxiety. Dating relational victimization also predicted depression/anxiety, but only for girls. Furthermore, girls who were perpetrators of relational aggression in both peer and dating contexts were most likely to show increases in delinquent behavior. We conclude that dating and peer relationships are not redundant, but make independent and additive contributions to adolescent adjustment. Girls, in particular, may be at greatest risk for poor outcomes when they have relationally aggressive relationships. Results also highlight the need for greater awareness of the complexity and significance of adolescent dating relationships.     

信息技术如何实现契约治理与关系治理的平衡——基于D公司供应链治理案例

运用纵向案例研究,通过过程模型来解析基于契约和关系二元治理平衡的形成路径,打开信息技术与契约和关系的二元治理平衡之间的"黑箱"。研究发现,促进长期跨组织协同的关键在于实现基于关系和契约的治理机制平衡;信息技术能够在跨组织治理过程中实现治理机制的动态叠加,在治理机制不断优化的过程中实现治理机制之间的平衡。这一研究进一步丰富了跨组织治理理论,对中国企业在互联网环境下的长期合作具有启发和指导意义。     

Employees Amidst Welfare Reform

SUMMARY

The impact of welfare reform on organizational functioning at the Georgia Division of Family and Children Services (DFCS) is measured between 1999 and 2000 using a longitudinal survey method, a large sample of employees, and multiple regression analysis. During this one year period the agency experienced a change in leadership as well as had to contend with the evolving requirements associated with the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (PRWORA). The findings indicate that a trusted leadership and an organizational climate that is receptive to and fosters effective communication can improve the chances of successfully implementing large-scale organizational change like that created by the PRWORA.