Capturing the broader picture of value co-creation management

The interactional, interdependent, and dynamic nature of value co-creation has made value management in business relationships a particularly challenging issue for both academicians and practitioners. In addition, studies on this topic have mostly focused on managing value co-creation in isolation from the wider relational context without completely capturing the influence of other value processes on value co-creation. This paper examines the broader picture of value co-creation management by providing a model based on interlinked value processes, namely, value communication, value appropriation, value measurement, and value representation. We adopted a qualitative approach based on 86 interviews with managers of both customer and supplier companies, which operated in different industries. Results showed that the management of value co-creation implies considering complex patterns of interconnections with other value processes. In particular, the study will shed light on the centrality of value appropriation to co-create value and on the importance of value representation to coordinate ideas and enable future co-creation opportunities.     

Engaging leader – Engaged employees? A cross-lagged study on employee engagement

The goal of this study is to provide a cross-lagged examination of the relationships between engaging leadership, job resources and employee work engagement. We propose a mediation model and we postulate that engaging leadership can increase perceptions of three specific job resources (i.e. autonomy, support from colleagues and opportunities for learning and development) which theoretically correspond to the three facets of engaging leadership (i.e., inspiring, connecting and strengthening, respectively). Subsequently, in keeping with the extant body of Job Demands-Resources (JD-R) research, we link job resources to employee work engagement. Our hypotheses were tested on data collected at two time-points – T1 (N = 759) and T2 (N = 273) –from employees working for a hotel chain in the Netherlands. In line with our expectations, engaging leadership showed a significant cross-lagged relationship with autonomy and support from colleagues, but did not predict learning opportunities and work engagement across time. While we formulated specific hypotheses, we also tested reversed causation relationships. We found no direct effect from engaging leadership on employee work engagement, however, the reversed effect was significant; employee perceptions of engaging leadership were shaped by their own engagement experiences. Importantly, engaged employees at T1 reported more job resources at T2. By providing a cross-lagged examination of our model, we showed that engaging leaders as well as employees’ positive affective state of being engaged, are essential to shaping a resourceful work context. A comprehensive view on the triggers and outcomes of work engagement and engaging leadership is needed, as the traditional unidirectional cause-effect rationale fails to explain how these concepts relate to one another and to employee experiences of job resources.     

Cooperative innovation through a talent management pool: A qualitative study on coopetition in healthcare

In recent years, the Dutch healthcare sector has been confronted with increased competition. Not only are financial resources scarce, Dutch hospitals also need to compete with other hospitals in the same geographic area to attract and retain talented employees due to considerable labour shortages. However, four hospitals operating in the same region are cooperating to cope with these shortages by developing a joint Talent Management Pool. ‘Coopetiton’ is a concept used for simultaneous cooperation and competition. In this paper, a case study is performed in order to enhance our understanding of coopetition. Among other things, the findings suggest that perceptions of organizational actors on competition differ and might hinder cooperative innovation with competitors, while perceived shared problems and resource constraints stimulate coopetition. We reflect on the current coopetition literature in light of the research findings, which have implications for future research on this topic.     

Is the BasicsCard “shaming” Aboriginal people? Exploring the differing responses to welfare quarantining in Cape York

As part of the Cape York Welfare Reform Trial (CYWRT), which has been running in the remote Aboriginal towns of Aurukun, Hope Vale, Mossman Gorge and Coen since 2008, Family Responsibilities Commissioners have the unprecedented ability to quarantine welfare payments. Critics claim this “BasicsCard,” which cannot be spent on alcohol, tobacco, pornography or gambling, brings shame to Aboriginal people – marking them as dependants, deemed incapable of responsible spending. Evaluations of the CYWRT paint a more complicated picture. While many of the “spectators” of the CYWRT report “welfare reform stigma,” the “subjects” themselves are more positive. This paper draws on ethnographic research in Hope Vale to argue that these categories overlap with loosely defined, porous social groups that developed during the town's mission past, described as the “engaged” and “embedded” Hope Valers, respectively. The engaged group tends to be more aware of and sensitive to the views of the dominant society and to subscribe to its “ideology of respectability.” Meanwhile, the latter group tends to adhere to a more egalitarian “ideology of relatedness,” and do not experience the shame, even when their own welfare is quarantined, because the behaviours that trigger quarantining are normalised within their highly circumscribed domain.     

人工智能时代企业管理变革的逻辑与分析框架

人工智能作为社会发展和技术创新的产物,已经成为新一轮科技创新和产业变革的核心驱动力,正在对世界经济、社会进步和人民生活产生极其深刻的影响。人工智能的商业应用会改变企业内部运作和生产经营的过程,为企业管理带来了诸多挑战和变革机遇。本文结合人工智能的特征与发展趋势,从管理对象、管理属性、管理决策和管理伦理四个方面对人工智能时代企业管理变革的逻辑进行了梳理,得出如下推论:第一,人工智能时代,被管理者将出现越来越多的"人工智能员工",以"社会人"为中心的管理理论和管理手段的适用性降低,如何管理"人工智能员工"以及协调人类员工与智能机器人的关系将对管理者提出挑战;第二,人工智能时代,管理属性不仅包括管理理论的科学性、管理实践的艺术性,还包括管理过程的技术性;第三,人工智能时代,将出现一批优秀的技术管理者,此时,技术管理者指的不是管理技术的人,而是掌握智能技术的管理者;第四,人工智能时代,管理者的决策环境得到优化,管理活动中的决策准则将由"满意决策"过渡为"最优决策";第五,人工智能时代,管理手段的智能化发展可能会加剧管理效率和管理伦理的冲突,管理者必须提升管理道德,经营过程中强化社会责任的履行;第六,随着人工智能技术发展,政府、社会团体和行业协会有必要从政策、法律与行业标准等多个方面构建人工智能发展伦理的多层次约束机制。     

历史变局、国家兴衰与发展之路——三次千年变局叠加下的中国特色社会主义发展道路

每当先进的发展制度开始取代落后的发展制度时，整个世界格局就会进入重大的转换阶段。在中国五千年的发展历史中，有两次重大的历史变局完全改变了中国历史发展轨迹并深远地影响了当前中国的发展模式。新时代下的中国作为前两次历史变局影响的客体，曾经既是先进发展制度取代落后发展制度的受益者，也经历过作为落后发展制度主体而被先进发展制度冲击的过程。目前世界正处于第三次先进发展制度与落后发展制度交替的历史变局阶段，作为第三次重大历史变局的主体，在三次千年历史变局叠加的背景下，能否有效地认识、适应并改造利用前两次历史变局的经验与教训，构建系统性、科学性、可行性、领先性的中国特色社会主义制度，将决定中国在本次历史变局中能否顺利成为先进发展制度的主体从而实现民族复兴。     

中国员工企业伦理态度调查及分析

随着中国市场经济的发展,各种企业丑闻的频发引起业界广泛关注,公司治理越来越受到重视。已有的研究表明,员工企业伦理态度关乎员工承诺度和企业竞争力。本文依据个人层次研究理论,采用实证分析方法,选择国内6家企业的员工为调研对象,沿用国外企业伦理个体层次研究中广泛使用的量表"Attitude Towards Business Ethics Questionnaire"(ATBEQ)即企业伦理态度量表,考察当代中国企业员工对企业伦理态度的看法;另外,也分析了不同的工作年限,性别,学历,户口等因素下的企业员工伦理态度差异。调查结果显示:中国员工的企业伦理观存在困惑;大部分中国员工有企业利益相关者意识;教育对企业员工伦理态度存在显著影响。     

教师职业忠诚与学校人本管理

稳定的教师职业忠诚是一种宝贵的教育资源，爱岗敬业是教师职业忠诚最显著的特征。然而，当前教师职业忠 诚度在教师队伍中整体上呈衰减态势，有的教师甚至发生职业疏离与异动，原因虽然是多方面的，但学校管理缺乏对教师的人 文关怀也是其重要的一种原因。领导者确立新的教师观与教师管理观；无私地放弃自己某些特殊权利；智慧地践行多种人本 化管理措施，是学校管理提升教师职业忠诚的应有之举。     

不同冷链服务模式下生鲜农产品供应链决策

基于单物流服务商、单供应商和单零售商构成的生鲜农产品供应链，构建3种冷链服务模式：承诺模式、提前要求模式与延后要求模式，探讨不同冷链服务模式对定价与冷链服务水平、企业绩效的影响。研究发现：某种冷链服务模式是否有利于消减数量与质量损耗依赖于产品易腐性、冷链服务成本及其分担比例。供应链成员无法在承诺模式与提前要求模式下形成统一的模式偏好。当物流服务商承担的冷链服务成本比例较低时，相比于提前要求模式，供应商偏好承诺模式，否则，偏好提前要求模式。承诺模式比提前要求模式更有利于物流服务商，然而对于零售商，结果正好相反。数值实验表明，虽然供应链成员无法对冷链服务模式形成整体的一致性偏好，但仍可实现局部的一致性偏好。     

Decision‐making under uncertainty in child protection: Creating a just and learning culture

The argument is made for having a positive error culture in child protection to improve decision‐making and risk management. This requires organizations to accept that mistakes are likely and to treat them as opportunities for learning and improving. In contrast, in many organizations, a punitive reaction to errors leads to workers hiding them and developing a defensive approach to their practice with children and families. The safety management literature has shown how human error is generally not simply due to a “bad apple” but made more or less likely by the work context that helps or hinders good performance. Improving safety requires learning about the weaknesses in the organization that contribute to poor performance. To create a learning culture, people need to feel that when they talk about mistakes or weak practice, there will be a constructive response from their organization. One aspect of reducing the blame culture is to develop a shared understanding of how practice will be judged and how those appraising practice will avoid the hindsight bias. To facilitate a positive error culture, a set of risk principles are presented that offer a set of criteria by which practice should be appraised.