平衡记分卡在不同类型团队绩效评定中的应用

团队拥有共同的宗旨和绩效目标,具有灵活的组织形式.但团队内的信息具有不对称的特点,并且对不同类型的团队进行考核时侧重点也应有所不同.平衡记分卡这种新型的绩效测评工具可以最大程度的统一组织目标和个人目标,可以应用到企业、团队以及个人的绩效评定中.在对不同类型的团队和团队中的成员进行绩效考核时,平衡记分卡的考核指标会有所不同.     

团队管理初论

团队是由员工和领导者组成的一个共同体,该共同体合理利用每一个成员的知识和技能协同工作,解决问题,达到共同的目标。从团队的定义中我们可以看出团队的几个重要构成要素———共同的目标、团队成员、团队的定位、团队权限和团队计划。这些构成要素中,最重要的是团队成员,所有的团队目标要靠“人”来实现。因此团队管理的意义重大,我们从以下几个方面来进行研究。一、团队组建要组建一个团队,首先要明确团队目标和团队职能。根据团队的目标和职能,再结合公司的整体流程,将这些职能分解为不同的工作岗位,形成团队架构;然后依据部门或团队的现有情况及预算,设置人员编制,并相应地准备团队组建。1.团队架构。根据规划出团队目标和职能     

关于建立知识团队心理契约的思考

本文从分析知识团队定义、心理契约的特点入手,对如何建立知识团队心理契约提出了新的观点:建立有意义的目标;注重角色分工互补;形成相互支持的团队氛围;对价值的认可和公平的回报;具备有影响力的团队领导。尽管心理契约的内容无法被明确衡量,但只有真正与员工建立起心理契约的管理者才能在知识经济时代成为杰出的团队领袖。     

变革型领导行为对科研团队绩效的影响过程研究

科研团队的产出具有高的理论创新与知识含量,组织正式权力的影响作用较弱,这些结构特征对其领导者会提出多重的行为要求。本文对国家自然科学基金委信息科学部资助的科研团队进行了配对问卷调查,分析其中的变革型领导行为、组织公民行为、团队沟通和团队绩效之间的关系。分析结果表明,变革型领导对团队绩效同时具有直接和间接的影响效应,领导者的个体能力决定其行为有效性,而组织公民行为和团队沟通在领导过程也具有中介作用。以上结论对于科研团队领导者的选拔和培养具有重要的指导价值。     

知识异质性对团队创新的作用机制分析

基于信息过程视角和人际关系视角研究知识异质性对团队创新的作用机制,通过整合团队认同的调节效应与知识共享的中介效应,构建了有中介的调节效应模型。以85个知识密集型团队为样本的实证分析结果表明:团队认同调节知识异质性与团队创新的关系,团队认同调节知识异质性与知识共享的关系,团队认同对知识异质性与团队创新关系的调节效应被知识共享完全中介。     

团队心理授权、组织公民行为与团队绩效的关系

本文旨在探讨团队心理授权对团队绩效产生影响的作用机制,即团队心理授权是否会通过团队水平组织公民行为的中介作用对团队绩效产生影响.采用多元回归和结构方程建模分析了团队心理授权、团队水平组织公民行为以及团队绩效之间的关系,研究样本自于32家企业的156个工作团队的568名员工.结果表明:团队心理授权对团队水平组织公民行为、团队绩效有正向影响;团队水平组织公民行为在团队心理授权与团队主动性之间具有完全中介作用,在团队心理授权与团队工作绩效之间具有部分中介作用.     

基于变革型领导的职能多样性对团队内知识共享的影响研究

以146个团队数据为样本,探讨了中国情境下变革型领导对职能多样性团队内知识共享的调节影响及其内在作用机制.研究结果表明,变革型领导行为调节职能多样性与团队内知识共享间的关系,团队认同感在变革型领导行为的调节影响中起中介作用.具体而言,变革型领导行为通过提高下属团队认同感的程度增强职能多样性对团队内知识共享的正面作用,当变革型领导行为水平越高时,下属的团队认同感越高,职能多样性与知识共享的正向关系越强.     

高校科研团队知识管理系统要素研究——来自教育部创新团队的实证分析

高校科研团队是由科研任务牵引的知识团队,团队运作的最终目标是实现科技创新,创造新知识、新技术和培养创造性人才。成功的团队管理往往就是有效的知识管理。在高校科研团队的运作过程中,自始至终贯穿着知识创新活动,并且知识创新始终处于核心地位。文章首先从知识管理的角度探讨了高校科研团队的运作过程,提炼出团队知识管理的系统要素,在此基础上运用结构方程模型方法,通过对107支教育部创新团队进行问卷调查和实证,分析验证组织、文化和资源等要素对高校科研团队知识管理系统的影响和作用机理。研究发现,组织、文化和资源等要素直接或间接地影响着团队创新绩效,知识管理行为扮演着重要的中介作用,实践中应该从这些要素的有效协同入手,才能保证创新绩效的有效提升。     

知识员工目标取向与知识团队反思对知识活动行为的交互影响研究

知识经济时代,科技型企业对知识型团队与知识型员工的依赖程度越来越高,知识型员工的知识获取与知识分享等知识活动行为越来越受到组织研究者的关注。本文综合运用目标取向理论与团队反思理论,将知识团队反思纳入到知识员工目标取向对知识活动行为影响的研究中,并推导出一个跨层次交互作用模型。通过对116个知识团队(含601个知识员工)样本的调查分析,得出实证研究结果 :知识员工学习取向对知识获取行为与知识分享行为具有显著的正向效应,且团队反思可以显著调节(增强)学习取向对知识分享行为的影响作用;证明取向对知识获取行为的影响效应不显著,但对知识分享行为具有显著的正向效应,而团队反思可以显著调节(增强)证明取向对知识获取行为与知识分享行为的影响作用;回避取向对知识获取行为与知识分享行为均具有显著的负向效应,且团队反思可以显著调节(削弱)回避取向对知识获取行为与知识分享行为的影响作用。最后讨论了研究的管理启示、研究局限及研究展望。     

虚拟团队学习和团队效能及组织效能问关系的实证研究

本研究对虚拟团队学习取向和学习行为对团队效能和组织效能的效果产生的影响进行了研究.作者通过问卷调查的方法,对30多家企业中的307位有过虚拟团队工作经验的人员进行了调查.结果显示,虚拟团队学习取向和学习行为对团队绩效有显著影响,对组织的财务绩效和知识绩效也有显著的效应量.     

Test of a model of organizational contributors to product development team effectiveness

This study tests a model of product development team effectiveness which was developed by Susman and Dean [Susman, G.I., Dean, J.W., 1992. Development of a model for predicting design for manufacturability effectiveness. In: Susman, G.I. (Ed.), Integrating Design and Manufacturing for Competitive Advantage. Oxford Univ. Press, New York, pp. 207–227.]. The model addresses two interrelated managerial issues. One concerns the use of integrative mechanisms to counterbalance the potentially negative effects of function-based differentiation, directly or indirectly through group process. The other concerns group process vs. codification/computerization as alternative means to process information as risk increases. This study addresses the first issue by testing the effect of a subset of integrative mechanisms on project outcomes, i.e., project focus, and the role of group process as partial mediator of this relationship. The second issue is addressed by testing for risk as positive moderator of the relationship between group process and project outcomes and as negative moderator of the relationship between codification/computerization and project outcomes. The results suggest that project focus is directly related to project outcomes, but group process does not mediate this relationship. Codification/computerization is not related to project outcomes. Risk does not positively moderate the group process–project outcomes relationship, but does negatively moderate the codification/computerization–project outcomes relationship.     

The Role of Knowledge in Resource Allocation to Exploration versus Exploitation in Technologically Oriented Organizations*

Decisions regarding research and development (R&D) activities of an organization greatly affect the fiscal and market outcomes of technologically oriented firms. Yet, the resource allocation choices between these two activities are tied strongly to an organization's technology knowledge. Technological knowledge is itself a resource that the firm can manage to achieve strategic and competitive advantage. In this paper, the authors present a system dynamics view of the decomposition of R&D efforts into explorative and exploitive activities and the resultant knowledge‐specific and performance outcomes from the decision to focus on one type of activity or another. Four factors are shown to affect the relative value of innovative knowledge to the organization: resource availability, exogenous competition, aging of knowledge bases, and adaptive capacity, a firm's ability to adapt to its environment. A variety of long‐ and short‐term strategic issues are discussed in relation to these forces.     

Knowledge Management in Strategic Alliances: A Review of Empirical Evidence

Knowledge‐related and organizational learning processes in alliances have received much attention throughout the last 25 years. The field has generated a rapidly growing body of empirical evidence on how knowledge is managed in alliances. However, the sphere is highly complex, fragmented, incoherent, and heterogeneous in terms of the theoretical approaches applied. This paper presents an integrative and organizing framework for the empirical literature on knowledge management in strategic alliances. It illustrates how the knowledge management outcomes of knowledge creation, transfer and application are determined by four distinct sets of factors: knowledge characteristics, partner characteristics, partner interaction, and active knowledge management. Based on this framework, this review analyses and integrates empirical evidence in order to identify where findings converge and where results conflict. So far, research has focused strongly on singular interrelations between these four sets of factors and the transfer of knowledge. Conversely, the questions of how knowledge is created, retained, retrieved and applied and how the interplay of the different factors affects knowledge management in strategic alliances remain widely unexplored. The review concludes with a summary of the current state of the art in empirical research and discusses some promising avenues for future investigation.     

The role of CEO emotional stability and team heterogeneity in shaping the top management team affective tone and firm performance relationship

In this paper, we aim to bridge the micro-macro divide by addressing continued calls from strategic leadership and affect researchers to examine the black box to consider how CEO characteristics relate to top management team (TMT) affective experiences, and, in turn firm outcomes. We further consider the role of one key contextual factor in this relationship: TMT heterogeneity. We predict that CEO personality, specifically, emotional stability, is positively associated with TMT affective tone. Moreover, we posit that the relationship between TMT affective tone and firm performance depends on TMT task-related heterogeneity, such that positive affective tone benefits firm performance in heterogeneous TMTs, whereas negative affective tone benefits firm performance in homogeneous TMTs. Using a novel methodology that measures key psychological aspects of the CEO and TMT, we examined 50 TMTs from publicly-traded companies to test our predictions. Our findings offer theoretical contributions to the strategic leadership, affect and diversity literatures as well as managerial applications for CEO selection and management and managing diversity in upper echelons.     

Bridging Adaptive Learning and Desired Natural Resource Management Outcomes: Insights from Australian Planners

Natural resource management (NRM) has been increasingly guided by governance arrangements seeking less centralized and hierarchical and more integrated and adaptive approaches to achieve desired social-ecological outcomes. Successful implementation of these approaches requires adaptive learning which entails the application of individual, institutional and social learning to adaptive co-management. This paper proposes and validates a conceptual model that identifies components of adaptive learning and their relationships with desired NRM outcomes. Supported by on-ground experience of Australian NRM planners, it discusses three key insights to enable bridging between adaptive learning and NRM outcomes: changing focus away from economic-efficiency culture, supporting learning and knowledge exchange structures, and reinventing practice.     

Self-managed Teams: Assessing the Benefits for Small Service-sector Firms

In recent years the concept of the self-managed team has gained in popularity as Western nations have struggled to remain competitive in world markets. Claims that autonomous working can contribute significantly to enhancing employee productivity, product innovation and quality management appear mainly based on anecdotal evidence extracted from single-firm case studies. In an attempt to close identified theoretical and empirical gaps about autonomous working, a larger-scale quantitative assessment of self-managed teams in small UK service-sector firms was undertaken. Although the results confirm that self-managed teams can contribute to improving certain aspects of performance, the scale of impact seems much less than that suggested in many articles. Furthermore, in certain circumstances it appears that a move to self-managed teams in small service-sector firms may have a somewhat negative impact on certain aspects of organizational capability. The question is raised, therefore, whether autonomous working should be strongly advocated as an important contributor to enhancing the competitiveness of small service-sector firms.     

Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism

This study advances prior theoretical research by linking transformational and transactional behaviors of strategic leaders to two critical outputs of organizational learning: exploratory and exploitative innovation. Findings indicate that transformational leadership behaviors contribute significantly to adopting generative thinking and pursuing exploratory innovation. Transactional leadership behaviors, on the other hand, facilitate improving and extending existing knowledge and are associated with exploitative innovation. In addition, we argue that environmental dynamism needs to be taken into account to fully understand the effectiveness of strategic leaders. Our study provides new insights that misfits rather than fits between leadership behaviors and innovative outcomes matter in dynamic environments. Hence, we contribute to the debate on the role of strategic leaders in managing exploration and exploitation, not only by examining how specific leadership behaviors impact innovative outcomes, but also by revealing how the impact of leadership is contingent upon dynamic environmental conditions.     

Evidence of Managerial Short-termism in the UK

This paper considers an aspect of possible managerial short-termism in the UK. It discusses some potential motivations for that phenomenon and presents evidence which suggests that short-termism exists and is positively associated with managerial perceptions of capital market valuation practices. Two hypotheses were developed and tested using the responses concerning R&D expenditure obtained from a postal questionnaire sent to the finance directors of theTimes 1000companies. These were that many top managers in UK quoted companies behave in a ‘short-termist’ manner; and that the extent to which managers behave as hypothesized above is positively associated with their perceptions of the level of emphasis placed by the capital market on measurements related to short-term reported earnings. The results obtained support the hypotheses. Overall, the evidence of the paper is consistent with the view that many finance directors of large UK companies are short-termist in their perceptions and that such short-termism is positively associated with their beliefs about the level of emphasis placed by the capital market on figures of reported earnings.     

The Role of Existing Knowledge in New Product Innovativeness and Performance

The purpose of this study is to provide a more thorough assessment of the link between existing knowledge and organizational performance than currently exists in the literature. We identify factors and processes influential in the management of existing knowledge within the areas of learning culture, knowledge building, and organizational performance. Through structural equation modeling, a more thorough examination is given of the role existing knowledge plays in new product performance and innovativeness. In completing this task, we provide insight into the subprocesses of knowledge building by evaluating the influence of shared interpretation and two aspects of information acquisition—efficiency and degree of innovativeness of newly acquired information—on new product development (NPD) outcomes. Included in the examination of these processes are organizational culture and structure characteristics believed to influence knowledge management success.     

HRD university education: an international research agenda

Based on the observation that the systematic study of university-based HRD education - especially in an international comparative approach - is an important but under-explored area of scholarship, this article reports on the results of a need-sensing process among a panel of twenty-one senior HRD administrators and scholars in the United States and Great Britain. The resulting research agenda identified knowledge gaps and research needs in three broad areas: subject matter of HRD education; institutional characteristics, arrangements, and linkages; and outcomes and effectiveness of HRD education. Several categories were identified in each of the three areas and examples described. The implications of this study for research and theory building in international and comparative HRD are discussed.