搞好人力资源管理的探讨与对策

一、企业人力资源管理的战略意义。企业人力资源战略是指：为实现企业的战略目标．有计划地实施人力资源管理的模式以及与之相关的各种活动。它通常包括两方面的含义：一方面．人力资源战略是企业战略的重要组成部分：另一方面．人力资源战略与企业战略相互影响。如果人力资源管理部处于企业的决策层、执行层．使它们全面、持续地参与企业战略的制定、实施．则人力资源管理活动完全融入企业战略之中．有利于保证企业战略的成功实现．使企业在竞争中处于有利地位。如果使人力资源部门处于企业中间的服从、执     

我国企业跨国并购的动因分析和策略选择

实施“走出去”战略是按照市场经济的通行规则,鼓励有条件、有实力的企业通过扩大对外投资进行跨国经营,发展为跨国公司,逐步形成在局部地区乃至世界范围配置资源和供应链管理的能力。作为“走出去”的战略主体,我国企业的跨国并购正是国家实施“走出去”大战略背景下企业实施国际化战略的一种手段,是基于企业整体发展战略的并购,是在战略规划指引下的一个动态变化过程,也是企业成功实施全球化战略的重要途径。     

浅谈企业应如何成功实施ERP系统

ERP系统是将先进的管理思想用信息化的平台表现出来,它在企业的实施过程不仅仅是信息化改造过程、更重要的是企业管理思想变革的过程.ERP实施困难、成功率低一直是阻碍ERP顺利推广应用的瓶颈,本文在归纳部分学者提出的ERP实施的关键成功因素的基础之上,通过分析我国企业实施ERP存在的问题,最后总结了企业ER实施的关键成功因素,对我国企业实施ERP有一定战略指导意义.     

战略国际人力资源管理与企业绩效关系研究——基于在华跨国企业的经验证据

企业国际化中人力资源实践如何影响绩效,既是一个国际企业管理问题,更是人力资源管理领域的中心问题;因为任何一种国际化战略的成功都离不开恰当的人力资源管理方式,而成功的跨国公司对人力资源管理的导向选择也主要取决于它能否更好地支撑其国际化战略的实施.本文以100家在华跨国企业为研究样本,在战略国际人力资源管理(SIHRM)的框架下,将人力资源管理系统和国际化程度对企业绩效的影响作为主要研究问题,构建层级回归模型,通过实证检验考察人力资源管理与企业绩效的关系.研究结果表明,企业绩效不仅同人力资源管理与企业战略的整合程度有关,而且同人力资源管理系统与国际化程度之间存在积极的联系.该研究结论为中国企业在国际化过程中如何实施有效的战略国际人力资源管理以提升组织绩效并获取持续竞争优势提供借鉴与参考.     

浅析中小型制造企业业务流程重组的关键成功因素

在我国中小型制造企业的市场环境下,依据业务流程重组与关键成功因素理论基础,通过了解我国中小型制造企业的普遍性的业务特点,结合我国已经成功实施业务流程重组的企业经验与理论,提出了中小型制造企业业务流程重组的五个关键成功因素,分别为企业战略管理、信息技术支撑、人力资源管理、组织结构变革和企业文化。并在此基础上提出中小型制造企业业务流程重组实施方法的建议。     

浅析企业战略成本管理

企业战略成本管理是战略管理与成本管理在企业管理领域中的结合,旨在通过利用战略性成本信息进行企业战略选择,并基于不同战略选择组织成本管理,从而构建企业长期的竞争优势。本文将通过对企业战略成本管理的定义和特征,以及企业战略成本管理基本框架的阐述和分析,对企业实施战略成本管理提出建议,以期为企业战略成本管理的实施及企业核心竞争力的构建提供有益的指导。     

浅论大型企业集团资金集中管理

采取有效方式管理资金,是大型企业集团落实企业战略的一项重要管理工作,它能够有效地帮助企业集团统筹金融资源、降低财务成本、提高周转效率、控制运营风险、合理配置资源,保障企业战略的顺利实现。本文通过对一些集团公司成功实施资金集中管理做法的分析和经验归纳,总结企业集团资金集中管理的常用模式,同时分析资金集中管理的成功关键因素和应克服的问题,不仅可为中国集团企业提供资金管理实务操作参考,同时也提醒企业在资金管理时应注意和规避的事项。     

影响企业电子商务战略成功实施因素研究

电子商务战略是当今企业的发展重点,但在是企业实际实施电子商务战略中,往往会因为各种因素的影响,对其实施效果产生影响。本文在对影响企业电子商务战略成功实施因素分析的基础上,探讨其具体实施策略。     

浅谈企业发展战略保障措施

<正>在战略管理过程中,战略的实施是企业进行战略管理的后续内容,是战略管理的重要组成部分,企业只有采用合理的战略方法,才能使战略管理实现它的价值。为了能够有效地实现公司的总体发展战略和竞争战略,可以从下列几个管理要素来保障战略的有效实施:人力资源开发与管理,客户关系管理,财务管理,企业的品牌管理与文化建设等。     

企业实施战略成本管理初探

战略成本管理突破了传统成本管理，从战略的高度研究企业的成本问题，是企业全方位、全过程、全员的成本管理。本文从战略成本管理的特点谈起，论述了企业推行和实施战略成本管理的现实意义及企业如何实施战略成本管理提出了几点建议。     

基于商业生态系统的企业战略新模型研究

在以产业融合和网络经济为特征的商业生态系统环境中,传统战略管理模式的实践导向削足适履。聚焦"商业生态系统",剖析价值属性和联结属性,解构出价值依附型、价值共享型、价值平衡型、价值独享型和价值回报型战略模式。重构了战略模型,拓宽了新商业环境中战略管理视野。以信息技术商业生态系统上市公司为例,基于斯坦普尔量表验证该理论框架,并针对价值战略模型进行举证。     

Reviewing performance: an analysis of the structure and functions of performance management reviews

This article proposes an analytical framework for conceptualising performance management reviews (PMRs). Drawing on multiple literatures, the article applies Pettigrew et al.'s (Pettigrew, A., Whipp R., and Rosenfield R., 1989. Competitiveness and the management of strategic change processes. In: A. Francis, and P.K.M. Tharakan, eds. The competitiveness of European industry: country policies and company strategies. London: Routledge) framework to develop our understanding of the context, process and content of PMR. The process elements of PMRs are the levers for managerial intervention as they determine the immediate outcome of PMR. They accomplish this task by acting on the content elements, transforming the subject of PMR into specific outcomes. The scope of the intervention, however, is constrained by factors in the organisation's context. This framework sheds light on various functions of PMRs, most notably strategy implementation.     

Bridging strategic planning and business model management – A formal control framework to manage business model portfolios and dynamics

Despite the increasing interest in the intersection between strategic planning and business model management, research and practice struggle to integrate the two activities. By applying a rationalist view and drawing on the formal control theory, we develop an integrated management framework that provides a conceptual model of how to achieve consistency between the relevant goal and the planning levels. Therefore, we decompose the complex organizational activities into the level strategy, business model portfolio, tactics, and operations. For each level, we specify the formal activities and objectives and elaborate how the levels determine each other. Furthermore, we explain how higher and lower level formal control loops ensure alignment and that the appropriate level of the organization responds to changes in the environment. Finally, we discuss how these formal control mechanisms allow for proficient management of the dynamics inherent in strategy and business model management.     

Organizational Improvisation: A Consolidating Review and Framework

Organizational improvisation is increasingly recognized as a relevant area of management research. However, the cumulativeness of research on improvisation in organizations remains low. This paper organizes existing contributions on organizational improvisation within a new consolidating framework combining degrees (minor, bounded and structural) and levels (individual, interpersonal and organizational) of improvisation. The proposed degree/level framework allows for reviewing the existing literature on organizational improvisation in the management disciplines of strategy, organizational behaviour, organizational theory, innovation and marketing in a systematic manner. It also exposes potential areas for future research across management disciplines, research areas, organizational settings and industries, and beyond existing metaphors, most notably of jazz and improvisational theatre.     

Linking long-term capacity management for manufacturing and service operations

For firms that combine manufacturing and service operations in one system, the task of managing capacity is not straightforward. New goods and services may not have the same set of competitive priorities, and the models and concepts available in the literature for service operations differ from those for manufacturing operations. We address this problem and review the concepts and models for capacity management in the long term in both streams of literature, i.e. manufacturing and services, to develop a unified framework for manufacturing and service operations. The framework creates transparency between new goods manufacturing and service operations, since the same long-term capacity management structure is used for both product types, as well as between capacity strategy and planning strategy, since new goods and services are treated simultaneously. In the framework, the concepts of chase and level strategies are redefined for service operations to allow for integration with manufacturing operations. A case study demonstrates the usefulness of the integrated approach for long-term capacity management.     

Finding and Implementing Energy Efficiency Projects in Industrial Facilities

This study addresses the challenges of finding and implementing profitable energy efficiency (EE) projects, a critical foundation for sustainable operations. We focus on manufacturing enterprises, but many of our findings apply also to the back office of service operations. Our starting point is that, in nearly every industrial enterprise, there are many profitable EE projects that could be implemented but are not. An oft‐cited hindrance to implementation is the lack of an internal management framework in which to find, value, and execute these projects. Using a conceptual approach, we rely on proven sustainable operations tools to develop such a framework. We identify three major value drivers of EE projects: savings intensity, “green” image, and project complexity. We then describe a framework for understanding the context of EE projects in industry, with an underlying analytic foundation in optimal portfolio analysis. A case study of a large manufacturing site is used to illustrate emerging best practices—based on Kaizen management principles—for integrating EE project management with operations, engineering, and strategy.     

中国管理学研究的人本主义范式

哲学视野审视下的中国传统管理文化以战略为管理的核心，其所蕴含的丰富的人本主义思想在管理实践中表现为科学、艺术和哲学3种元素的融合。战略之树的比喻提供了中国管理学的认识框架，可以推动管理科学研究与管理哲学研究的统一，继而促成中国传统管理文化与管理科学的内在整合。中国管理学的意义在于推动管理学研究从科学主义范式走向人本主义范式。     

Contextualist-retroductive case study design for strategic asset management research

Abstract

This paper develops a tailored case study design for strategic asset management research. It draws on the notions of ‘contextualist approach’ and ‘retroductive strategy’ used in case study research, and follows the multiple embedded-case design advocated within qualitative research. Using a published asset management research study as a primer, it demonstrates the application of the proposed research design and its methodological rigour. This research design could serve as a reference framework, as well as a research instrument, for guiding asset management research. As such, it facilitates the development of theory that accounts for the multi-faceted nature and current priorities of asset management. Overall, this research design helps determine what activities to be incorporated into an asset management program to enhance an organization’s ability to capture value from its operations system. In so doing, it promotes a holistic perspective on asset management that is currently lacking in the literature.     

道歉承诺类管理反馈策略对顾客二次满意度的影响——基于顾客多样情绪调节效应

O2O模式下，众多学者和商家都关注何种在线管理反馈策略能提升顾客满意度，然而多数研究仅针对顾客负向情绪，忽略了顾客多样情绪对在线管理反馈策略影响的调节作用。实际上顾客在接受在线管理反馈时带有矛盾情绪，表现为多种情绪。因此本文针对消费者多样情绪，研究不同情绪调节下道歉承诺类管理反馈策略与顾客满意度之间的关系。通过梳理在线管理反馈策略、顾客满意度、顾客多样情绪等相关研究，提出代表顾客多样情绪的在线评论类型包括：积极评论、偏积极评论、消极评论、偏消极评论，研究不同类型评论（顾客多样情绪）对顾客满意度有不同影响；道歉承诺类管理反馈策略对顾客二次满意度有积极影响；不同类型在线评论（消费者多样情绪）对道歉承诺类管理反馈策略的积极影响有调节作用等假设。本文以国内某旅行网站99027名顾客二次入住酒店数据为样本，用机器学习的方法对顾客评论和管理反馈策略进行分类，通过多元线性回归模型进行实证分析，结果表明：（1）偏积极评论、偏消极评论、消极评论对顾客二次满意度有负向影响；（2）道歉承诺类管理反馈策略对顾客二次满意度有积极作用；（3）顾客偏消极、消极情绪能够加强道歉承诺类管理反馈策略对顾客二次满意度的正向影响，即道歉承诺在调节顾客的消极情绪方面具有一定的积极作用。研究结果丰富了在线管理反馈策略理论和方法，为服务商进行在线管理反馈时应采取的措施提供了一些参考，对服务商通过第三方平台加强顾客关系管理具有一定的指导意义。