企业改革项目的管理

本文讨论了企业改革的特点,将其视为一个项目.并用项目管理的观点分析改革项目的生命周期各阶段的特征,提出了相应的项目管理的方法和手段.     

Managing complexity in a multi-business-model organization

Many organizations operate multiple business models (BMs) concurrently. Yet, we know little about the challenges of managing a BM portfolio in one organization. In this study, we examine complexity as an important issue facing multi-BM firms. We differentiate complexity within a single BM from the complexity of links between BMs managed by a focal organization. Linking the BM and corporate strategy literatures, we discuss important dimensions and consequences of complexity in a BM portfolio. The sharing of similar activities and partners and the redeployment of activities and partners across BMs are important dimensions of the complexity of an integrated BM portfolio. We also suggest that BM portfolio complexity should be aligned with organizational design in terms of the centralization or decentralization of the decision-making process, and identify the positive effect of BM portfolio complexity on building imitation barriers.     

Managing a Remanufacturing System with Random Yield: Properties,Observations, and Heuristics

We study a remanufacturing system that involves the ordering of a serviceable product and the remanufacturing of multiple types of returned products (cores) into the serviceable product. In addition to random demand for the serviceable product and random returned quantities of different types of cores in each time period, the remanufacturing yield of each type of core is also uncertain. By analyzing a multi‐period stochastic dynamic program, we derive several properties of the optimal ordering/remanufacturing policy. In addition to some insights, these properties can be used to reduce the search effort of the optimal policy. We also demonstrate that some existing results derived from related models no longer hold in remanufacturing systems with random yield. Recognizing the optimal ordering/remanufacturing policy is highly complex, we examine three simple heuristics that can be efficiently solved and implemented in practice. Among these three heuristics, our numerical analysis suggests that the heuristic that captures most of the yield uncertainty and future system evolvement as well as some of the properties of the optimal ordering/remanufacturing policy outperforms the other two heuristics.     

Managing in a merger and acquisition era

Medical group administrators are quickly learning what big business has known for years-mergers and acquisitions represent a new and powerful option. If this option is to be employed successfully, however, group management has to understand the terms and be prepared well before merger or acquisition talk begins.     

Managing retailer-supplier partnerships with EDI: Evaluation and implementation

Methods for electronically linking suppliers and retailers (Electronic data interchange systems also known as EDI) have become commonplace. This study develops a methodology for assessing the value provided by an EDI system. The importance of implementation in generating value through EDI is illustrated through the use of a case study of a major retailer implementing an EDI system using the methodology. The case study also shows that EDI systems are likely to be most effective for product categories with unpredictable sales patterns and demonstrates how other technologies (e.g. flexible manufacturing capabilities) can be leveraged to increase the value of EDI.     

Managing strategic change in a mature business

The article draws on the experience of four sectors of the U.K. economy to suggest what the competetive conditions of the next decade might look like. The distinction is made between barries to entry and barries to success. Strategic management in the more successful companies appears to involve the common ability to sustain strategic flexibility. The majority of the piece indicates how this quality has been fashioned and how the process of its creation and maintenance has been managed in the companies concerned. Evidence from the four sectors is used to speculate on some of the key determinants of strategic flexibility in the 1990s.     

Incentive Contracts for Managing a Project with Uncertain Completion Time

We examine two time‐related incentive project management contracts (C1 and C2 contracts) when the manager conducts a reverse auction. Under the C1 contract, the contractor with the lowest bid price wins; however, the manager imposes a linear and symmetric incentive/disincentive for early/late completion according to a pre‐specified due date. Under the C2 contract, the winning contractor has the lowest composite score that is based on the quoted price and the quoted due date; however, in addition to the linear and symmetric penalty/incentive, the contractor is subject to an additional penalty for late completion. While the C2 contract is more sophisticated than the C1 contract (in terms of the number of decisions that each party has to make), our analysis reveals that, unless the project is truly urgent, the more complicated C2 contract adds no value to the manager— the simple C1 contract will suffice.     

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

The surge of interest in expatriation and repatriation within the broader discourse on labor mobility of professionals and high-skilled labor, human capital development, and the theory and practice of people management serves as the backdrop to this paper. We propose that expatriation and repatriation be framed in the context of global careers and embedded in the wider social-economic environment of globalization through the lens of a career ecosystem theory. We chart the evolution of scholarly publications on career mobility over the past four decades and highlight current trends, in particular the emergence of self-initiated expatriation as a pivotal change in the direction of expatriation studies and derived practice. We assess the rigor of empirical findings, weigh theoretical underpinnings, offer a research agenda for future research, and outline managerial implications.     

Managing coopetition in diversified firms: Insights from a qualitative case study

Cooperation among divisions is usually thought to explain the performance of diversification strategies. However, such divisions are also in competition. Through the in-depth analysis of an intraindustry diversified firm operating in the global semiconductor industry, this paper identifies the sources of coopetition and the treatment of coopetitive tensions among divisions in the production allocation process. We find a multipoint origin of cooperation within a competitive setting. Then, we extend a previous study that considers uniquely two substitute views: (a) corporate-centric; and (b) division-centric. Additionally, by employing formal organizational mechanisms, we show that corporate headquarters guides divisional interaction to form a circular coopetition process. Thus, it is feasible to consider that intrafirm competition and cooperation phases form in a dynamic loop.     

Managing a Low-Incidence Risk: The Example of Toxic Shock Syndrome

This article demonstrates a methodology that allows individuals to reach a personal decision on the use of products which carry very small risks to health and life but also offer considerable benefits. A combination of the principles of dominance, extended dominance, and various methods of direct risk-benefit tradeoffs are shown to reduce the number of possible decisions regarding product use to the one optimal for the value structure of a particular individual. An historical examination of toxic-shock syndrome identifies tampons as a product with risks too small to warrant public intervention but too sizeable to be ignored. The methodology described here can be applied for all such products.     

Positioning a company in enterprise collaborations: Vertical integration and make-or-buy decisions

During any strategic development, a firm has to position itself in its supply chain. The decision as to how many activities in the chain to occupy is known as vertical integration and is termed as make-or-buy when an individual activity is considered. Because of its very nature, this category of decisions may be made only within the framework of an extended enterprise. To support such a decision-making process, a model is described that defines all key elements needed to make such critical decisions. More precisely, a set of rules must present all items which have to be defined and valued, and the relationships between them, in order to conclude if an activity must be processed internally (Make) or supplied externally (Buy). This paper details such a hierarchy of rules.     

Managing Quality in a Heterogeneous Contract Manufacturing Environment

The outsourcing of production is a prominent strategy across industries. While the strategy can have many benefits, the popular press reports numerous examples of quality issues originating with contract manufacturers (CMs). Observing these quality issues, multiple scholars call for the quality management (QM) literature to be extended to explicitly address the challenges of managing quality in an inter‐organizational context. Additionally, QM researchers recognize the need to consider contextual contingencies for the effectiveness of specific QM practices. Responding to these calls, we focus on the potential contingent factor of CM heterogeneity (i.e. the degree of product and process diversity at the CM plant). We first test the direct relationship between CM manufacturing heterogeneity and CM quality conformance performance, as reported by the CM's customers, brand‐owning firms. Next, we evaluate the effectiveness of multiple practices that these brand‐owning firms can employ to mitigate the anticipated negative effect of heterogeneity on their CM's conformance quality. We utilize paired dyadic data on 106 contract manufacturing relationships in the food, drug, and medical device industries to test our hypothesized model. The results of our analysis reveal a negative association between heterogeneity at CM facilities and their conformance quality performance. Our results also identify cooperative relationships, contractual coordination provisions, and formal performance assessment programs as practices that brand‐owning firms can employ to largely eliminate the negative impact of heterogeneity on CMs’ conformance quality performance.     

Managing knowledge in supply chains: a catalyst to triple bottom line sustainability

Abstract

Sustainable supply chain management (SSCM) and knowledge management’s (KM) positive role in improving supply chain development and performance have both attracted attention in recent years, the former arguably stimulated by the triple bottom line (TBL). Despite the positive development, there is a paucity of theoretical and empirical studies identifying the broad capabilities that affect a firm’s ability to simultaneously pursue economic, environmental and social success. We use the natural-resource-based (NRBV) and knowledge-based (KBV) views to develop a series of propositions linking KM capability to strategic and operational supply chain sustainability and competiveness and test their veracity with practicing managers (n?=?275). We offer a systematic analysis of KM’s role in the development of SSCM. The findings confirm the credibility of the theoretical propositions and identify how different KM processes specifically facilitate strategic or operational development of SSCs. We provide researchers with a framework to guide future research at the KM/TBL nexus.     

Managing stakeholder pressures: Toward a typology of corporate social performance profiles

Why do some firms ignore some stakeholders while courting others? We propose two key drivers of firms' social postures and derive from this analysis a novel typology of corporate social performance (CSP) profiles. Although we expect that other drivers exist, we argue that a useful starting point for understanding any given CSP profile is to consider the pressure exerted on an organization by its stakeholders in conjunction with its level of resource endowment. Our preliminary typology identifies six distinct CSP profiles that reflect different opportunities and risks for stakeholder management: the CSP Vanguard, Opportunist, Generalist, Minimalist, Specialist, and Laggard. All else equal, the first two CSP profiles imply more nonmarket opportunities than risk, whereas we expect Laggards and Specialists to face greater risk in their responses to social and environmental issues. According to our framework, Generalists and Minimalists probably operate between these two extremes of business risk. Our conceptual analysis seeks to advance research and practice for more strategic stakeholder management.     

Managing to Reinvent Strong Publicness in a Privatized World

How can a specialized public organization, of which the operational sector has been brutally fragmented and privatized, maintain its unity and publicness? The paper looks at how the British Transport Police (BTP) has adapted to the fragmentation and privatization of British Rail since 1993. The fact that the BTP has remained public and national is all the more surprising since a return to the pre-World War II configuration, with each Train Operating Company (TOC) having and running its own police, could be technically envisaged. The answer to the initial question is quite simple. The police organization under examination has intelligently reinvented its publicness, with the negotiated assent of its referring political and economic authorities.     

转轨时期中国工业生产要素拥挤的特征分析

生产要素“拥挤”(congestion) 是指在特定生产条件下一种或多种投入要素增加到一定程 度时,由于投入过多造成生产阻塞而导致产出降低的现象. 通过生产要素拥挤内涵的理论分 析,提出了只要有资产闲置就有要素拥挤存在的理论观点. 采用基于生产前沿面理论的非参数 方法,对1992 —1998 年中国经济转轨时期工业生产要素的静态拥挤程度和动态变化规律进行 了定量测算,并在此基础上进一步定量研究了生产要素拥挤对工业生产率演化的影响,揭示出 要素拥挤状态的普遍存在性,且要素拥挤状态的变化是导致转轨时期中国工业生产效率与生 产率增长水平波动的主要原因之一.     

How organizations work: Taking a holistic approach to enterprise health

The factors that facilitate organizational learning have traditionally been analysed by organizational learning and, in particular, the learning organization literature. Following a literature review, we have identified fifteen factors. However, these factors have been considered as universal, in other words, applicable to any sector or industry. In this paper we determine the combinations of organizational learning facilitating factors in a specific sectoral context: the Spanish ceramic tile sector, through an exploratory and comparative case study of four companies that illustrate this sector. In addition, we relate the companies' combinations of factors to their strategies (Miles and Snow 1978). The study mainly reveals that: each business strategy category is related to certain factors; the organizations with the most facilitating factors are the most innovative (prospector and analyser); and becoming a prospector implies the distinctive existence of factors 1 and 2, which encompass openness to and capacity for innovative change, a culture that favours the contribution of discerning ideas and maximum attention to the environment.     

1998 Annual Meeting Plenary Session: Assessing and Managing Risks in a Democratic Society

The theme of one of the plenary sessions held at the 1998 annual meeting of the Society for Risk Analysis, 'Assessing and Managing Risks in a Democratic Society,' was chosen to reflect the current debate about the best ways to integrate social, political, economic, and technical issues into fair risk management decisions. In the papers presented here, the three plenary speakers provide their perspectives on how environmental risk management decision making is—or should be—informed by democratic processes.
John D. Graham Making Sense of Risk
Robert F. Kennedy, Jr. Risk, Democracy, and the Environment
Jason Shogren Markets to Master Health and Environmental Risk
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