论实践派管理理论的评价

评价实践派管理理论的正确指标可分为鉴别性指标、优劣性指标两类。鉴别性指标包括:是否"外行不觉得深,同行不觉得浅";有无"前置应用"和"分布式研究"。优劣性指标包括:实践客户数量;实践客户质量;应用广度;应用深度。     

Managing organizational conflict

This article suggests three ways to manage organizational conflicts. The first is the collaboration theory which maintains that people should air their differences and work for mutually satisfactory solutions. Collaboration requires that members of the organization be interdependent, capable of interacting candidly, and sufficiently committed to the organization to justify the time and energy required to develop and preserve mutually beneficial relationships. A second approach, the power play, is a method of handling organizational conflict which is diametrically opposed to collaboration. It is characterized by an adversary ethic and rational self-interest; the parties are involved in a win/lose situation. According to Derr, the power-play is the dominant conflict management strategy for those who seek autonomy and is best suited for idealogical disputes. Bargaining, the third technique, contains elements that overlap collaboration and power-play. Bargaining "trade-offs" are particularly useful in dealing with conditions of scarcity; this method is seen as economical in that it requires parties to meet only periodically to review the old contracts and to develop new contracts. The author concludes that there is no one best way to manage organizational conflicts and suggests that conflict management will require more extensive studies of the realities of power play.     

一个创业理论的诞生——面向实践的管理研究之内涵与成果评价

通过分析《创业行动逻辑论》的产生过程,阐述了面向实践的管理研究之内涵,以明确立场,建立共识,避免不必要的误解;然后,根据学术传统,提出评价面向实践的管理研究成果,可以采用学术成果评价的共同标准,即:解决问题的重要性、研究方法的严谨性、解释与预见现象的有效性三大评价指标,不必另外为其设置评价指标体系;最后,根据研究成果的评价指标,预示了面向实践的管理研究未来努力的方向。     

Squeezing or cuddling? The impact of economic crises on management control and stakeholder management

This paper analyzes the effects of economic crises on firms’ use of management control mechanisms and on their management of stakeholder relations. Moreover, the association between stakeholder management and management control system use is analyzed. In the wake of the economic crisis of 2008/2009, many firms were faced with severe threats that called for immediate short-term action to ensure firm survival. However, short-term action like massive cost-cutting and cash generation often are blamed for going at the expense of long-term health as key stakeholder relations may be irreversibly harmed. Hence, three interrelated questions are addressed theoretically and empirically: First, we analyze the impact of the recent economic crisis on firms’ control strategies. More specifically, we investigate whether a high crisis impact on firms is associated with a shortening of reporting cycles, a more interactive use of control-relevant information, restriction of employee autonomy and a focus on liquidity and cost-cutting. Second, we examine from the viewpoint of stakeholder theory how firms can make use of active stakeholder management for crisis management. Third, we explore whether firms can take short-term measures for ensuring liquidity and cutting costs and at the same time pursue a stakeholder strategy aiming at the long-term survival of the firm. Using survey data from 204 major Austrian corporations, we provide evidence that firms significantly adjusted their control systems as a response to the economic crisis. Our data do not indicate an immanent contradiction between a “short-term finance focus” and the pursuit of a sustainable stakeholder strategy.     

Performance measurement system for business processes

All companies need to know at what level and to what extent they are complying with their objectives. We present a system called PMS-BP (performance measurement system for business processes) which has been designed to define indicators and evaluate company performance. The system is used to measure performance through the integrated management of business processes and to define indicators or parameters at all levels of the company. It also detects the linkages that exist between parameters at different levels and associates them with the company's objectives and strategies through critical success factors. PMS-BP has been built around three components: a methodology, an architecture and a performance measurement structure. The interconnection between the different components makes it easy to constantly trace the relationships between the different performance measurement elements at different levels (enterprise, business entity, processes, etc.). Processes are analysed by means of different types of graphs which make it simple to read and interpret the entire context of the company. We describe a real-life case in which the PMS-BP was applied to an SME in the metal/mechanics sector.     

A framework for optimizing managerial decision

There have been numerous attempts to analyze and formulate management problems within the general framework of Management Science and Operations Research, so as to help managers in their decision making problems. This paper focuses on the fundamental aspects of management decision making and introduces a conceptual framework in which problems of management and its different levels of functioning are systematically identified. Management problems are considered within two major categories: Enterprise and Operations problems. In spite of the difficulties in defining a clear-cut boundary between Enterprise and Operations problems, such a broad classification leads to three basic levels of management functioning, namely: Policy making, coordinating and implementation. The universal relationship among these three basic levels of functioning provides a basic functional element called the Management Triad. In contrast to classical higherarchial structure, triad structure provides a methodology to analyze relationships among different levels of management functions in terms of a given decision problem. It is demonstrated that for different decision making problems individuals can shift from one end of the triad to another and perform a different management function.A quantitative approach has been introduced for operations management decision making by adapting Shewhart's control chart philosophy which in turn provides for quasi-automated decisions for corrective action and also for filtering significant signals of change to appropriate management functioning levels.     

可持续发展管理:从指标体系到政策

本文提出可持续发展指标与政策的构成基础,强调对可持续发展管理来说,政策比指标更为需要。     

Building Grounded Theories of Management Action

This paper presents a structured approach to grounded theory-building. It is aimed at 'mode 2' (Gibbons et al., 1994) management researchers, in particular those who analyse recollections of past events, often recorded in interview data, to develop explanations of management action. Two characteristics of mode 2 enquiry - transdisciplinarity and an emphasis on tacit knowledge - make grounded theory potentially attractive to mode 2 researchers. However, the approach offered here differs in two important ways from the much-cited universal grounded theory model originated by Glaser and Strauss (1967) and later proceduralized by Strauss and Corbin (1990). First, it acknowledges that the form of theories of management action which will satisfy the contemporary demands of mode 2 research is different from the form of integrated sociological theory for which the original grounded theory approach was developed. Second, it takes account of differences between the ontological assumptions underlying the use of retrospective data for analysing management action, and those associated with participant observation, the pivotal strategy of grounded theory's symbolic interactionist roots. The result is a simplified, more direct approach which works for the specific purpose of generating useful, consensually valid theory.     

领导理论的演化和前沿进展

对1个世纪以来领导理论研究中的主要历史性成果进行梳理,将其发展脉络分为3个历史阶段进行述评:传统领导理论丛林时期、变革领导理论主导时期和四因素理论萌芽时期;强调每一个领导理论都是在特定背景下对领导实践的一种特定反映和解释,都为该理论的发展做出了重要的历史贡献,并不存在一个绝对的最佳领导模型;最后对领导理论的未来研究进行了展望。     

Situational production management: a practical theory for the development and application of production management

Discussions in journals and at conferences often nurture the dream of the ultimate method which may be applied successfully to all situations. Yet everybody knows that ‘it all depends’ and that situational factors determine which methods and systems are appropriate. This paper sets forth to outline a practical theory of a situational approach to production management. Any improvement of production management is seen as a dialogue between identification of the production management task, on the one hand, and specifying a solution system, on the other. A few concepts are introduced to provide practical methods for carrying out an improvement process; in particular, the nature of the production management task is addressed. The implications of the situational theory to be presented are discussed for three levels of application, respectively, the general level, the industry level, and the level of an individual industrial enterprise. It is further argued that the three levels are interdependent and that their joint application may stimulate both the theoretical and practical development of production management.     

管理学研究者客户迷失的判定、原因及出路

管理学研究者应认清自己的客户是谁,为客户创造价值。管理学研究者的客户有同行客户和实践客户2类,对管理学研究成果评价的优先次序依次是：实践客户、同行客户、专业机构。典型的客户迷失有抛弃客户型、客户倒置型、两头踏空型3种。管理学界3种迷失都相当严重,这加剧了管理学脱离实践和学术不端两大问题。解决客户迷失问题的出路是,认清研究成果的价值排序,改革学术评价体系,不再片面强调刊物等级指标,而是以“使用者、读者、引用者”为核心,按照研究者的自我定位分类进行评价。     

Action Research for Management Research

Action research has become increasingly prominent among management researchers as an espoused paradigm used to justify the validity of a range of research outputs. In this paper we introduce and discuss 12 contentions which, we argue, justify an action research project as quality research. The contentions are presented through a discussion of a number of important issues: generality and theory generation, the type of theory development appropriate to action research, the pragmatic focus of action research, designing action research and validity of action research.     

Making sense of visual management through affordance theory

Visual management is much used within operations management practice, particularly in association with process improvement initiatives in diverse areas such as production and healthcare. The practitioner literature abounds with suggested best practice. However, there is little attempt to theorise about why the design and use of ‘visual’ devices for such process improvement works in practice. Within this paper we describe a novel theory of operation which highlights the role that material and visual artefacts proposed by visual management practitioners play within particular ways of organising work. We develop an innovative way of employing the theory of affordances to explain how first- and second-order affordances, situated around the visual devices at the heart of visual management, connect three domains of action, which we refer to as articulation, communication and coordination. Our analysis of three cases from healthcare, clothing manufacturing and software production help ground the theorisation discussed.     

Expert Study to Select Indicators of the Occurrence of Emerging Mycotoxin Hazards

This article describes a Delphi‐based expert judgment study aimed at the selection of indicators to identify the occurrence of emerging mycotoxin hazards related to Fusarium spp. in wheat supply chains. A panel of 29 experts from 12 European countries followed a holistic approach to evaluate the most important indicators for different chain stages (growth, transport and storage, and processing) and their relative importance. After three e‐mailing rounds, the experts reached consensus on the most important indicators for each of the three stages: wheat growth, transport and storage, and processing. For wheat growth, these indicators include: relative humidity/rainfall, crop rotation, temperature, tillage practice, water activity of the kernels, and crop variety/cultivar. For the transport and storage stage, they include water activity in the kernels, relative humidity, ventilation, temperature, storage capacity, and logistics. For wheat processing, indicators include quality data, fraction of the cereal used, water activity in the kernels, quality management and traceability systems, and carryover of contamination. The indicators selected in this study can be used in an identification system for the occurrence of emerging mycotoxin hazards in wheat supply chains. Such a system can be used by risk managers within governmental (related) organizations and/or the food and feed industry in order to react proactively to the occurrence of these emerging mycotoxins.     

融资代建制─公共工程项目建设管理新模式

本文明确了融资代建制的概念,将公共工程项目–项目融资–代建制联系起来,构建了公共工程项目融资代建制模式框架为:二个层次、三种管理和三项保证。进一步指出融资代建制是有中国特色的PFI,是公共工程项目建设管理的创新模式。     

Performance management theory: A look from the performer's perspective with implications for HRD

Performance management methods are receiving increased attention as organizations seek performance gains from their workforces during challenging economic times. In this paper, the construct of performance management is challenged along two lines: how applied models do not take full advantage of existing theories of work motivation; and how the impact of performance management will continue to be constrained as long it remains a predominantly top-down process. Several relevant theories of motivation are examined to illustrate gaps between theory and practice and to provide a basis for looking at performance management from the performer's perspective. Resulting implications for the human resource development (HRD) field are discussed.     

案例行动学习法——效率与效果的兼顾

案例教学法、行动学习法等主流商科情境教学模式虽在国内商学院中得到广泛的应用,但囿于使用过程中的资源限制、实施变形及方法本身的局限性,导致教学双方的反馈尚不尽如人意。本文介绍了一种全新的商科情境教学方法--"案例行动学习法"。论文应用建构主义理论探讨了"案例行动学习法"的基本原理,研究了该种方法的能力建构机理,分析了其成为工商管理主流情境教学方法的效率与效果的平衡机理,介绍了前期应用的效果。研究结果表明,"案例行动学习法"作为一种全新的工商管理情境教学方法,能够将案例教学与行动学习两种方法的优点有机结合在一起,具备在全国范围内推广的条件。     

Culture, Cosmopolitanism, and Risk Management

Most cultural approaches to risk management deal with the connections between the forms of social relations within groups and the risk concerns of those groups. According to these theories, a certain limited set of different relational forms (usually three, four, or five) lead to specific, different and conflicting, risk concerns. In contrast to these theories, cosmopolitanism is an approach to culture that focuses, not on forms of sociality, but on changes among forms—expansions and contractions in the inclusivity of forms and movement by persons from one form of sociality to another. Relative to other cultural theories, cosmopolitanism thus is much more concerned with the solution of risk management problems than with their origins. Cosmopolitanism can be thought of as a cultural continuum, with cosmopolitanism at one end and pluralism at the other. Cosmopolitan persons are more open to cultural change—and thus the solution of risk management problems. In this article, we outline our new theory of cosmopolitanism, describe a method for measuring it and present an experimental study that tests some implications of the theory. Results from the study support the theory by showing that, compared to pluralistic respondents, cosmopolitan respondents are more inclusive in their risk management judgments—that is, they express equal concern for a local and a national issue, whereas the pluralistic respondents express greater concern in the local case. We discuss the risk management implications of a cosmopolitan approach to culture.     

Is management really generic?

Four classes of organizations can be identified along the continuum between classical private profit-making firms and strictly governmental agencies: private for-profit, private non-profit, private quasi-public, and public. These four organization prototypes have different management functions because they receive their support from different subsectors of the society. Dependence on different individuals, groups, and organizations in the external environment creates different values, incentives, and constraints for management. The resulting differences in how the basic managerial processes are implemented may be more significant than the generic theory of management had acknowledged.