深刻认识加强执政能力建设的内涵

“执政能力建设”是十六大报告中关于党的建设的新提法,不仅充实了党的建设的理论,而且也表明我们党在复杂的环境下能够敏锐地洞察新形势新任务对我们党提出的考验和挑战。在瞬息万变的现代社会,存在很多变数和不确定因素。要做到有备无患,适应新形势发展的要求,就必须切实加强党的执政能力建设。针对加强党的执政能力建设,十六大报告明确指出,各级党委和领导干部要着力提高“科学判断形势、驾驭市场经济、应对复杂局面、依法行政、总揽全局”这五个方面的能力。这五项能力可以说是各级领导干部必备的能力,也是关键的能力,是长远需求,也是眼…     

“消灭式外资并购”的市场条件识别

本文在差异化产品的Coumot竞争模型基础上,通过对外资并购的并购盈余与市场参数关系进行定量分析,识别了有利于跨国公司实施"消灭式并购"的市场条件.这些市场条件包括:主并方拥有多个竞争品牌,而其他企业品牌数量较少,国内企业定价实力较弱,国内市场容量较大,产品差异化程度较低等.     

Turnaround: Recognizing decline and initiating intervention

Recognizing and admitting the severity of a firm's decline is a crucial first step for management. In planning intervention, a good manager needs to be aware that delaying recognition and necessary action could result in losing control to external agents during the turnaround phase. An examination of the cases of 22 firms shows that the mode of intervention between decline and turnaround requires delicate orchestration so as to avoid derailing the process of turnaround.     

Managing diversity in the workplace

Recognizing and dealing with cultural diversity has become a critical issue in health care because of the growing numbers of women, minorities and foreign-born physicians and patients. To avoid a culture clash, physician executives have become more aware of the differences and are working to find ways to help the staff interact more effectively with each other and with patients.     

Attracting talent through diversity at the top: The impact of TMT diversity and firms' efforts to promote diversity on employer attractiveness

At a time where firms encounter a “race for talent”, it is crucial for many MNCs to present themselves as attractive employers. Failing to position themselves in the international labor market can reduce firms' ability to acquire valuable international human capital, thereby generating disadvantageous organizational effects. Against this backdrop, drawing on signaling theory and employer branding literature, our paper aims to shed light on the association between nationality diversity in the executive suite and MNCs' employer attractiveness. Our lines of argument build on the notion that top management team composition can affect MNCs' efforts to promote diversity among their employees. This focus on diversity, in turn, can affect MNCs' employer attractiveness. Examining firms from various European countries, we find that top management team nationality diversity is positively associated with firms' employer attractiveness for foreign job seekers. We also show that a firm's efforts to promote diversity mediate the relationship between TMT nationality diversity and employer attractiveness. We therefore advance the academic debate on diversity as an employer branding tool and a means to enhance employer attractiveness. In practical terms, we also provide valuable insights for firms wishing to transform into (more) diverse entities.     

Diverse effects of diversity: Disaggregating effects of diversity in global virtual teams

Global Virtual Team (GVT) member diversity provides many advantages but also poses many challenges. Diversity comes in different forms that each has different effects on GVT dynamics and performance. Past research typically explored the effect of only one type of diversity at a time. Using multi-source, multi-wave data from 5728 individuals working in 804 consulting project GVTs, the present study is unique in that it explores and compares the effects of different forms of team member diversity on different aspects of GVT effectiveness in a single sample. It proposes a refined theoretical model that differentiates between the effects of personal versus contextual diversity and articulates how these distinct forms of diversity affect different aspects of GVT effectiveness (i.e., task outcomes versus psychological outcomes). The results reveal that (1) team member diversity in general has a substantial effect on GVT effectiveness; (2) contextual diversity has a positive effect on task outcomes; and (3) personal diversity has a negative effect on psychological outcomes. Implications for practice and future research are discussed.     

Note on power propagation time and lower bounds for the power domination number

We present a counterexample to a lower bound for the power domination number given in Liao (J Comb Optim 31:725–742, 2016). We also define the power propagation time, using the power domination propagation ideas in Liao and the (zero forcing) propagation time in Hogben et al. (Discrete Appl Math 160:1994–2005, 2012).     

CEO self-discipline in power use: A key moderator for the effect of CEO power

The effect of CEO power depends ultimately on how it is used (i.e., a CEO’s approach to power use), which may vary from one CEO to another. Notwithstanding extensive research on the effect of CEO power on organizational outcomes, researchers have thus far paid very limited attention to how the effect depends on individual differences. In this study I propose a new construct of CEO self-discipline in power use—defined as a CEO’s appeared conformance to the prescribed leadership norms (in particular, norms regarding how leaders should use their power)—and examine how it moderates the effect of CEO power. With a longitudinal dataset from the U.S. computer hardware and software industries, I found that CEO self-discipline in power use weakened the positive effect of CEO power on performance extremeness and improved the effect of CEO power on firm performance.     

Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management

Strategic human resource management theory suggests that diversity and equality management (DEM) systems provide a firm with a competitive advantage, leading to superior performance. This study proposes and tests a moderated mediation model focusing on antecedents (i.e. top management team gender diversity) and consequences (i.e. performance) of DEM systems in the context of lower through middle management (LTMM) gender diversity. The model was tested in 248 medium-to large-sized organizations using time-lagged survey and archival data. The findings provide full support for the hypothesis that a gender-diverse top management team is positively associated with DEM systems. The results provide partial support for the following hypotheses: DEM systems are positively associated with performance and this relationship is moderated by LTMM gender diversity; and DEM systems mediate the relationship between TMT gender diversity and performance. We discuss theoretical, research and practical implications.     

Firm size and board diversity

This study seeks to understand the relation between firm size and supervisory board composition. Specifically, we ask if and how firm size influences occupational and international background diversity in supervisory boards. Relying on resource dependence theory and theories of organizational behavior, we hypothesize that board diversity with respect to directors’ occupational background will increase with firm size, while the relation between firm size and board diversity with respect to directors’ international background will be concave. Using archival data for supervisory board members of 151 German firms listed in the German stock exchange indices DAX, MDAX, SDAX and TecDAX for the business year 2005, we find empirical support for our hypotheses: Both, occupational and international background diversity increase with increasing firm size, but international background diversity does so at decreasing rates.     

On the power domination number of the generalized Petersen graphs

The problem of monitoring an electric power system by placing as few measurement devices in the system as possible is closely related to the well-known domination problem in graphs. Following a set of rules for power system monitoring, a set S of vertices is defined to be a power dominating set of a graph if every vertex and every edge in the system is monitored by the set S. The minimum cardinality of a power dominating set of G is the power domination number γ _p (G). In this paper, we investigate the power domination number for the generalized Petersen graphs, presenting both upper bounds for such graphs and exact results for a subfamily of generalized Petersen graphs.     

The power of listening

The list of physician dissatisfiers--complaining patients, disgruntled employees, the egos of other physicians, and more government regulations and control--continues to increase. There is a common thread among many of these dissatisfiers. They involve relationships with people and organizational cooperation, or the lack of it. Communication problems are targeted as the source of much of the organizational heartburn. In many cases, the real problem is that there is too much talking and too little listening.     

The power of mediation

There is a range of intervention strategies and procedures designed to assist parties in reaching agreement, from negotiation, over which parties have complete control, to arbitration, the process over which they have the least control. In the middle of this spectrum is mediation. Simply put, mediation is assisted negotiation. A mediator is an impartial person (or team) that works with the parties, mostly together and sometimes separately, to help them reach an agreement to resolve a dispute. The cornerstones of mediation are impartiality and confidentiality. The logic of mediation is that disputants can easily fall into many pitfalls trying to resolve a dispute without help. This article explores these common barriers to effective direct negotiations--such as overestimating the likelihood of prevailing through power, litigation, or arbitration--and presents a case study describing how a complex set of problems was resolved through mediation.     

Difficult differences pave the creative road from diversity to performance

In this article, we argue that engagement with differences is important for the relationship between diversity and organizational performance. This importance is explained by the increased potential for creativity and innovation coming out of working in diverse teams. We recognize that difference and diversity can act as a double-edged sword for creativity and also contend that such differences are a fundamental condition for novelty and value to emerge. It is because of differences and not despite them that we create at individual, group, and organizational levels and a European approach to this topic – given Europe's history and philosophical traditions – recognizes the major role played of creative tensions and even conflict in innovation and in society more broadly. In this paper, we review literature that relates creativity and business performance, creativity, and diversity and examine the role of disagreement and tension, both conceptually and based on empirical evidence. We conclude by stressing the point that creativity often comes out of difficult differences, a European lesson that is easily forgotten, in Europe as well as globally.     

Intra-regional sales,product diversity,and the performance of merchandising multinationals

This study examines the relationship between intra-regional sales, product diversity, and performance of 45 merchandising firms using data from 1997 to 2003. The interaction effects between product diversity and intra-regional sales on performance are explored, using a curvilinear relationship. The analysis integrates three main theories, namely the resource-based view, transaction costs, and organization learning theory. The models measuring a firm's performance by return on assets (ROA) and return on sales (ROS) show that at high levels of intra-regional sales, small levels of product diversity can generate greater return to a firm but high levels of product diversity may hurt a firm's performance. Higher levels of intra-regional sales tend to improve a firm's performance and enhance the impact of product diversity on performance.     

The problem of demand effects in power studies: Moving beyond power priming

Power in experimental research has been commonly induced by methods that raise concerns regarding demand effects. In this paper, we investigate the empirical relevance of these concerns. In an incentivized online study (N = 1632), we manipulated the method of power manipulation (power priming vs. resource allocation), the level of power (high-power vs. control), and the presence of a manipulation check after the power manipulation. We then assessed risk-taking as an outcome variable in two ways, once as a non-consequential measure (self-report measure) and twice as a consequential measure (incentivized behavioral choices). Our results show that both using power priming (vs. resource allocation) and implementing a manipulation check substantially increased the potential for demand effects as measured by the proportion of participants who were aware of the study hypothesis. In addition, we were able to replicate the positive effect of power on risk-taking previously reported in the literature. However, we only found a significant (and small) effect for our non-consequential measure of risk-taking; when risk-taking was measured with either of our two consequential measures, power had no significant impact. Our pattern of results shows that concerns about demand effects in priming studies cannot be dismissed. We advise researchers, especially those studying power, to steer away from demand-prone manipulations of power and to measure outcome variables (e.g., behavior) through consequential choices.     

The science of leader power

We provide a brief overview of why and how power is important to leaders. The scholarly fields of power and leadership both have rich histories yet have largely developed independently of one another, even though they both heavily inform one another. Our intention is to bring these two topics closer and create more synergies for power and leadership scholars. In this introductory editorial, we briefly review current literature that has examined both of these subjects in tandem. We then look at the field of power more broadly and explain how it has evolved recently in order to provide insights on what still needs to be done to ensure rigorous study of leader power. Next, we summarize the papers we accepted for the special issue and explain how they address current scholarly needs on the science of leader power. Finally, we conclude with an encouraging note for more research dedicated to bridging the fields of leadership and power.