非正式控制对销售人员绩效和客户关系质量的影响

正式控制的局限性、企业对客户关系的重视以及销售人员素质的提高,使得企业越发重视销售人员的非正式控制,但是关于非正式控制对销售人员绩效和客户关系质量影响的研究还较少,非正式控制时销售人员绩效和客户关系质量的作用机制与作用效果还没有得到有效验证.本文在理论分析的基础上,建立了非正式控制影响销售人员绩效和客户关系质量的概念模型和研究假设,并进行了实证检验.结果表明:非正式控制对绩效既有直接影响,也有间接影响,其中间接影响的中介变量为角色明晰性:非正式控制只能通过角色明晰性和情感性承诺对客户关系质量产生间接影响,而对客户关系质量的直接影响不显著.非正式控制对角色明晰性、情感性承诺、绩效、客户关系质量影响的总效应分别为0.38、0.51、0.48、0.48.实证研究结果为企业强化销售人员的非正式控制提供了理论支撑,对其他员工管理控制的研究与实践也具有借鉴意义.     

并购后控制与并购绩效的关系研究:基于合法性的调节效应

主并企业对被并企业的控制会影响并购绩效,而企业的各种利益相关者对于企业并购的态度即并购合法性会对并购后控制与并购绩效之间的关系产生影响。基于123个样本实证分析得到如下结论:主并企业对被并企业的非正式控制程度对主并企业的并购绩效具有显著积极作用,而正式控制程度与并购绩效之间没有显著相关性;并购的外部合法性对并购后正式控制与并购绩效之间的关系具有显著的正向调节作用,而并购的内部合法性对并购后非正式控制与并购绩效之间的关系具有显著的负向调节作用。研究结论对于中国企业的并购后决策以及如何实现并购目标具有理论指导价值。     

地区风险偏好与企业并购行为——基于彩票销售数据的证据

本文基于非正式制度视角,以2010—2019年度沪深A股上市公司为样本,实证检验了地区风险偏好对企业并购行为的影响。研究发现,地区风险偏好对企业并购行为具有显著的促进效应,在风险偏好越高的地区,企业选择并购作为成长方式的概率越大。该结论在经过一系列稳健性检验和采用倾向得分匹配(PSM)、工具变量以及双重差分模型(DID)缓解内生性问题后仍然成立。进一步研究发现,风险偏好较高地区的企业更倾向于进行异地并购,所从事的并购项目风险更高;与风险偏好较低地区的企业相比,并购后取得的短期并购绩效虽无显著差异,但长期并购绩效却显著较差。最后,从影响非正式制度发挥作用的企业内外部治理因素角度进行的异质性检验表明,地区风险偏好对企业并购行为的影响主要存在于非国有企业、规模较小的企业以及正式制度建设较差地区的企业。本文揭示并提供了地区风险偏好影响企业并购行为的理论逻辑和经验证据,有助于更加全面地认识和了解经济高质量发展背景下非正式制度对我国资本市场的作用,同时丰富了文化与金融领域的相关研究。     

浅析影响项目执行的因素

关于影响项目进展的因素有很多,例如:成本、项目时间、干系人的态度、项目组内部的分歧、项目出资人的期望、项目公司领导的期望、项目经理的职权等等;这些因素都可能会影响一个项目的进展,同时也可能会导致项目的风险爆发,该如何处理呢?这些众多的因素对每一个项目经理,无论他是项目管理的新手,还是一个经验丰富的项目管理者,都是一个很大的挑战。文章首先探讨的是项目组内部的因素,其它因素会在以后的时间中给予补充说明。     

中小企业社会关系网络的演变

传统的企业理论认为,企业作为一种具有严格的规章制度、明确的等级结构的社会实体,应被视为一种正式的组织形式。但是,实证研究表明,企业无论是在其内部还是在其对外的联系中,都充斥着各种与正式的制度和组织结构完全不同的因素。也就是说,企业既是一种正式的组织,也是一种非正式的组织。     

控制,吸收能力与知识转移——基于离岸IT服务外包业的实证研究

离岸IT服务外包是一个知识密集过程,从海外客户到国内供应商的有效知识转移是成功的关键。然而,针对客户的不同控制模式和供应商的吸收能力对显性和隐性知识转移的不同影响,以及这两种知识转移对绩效影响的实证研究还极其有限。本文基于一项问卷调查,发现客户的正式控制对显性知识转移的影响比非正式控制的作用更强。隐性知识转移比显性知识转移更依赖于供应商的吸收能力,显性知识转移对隐性知识转移有积极促进作用。研究还显示,正式控制对离岸IT服务外包绩效有直接影响,但知识转移对外包绩效的影响并不显著。     

创业网络、资源拼凑与新创企业绩效的关系研究

  创业网络为新创企业获取资源、突破资源约束困境提供了可能,能否将创业网络中潜在的资源真正转化为新创企业成长绩效,取决于其对资源进行拼凑的程度。已有研究在相关领域有所探讨,但是尚需对创业网络进行细分,探讨资源拼凑的中介作用,并讨论资源拼凑影响新创企业绩效的情景条件。         基于资源基础理论和社会网络理论,将创业网络分为均包括网络规模、网络多样性、关系强度的正式网络和非正式网络,理论推演出两类创业网络影响新创企业绩效的机制以及资源拼凑的中介作用,从创业学习的角度探讨利用式学习和探索式学习在资源拼凑与新创企业绩效关系中的调节作用。采用问卷调查方法收集204份来自新创企业的有效问卷,运用Spss 23.0和Mplus 7.4检验数据质量、变量间关系和研究假设。         研究结果表明,创业网络是影响新创企业绩效的重要因素,正式网络多样性和关系强度对新创企业绩效有显著的正向影响,正式网络规模的正向影响未通过显著性检验;非正式网络规模、网络多样性和关系强度对新创企业绩效有显著的正向影响;资源拼凑在正式网络的网络多样性和关系强度以及非正式网络的网络规模、网络多样性、关系强度对新创企业绩效的影响中起中介作用;探索式学习在资源拼凑对新创企业绩效的影响中起正向调节作用,利用式学习的调节作用不显著。         从资源的来源角度深度剖析正式网络和非正式网络对新创企业绩效的影响,揭示资源拼凑在其中的中介机制,通过创业学习界定资源拼凑影响新创企业绩效的情景。研究结果启示新创企业在构建正式网络时应重质不重量,积极构建多样性的正式网络并扩大非正式网络规模,加强与非正式网络成员的联系。同时,应善于资源整合和拼凑,实现对资源的创造性利用,并注重创业学习的作用,尤其是加强探索式学习。     

控制方式对控制绩效影响的实证研究

内部控制方式是为实现控制目标,在权责配置、制度设计等方面采取的行为方式和手段。本文以控制理论为指导,通过实地调研和调查问卷研究,发现采用委托型控制方式的企业,其控制绩效优于采用直接型控制方式的企业;采用非正式控制方式的企业,其控制绩效优于采用正式控制方式的企业;同时采用委托型控制和非正式控制方式的企业,控制绩效会优于其他交叉使用类型的企业,但影响控制绩效的表现形式不同,并且影响程度也存在差异,其中董事会的影响幅度最大。     

基于中国上市公司的CEO更替与公司治理有效性研究

以中国上市公司为样本,采用2002～2005年的数据,从CEO更替的视角检验了中国公司治理的有效性.实证结果表明:中国的公司治理是有效的,即企业绩效差的CEO更可能被更换,但是这种有效性与正式制度安排的公司治理机制并不相关,这可能是非正式制度的公司治理机制发挥了重要作用.     

施工企业项目经理能力及评价方法——基于问卷调查和AHP的研究

施工企业项目经理的能力关乎项目成败及个人的发展。本文采用问卷调查法,对72位从业人员的能力数据进行分析,将其分为基本能力和竞争力。基于竞争力新定义了建筑企业项目经理能力,构建了综合反映项目经理能力的指标体系,应用AHP方法得到指标的权重。利用加权平均算子对5位项目经理能力效用值进行综合评价。     

The Effects of Information Overload on Software Project Risk Assessment*

Managers are responsible for providing effective information technology governance of the software development process. Ineffective governance leads to serious resource misallocations and negative consequences concerning Sarbanes‐Oxley compliance. In order for managers to make informed decisions about software development projects, they often need more information than is available through normal information channels, that is, they need an in‐depth review of the at‐risk project. Such in‐depth reviews, however, are costly. Hence, accurate identification of at‐risk projects for in‐depth review is critical to management's ability to govern. This research considers how two factors, information load and time pressure, affect the quality of the project‐selection process. We examine quality by observing the decision strategies involved and then relating these strategies to subsequent decision making. An experiment was conducted with experienced information systems auditors using a combination of policy‐capturing and computerized process‐tracing techniques. The participants in our study cope with information overload by accelerating their decision‐making process and adopting noncompensatory decision processes. Contrary to prior research, our process‐tracing analysis suggests that participants rarely filter information, thus implying that decision makers are unable to process all the information. Coping by resorting to noncompensatory strategies did not decrease decision quality unless combined with accelerated information processing. Participants also increase their weight on the software project risk factors that they repeatedly access and that they view for longer periods of time. The theoretical contributions and practical implications regarding what actions managers can take to reduce the negative impact of information overload are discussed.     

How Software Project Risk Affects Project Performance: An Investigation of the Dimensions of Risk and an Exploratory Model*

To reduce the high failure rate of software projects, managers need better tools to assess and manage software project risk. In order to create such tools, however, information systems researchers must first develop a better understanding of the dimensions of software project risk and how they can affect project performance. Progress in this area has been hindered by: (1) a lack of validated instruments for measuring software project risk that tap into the dimensions of risk that are seen as important by software project managers, and (2) a lack of theory to explain the linkages between various dimensions of software project risk and project performance. In this study, six dimensions of software project risk were identified and reliable and valid measures were developed for each. Guided by sociotechnical systems theory, an exploratory model was developed and tested. The results show that social subsystem risk influences technical subsystem risk, which, in turn, influences the level of project management risk, and ultimately, project performance. The implications of these findings for research and practice are discussed.     

The impact of project team characteristics and client collaboration on project agility and project success: An empirical study

Although many companies pursue agile projects, extant literature reveals a lack of research on project agility determinants. This study examines the project team characteristics' impact on project agility and success using cross-sectional survey data from 292 agile projects. Using agile principles and complex adaptive systems theory, we find that project team autonomy, team diversity, and client collaboration have significant positive relationships with project agility. Project agility, in turn, has a significant positive relationship to project success. We measure project success by on-time completion, on-budget completion, specifications' attainment, and success rating by the project sponsor, client, and project team members. We find that project team members' adaptive performance partially mediates the relationship between project agility and success. These results guide agile project managers while facilitating team members to independently schedule their work, determine effective work methods, and develop innovative solutions. Moreover, they help agile managers recruit team members with relevant, diverse skill sets, domain knowledge, and expertise. Agile project managers must emphasize client collaboration in requirements gathering, designing, testing, and project reviews.     

Integration mechanisms and R&D project performance

Information processing theory suggests the need for different types of integration mechanisms in R&D project management depending on levels of uncertainty and equivocality. This paper examines the use of these mechanisms and their links to project performance in a sample of 121 R&D projects in a large research laboratory. Overall, it is found that formal leadership, planning and process specification, and to a lesser extent information technology use are related to project performance while the positive effects of horizontal structures are apparently balanced out by their costs. The integration mechanisms studied act on performance partly through their effect on horizontal communications. Modest support was found for the contingency hypotheses derived from information processing theory. It appears that managers adjusted their use of horizontal structures, planning and process specification, and informal leadership to project uncertainty but not to project equivocality. The positive effects of horizontal communications on performance were found to be greatest under high project equivocality as would be predicted by information processing arguments. Moreover, with the exception of formal leadership, the use of integration mechanisms did not enhance performance in contexts of low uncertainty and low equivocality.     

Project Success: A Multidimensional Strategic Concept

This article presents projects as powerful strategic weapons, initiated to create economic value and competitive advantage. It suggests that project managers are the new strategic leaders, who must take on total responsibility for project business results. Defining and assessing project success is therefore a strategic management concept, which should help align project efforts with the short- and long-term goals of the organization. While this concept seems simple and intuitive, there is very little agreement in previous studies as to what really constitutes project success. Traditionally, projects were perceived as successful when they met time, budget, and performance goals. However, many would agree that there is more to project success than meeting time and budget. The object of this study was to develop a multidimensional framework for assessing project success, showing how different dimensions mean different things to different stakeholders at different times and for different projects. Given the complexity of this question, a combination of qualitative and quantitative methods and two data sets were used. The analysis identified four major distinct success dimensions: (1) project efficiency, (2) impact on the customer, (3) direct business and organizational success, and (4) preparing for the future. The importance of the dimensions varies according to time and the level of technological uncertainty involved in the project. The article demonstrates how these dimensions should be addressed during the project’s definition, planning, and execution phases, and provides a set of guidelines for project managers and senior managers, as well as suggestions for further research.     

System Development Project Effectiveness: Problem-Solving Competence as a Moderator Variable*

In spite of end-user programming, for the foreseeable future users and information systems (IS) specialists will build systems together. A better understanding of this partnership (which has a troubled history) will help IS managers and users improve their management skills. This study investigates the relative contributions to project effectiveness of problem-solving competence, the quality of the working relationship, and the quality of the development process. Seventy-five medium-sized projects in 16 organizations were investigated using individual, one hour, structured interviews with the IS project leader and with the primary user. Results suggest that more complex models should be used to study system development. Moreover, problem-solving competence demonstrated a complex effect on project effectiveness.     

Managing Outsourced Software Projects: An Analysis of Project Performance and Customer Satisfaction

We examine the drivers of project performance and customer satisfaction in outsourced software projects using a proprietary panel dataset. The data cover 822 customer observations related to 182 unique projects executed by an India‐based software services vendor. Adopting a multidisciplinary perspective, we investigate how project planning, team stability, and communication effectiveness impact project performance and customer satisfaction. We delineate the direct and interactive influences of the antecedent variables. We also examine how these influences are moderated by two important project contexts: (a) the nature of software work (maintenance and development vs. testing projects) and (b) project maturity (new vs. mature projects). Among other results, we demonstrate that, when project planning capabilities are high, the positive impact of team stability and communication effectiveness on project performance is even higher. In addition, our results suggest that the impact of communication on project performance is muted when team stability is high. Finally, we also demonstrate that the impact of the antecedent variables on project performance varies with the nature of software work. Our findings offer specific and actionable insights to managers that can help them manage outsourced projects better, and open up new research perspectives in the context of outsourced project management.     

Groupthink and Project Performance: The Influence of Personal Traits and Interpersonal Ties

This study explores whether the negative impact of “groupthink concurrence‐seeking behavior” (GTB) on business process reengineering (BPR) projects is affected by group members personal traits and interpersonal ties within the group. To this purpose we conduct and present the results of a longitudinal controlled field experiment over 18 BPR projects lasting 3 months and involving 18 teams comprising 71 first‐year MBA students. The main contribution of this study is twofold. First, we explicitly consider and measure the core construct of groupthink phenomenon: that is, GTB. Existing organizational behavior literature has, contrarily, considered only its causes, symptoms, and outcomes. Second, we show evidence that GTB does have a negative impact on group performance in BPR project settings. In this regards, results also indicate that while perceived control, conscientiousness and interpersonal evaluation mitigate the negative impact of GTB on group project performance, confidence, and previous relationships amplify this negative impact, even if they have a direct positive effect on performance. Thanks to the findings of this study, we are able to provide valuable suggestions to managers in charge of BPR projects for ensuring effective performance of project teams and controlling for potential obstacles due to GTB.     

It's Only Temporary: Time Frame and the Dynamics of Creative Project Teams

The success of many knowledge‐intensive industries depends on creative projects that lie at the heart of their logic of production. The temporality of such projects, however, is an issue that is insufficiently understood. To address this, we study the perceived time frame of teams that work on creative projects and its effects on project dynamics. An experiment with 267 managers assigned to creative project teams with varying time frames demonstrates that, compared to creative project teams with a relatively longer time frame, project teams with a shorter time frame focus more on the immediate present, are less immersed in their task and utilize a more heuristic mode of information processing. Furthermore, we find that time frame moderates the negative effect of team conflict on team cohesion. These results are consistent with our theory that the temporary nature of creative projects shapes different time frames among project participants, and that it is this time frame that is an important predictor of task and team processes.     

建设项目的费用控制以及项目费用管理系统的需求

对于许多项目而言,费用严重超支、交付成果低劣的现象更凸显了需要对项目管理流程进行有效的管理和控制。本文叙述了项目从概念设计阶段到完工整个生命周期的有效费用控制,并介绍了进行这种控制所需要的项目费用管理系统在大型建设项目上的应用。