考虑组织失效与协调的复杂产品研发项目设计变更风险传播模型

基于产品部件间的设计关联和组织产品间的镜像假设，构建一对一依赖的复杂产品研发项目组织-产品相依网络模型。在此基础上，构建考虑组织失效和组织间协调的复杂产品研发项目设计变更风险传播动力学模型，并针对由少数部件发生设计变更风险事件引发的复杂产品研发项目相依网络上的设计变更风险传播进行数值仿真。结果表明：组织失效和组织协调不足均会导致设计变更风险的积累，使得设计变更风险传播经历缓慢传播、失控传播后达到相对稳定状态；组织设计能力充足且组织间协调充分时设计变更风险传播不发生。复杂产品研发项目设计变更风险传播受到部件设计变更风险容量的显著影响，存在设计变更风险传播阈值η*3使得设计变更风险传播不发生；传播阈值η*3与初始变更源规模正相关；研发组织的冗余设计能力存在作用条件，使得传播阈值η*3保持在最低水平。研究成果完善了项目管理中风险动态分析框架，为提高复杂产品研发项目抵御设计变更风险的能力提供建议。     

集群供应链链间技术创新博弈分析

集群供应链形成的地域-盟约型网络组织结构,为组织的技术创新合作提供了建立各种联系的重要途径,同时也促进了企业技术创新的开放化。本文研究了集群环境中两条由单一核心企业与单一上游企业构成密切合作的两级供应链系统研发不合作以及研发合作的博弈形式下各供应链的选择策略及利润函数。结果表明:增加创新投资,会增加该创新型产品在整个市场上的竞争能力;双寡头进行研发合作时的利润会明显高于非合作时的情况;研发合作博弈情形下,各参与主体在决策时应根据组织短期和长期的战略目标作出不同的决策。     

基于CMM与OPM3的软件项目关键成功因素分析

本文在对软件项目管理和项目管理成熟度模型发展讨论的基础上,根据中国项目项目管理知识体系以及我国软件企业中软件项目管理和软件能力成熟度模型的发展中所出现的问题,总结和归纳了影响软件项目管理的31个关键影响因素,建立了软件项目管理三层次模型。通过对软件项目管理人员以调查问卷的形式收集数据资料,利用因子分析验证了软件项目管理三层次模型的正确性和可行性,以期通过软件项目管理提高我国软件企业CMM等级。     

基于CMM与OPM3的软件项目关键成功因素分析

本文在对软件项目管理和项目管理成熟度模型发展讨论的基础上,根据中国项目项目管理知识体系以及我国软件企业中软件项目管理和软件能力成熟度模型的发展中所出现的问题,总结和归纳了影响软件项目管理的31个关键影响因素,建立了软件项目管理三层次模型.通过对软件项目管理人员以调查问卷的形式收集数据资料,利用因子分析验证了软件项目管理三层次模型的正确性和可行性,以期通过软件项目管理提高我国软件企业CMM等级.     

组织演化的复杂性研究

组织演化研究是近年来组织理论关注的热点领域。其核心主题是组织对环境的“适应”和环境对组织的“选择”。本文将组织的适应过程分为了渐近式变革和不连续性变革两种方式,通过借鉴生物进化的适应度景观概念,采用NK模型分析了组织演化的复杂性规律和特征,探讨了组织演化的本质及有效的演化策略。     

考虑项目关联关系的R&D网络风险传播建模与仿真

考虑同一企业内不同项目间关联关系的情况下,基于研发项目的数量将研发网络分为不同子网络。借鉴SIS模型构建了R&D网络风险传播动力学模型,并对该模型进行了数理解析与仿真分析。结果表明：R&D网络风险传播阈值是由不同子网络的拓扑结构以及企业内不同项目间的关联程度共同决定的;考虑项目关联的研发网络风险传播阈值小于不考虑关联关系的研发网络风险传播阈值;项目间关联关系的企业个数及项目间的关联程度对风险在不同子网络上的传播速度与传播范围均具有影响。该研究成果对于提高研发网络抗风险能力具有重要意义。     

软件成本估算方法的探讨

计算机系统中软件所占比重、规模越来越大,软件研发的要求也越来越高。在项目工程中软件的作用、价值越来越大,往往是产品的核心,软件的研发成本在项目中起到举足轻重的作用,因此,软件成本的估算受到普遍的重视。     

完善企业研发项目组织形式的策略研究

研发项目的组织是企业技术研发项目管理的核心内容和研发获得成功的关键。目前,国内企业在研发项目中广泛采用的项目式、矩阵式等组织形式还存在临时性、不稳定性等问题,可以从项目团队建设方面进行针对性的改进和完善。     

软件外包企业技术能力提升机理研究

中国软件外包企业技术水平与发达国家相比差距较大,提升企业技术能力成为理论和实践关注的焦点.依据企业研发投入执行主体的不同,构建基于系统动力学的软件外包企业技术能力动态系统模型.通过企业技术能力系统的因果回路图和系统动力学流图的刻画,阐明技术能力发展过程中各变量之间的动态关系.以东软集团的数据为样本,利用Vensim软件进行模型模拟和仿真,验证模型的合理性,探讨企业内部研发和技术合作研发两种模式下企业技术能力提升情景,分析研发工作效率和政府间接支持对企业技术能力的影响.研究结果表明,扩大研发投入、提高研发效率和加强税收激励强度都对企业技术能力的提升有较大促进作用.在此基础上,提出软件外包企业发展技术能力的建议.     

新疆民营企业竞争能力的现状及影响因素分析

企业是提高竞争能力的主体,但由于企业在竞争能力进程中存在诸多能力上的不足和条件限制,需要政府加强宏观调控,从整体规划、政策引导、组织保证、平台建设等诸多方面发挥引导和基础作用,为企业技术创新提供必要的"土壤、温度和水分"。拥有一个良好的竞争能力外部环境能有力地促进和推动民营企业的自主创新活动。     

基于免疫的组织健康捍卫机制建构:一个案例

本文借鉴医学免疫和健康的新视角,试图建构基于组织免疫行为的组织健康捍卫机制分析框架,探讨组织健康状态的理论维度和组织免疫行为如何捍卫组织健康状态并发挥作用的机制,同时,选取广东粤电集团沙角C电厂进行了案例研究。本文的研究揭示出,组织监视、组织防御和组织记忆是组织免疫过程的主要行为维度,而组织健康的理论维度,包括组织结构均衡性、功能活跃性、社会和谐性和环境适应性,组织免疫行为对组织健康有捍卫作用,任何一个要素和环节的缺失或失灵都会破坏组织健康状态,组织免疫系统的建立对于避免复杂系统的运行失败是非常关键的。     

Knowledge Building: Developing Employees Through Education

Is it enough for an organization to develop the total individual? Beyond technical expertise and skills necessary to perform jobs, employees who are encouraged to learn are more willing and able to meet the needs, goals, and objectives of the organization. These employees who are will-rounded transition what they have learned into the workings of the organization and for the sake of the growth and development of the organization. Allowing employees to learn, organizations create a workforce capable of applying all the benefits of learning to the growth of the organization. Whether a corporation develops its own university, creates an alliance with traditional educational institutions or creates a virtual university, it gives the employees the opportunity to learn and develop. As Peter Drucker said in a 1994 interview, the growth industry of the future is the education of adults. The education and the development of executives and the workforce are a new commodity and organizations that support education will be placed at a distinct competitive advantage over organizations that do not. Imagine a workplace filled with employees who have realized self-satisfaction, employees who can of gather information, analyze information and make decisions. Imagine a learning organization consisting of employees with greater understanding of corporate politics, employees who are motivated and employees who are persistent in pursuing goals. Is it worth the expense to increase employees' knowledge through education? Is it worth the expense to develop employees to increase productivity and obtain financial goals for the shareholders and stakeholders? I think any organization not willing to invest in an employees' education is an organization that is `running a fever' and an organization that may have difficulties competing globally in the next millennium.     

网络治理的权力基础:一个跨案例研究

网络组织是当前经济活动中的普遍现象,网络治理并非信任基础上的自主治理,而是受组织间权力关系的规制,权力是决定网络组织运行的重要关系并影响了网络组织运行绩效.本文通过一个跨案例研究,分析了网络治理的权力基础,提出组织间权力来源于企业资源、结构位势和制度压力.三种权力基础的作用机理不同,其中企业资源和网络中心性显著地表现为个体层面的权力,而网络密度和制度压力则体现为网络层面的权力,个体层面权力与网络层面权力的相互作用导致网络组织呈现不同的演变趋势.     

A Performance Measure for Software Reuse Projects

The efficient development of software has become a critical factor to the success of many organizations. Significant competitive advantage can be realized by reducing the time to complete software development, while maintaining or improving quality levels. Project management activities, including the measurement of performance at the level of the project, can help the organization to both control projects and learn from experience. Traditionally, the productivity of a software development project has been measured as the complexity of code produced per unit of labor involved. An increasing number of organizations, however, are adopting the practice of software reuse, and under such conditions, such a traditional measure of productivity does not fully capture all the relevant elements of the reuse-driven development environment. This research develops a new performance measure that considers four major components of performance: productivity associated with development of new code, productivity associated with the reuse of previously written code, quality of the reuse decision, and relative value of reuse to the company. To illustrate the feasibility of the measure, a real-world productivity assessment is presented for an example company, and related implementation issues are discussed.     

Aspects of manufacturing strategy

Abstract

It is becoming increasingly important for manufacturing organizations to articulate clear and coherent manufacturing strategies that support their long term business objectives. In particular, manufacturing strategy should take conscious account of the competitive posture adopted by the organization in each of the product/market segments in which it has decided to participate. This paper discusses the various ways in which a systemic manufacturing strategy can contribute to an organization's competitiveness, and the processes by which such a strategy can be developed. Some important and often neglected issues concerning the development of the individual components of a manufacturing strategy are examined and the problems and issues of strategy implementation are discussed.     

From Resources to Value and Back: Competition Between and Within Organizations

Examining the relationship between the competitive processes between and within organizations, we use selection system theory to link resource value to product value. We identify three dimensions (in‐selection, before‐selection and after‐selection) that facilitate determining the value of resources based on the functions they serve in the competitive process between organizations in the product market, i.e. the external selection system. Subsequently, we use these dimensions to explore the competitive process among resource providers within organizations, i.e. the internal selection system. This leads us to formulate three propositions that link the competitive process within organizations to the competitive process between organizations. First, we posit that if resources that individually score highly along only one of the three dimensions are bundled, it is more likely that organizational performance can be sustained. Second, we argue that providers of resources scoring highly along multiple dimensions will enjoy stronger means of appropriation in comparison with providers of resources scoring highly along only one of the three dimensions. Third, we contend that the extent to which an organization endeavours to remunerate its resource providers based on their perceived contribution to the organization's competitive position has a curvilinear (inverted U‐shaped) relationship with organizational performance.     

Leadership for organizational adaptability: A theoretical synthesis and integrative framework

One of the biggest challenges facing leaders today is the need to position and enable organizations and people for adaptability in the face of increasingly dynamic and demanding environments. Despite this we know surprisingly little about this topic. In this paper we provide a theoretical synthesis and integrative review of research from strategy, organization theory, innovation, networks, and complexity to provide a framework of leadership for organizational adaptability. Our review shows that leadership for organizational adaptability is different from traditional leadership or leading change. It involves enabling the adaptive process by creating space for ideas advanced by entrepreneurial leaders to engage in tension with the operational system and generate innovations that scale into the system to meet the adaptive needs of the organization and its environment. Leadership for organizational adaptability calls for scholars and practitioners to recognize organizational adaptability as an important organizational outcome, and enabling leadership (i.e., enabling the adaptive process through adaptive space) as a critical form of leadership for adaptive organizations.     

Management,Competition and Professional Practice: Medicine and the Marketplace

Within the context of the creation of the internal market for health care, the paper examines the role of clinical directors, that is doctors who have retained their professional clinical positions whilst at the same time assumed roles as managers within increasingly well-defined corporate organizations providing health care. This represents considerable change from previous contexts in which doctors could always contract out of difficult managerial decisions. The role of clinical director is examined in terms of its own directorate and its involvement in contracting, co-operation and competition both within its own corporate organization and within the wider market place for health. Key issues are raised for the individuals and organization by these changes, they are discussed in terms of time, succession, managing colleagues, financial and human resources, market behaviour, support and terms of reference. These changes occasion wider discussion in terms of the challenge of coping with future demands for innovation, changes in the distribution of power within an emerging market for health care and the relationship among health care organizations, professionals and lay clients.     

Pluralism in Organizations: Learning from Unconventional Forms of Organizations

The bureaucratic organization is still regarded as the conventional organizational form, but is ill‐suited to an increasingly pluralistic world. Research on the variety of organizational forms has increased dramatically over the past three decades and offers the potential to understand better how pluralism is manifested and managed within organizations. However, this research remains fragmented. The purpose of this paper is to review and synthesize research on unconventional organizations to explore how organizations resolve or attenuate the tensions related to pluralism. Drawing from research in leading management journals, it covers seven distinct literatures: ‘referent organization’, ‘temporary organization’, ‘pluralistic organization’, ‘meta‐organization’, ‘bridging organization’, ‘hybrid organization’ and ‘field‐configuring event’. For each literature, the authors trace the genealogy of the key concepts and review their distinct insights regarding organizational pluralism. They then synthesize and discuss their collective contributions and conclude with avenues of research for pluralism in organizations.     

基于模块化网络组织的知识流动研究

模块化网络组织是新经济时代兴起的一种新型产业组织形式,它为知识流动提供了网络平台,同时它的组织特性又有利于促进知识流动和整合.知识流动能够提升模块化分工水平,推动网络组织升级和技术创新,化解模块化风险,从而增强模块化网络组织的竞争优势.本文引入企业知识理论,分析了模块化网络组织与知识流动的耦合机制以及模块化网络组织环境下知识流动的动态过程、动力机制和主要模式.