神舟项目管理成熟度模型

本文简要介绍一种我国自行开发的项目管理成熟度模型——神舟项目管理成熟度模型(SZ-PMMM)。该模型是由面向企业级组织和项目级组织的两个相对独立的项目管理成熟度模型组成的集成模型,突破了“项目管理成熟度即项目管理过程成熟度”的传统框架,从更广泛的领域评价项目管理成熟度;同时,关注了企业级组织中多项目间管理能力的差异性,强化了企业级组织项目管理能力提升的动力机制,对各级组织项目管理能力的评价与改进有指导意义。     

A Model for Evaluating Organizational Competencies: An Application in the Context of a Quality Management Initiative*

Despite the important contributions made by the Competency‐Based Perspective (CBP) to strategic thought, certain issues on the operational definition of the theoretical concepts that characterize this approach remain unresolved, thus limiting its empirical application. In addressing this issue, the present study puts forward a procedure for measuring the competencies that can be developed in association with a Quality Management (QM) initiative and analyzes the reliability and validity of the resulting scale. This procedure could be transferred to studies that aim to carry out an empirical analysis based on the theoretical position of the CBP.     

The Impact of E‐Replenishment Strategy on Make‐to‐Order Supply Chain Performance

This research investigates the impact of electronic replenishment strategy on the operational activities and performance of a two‐stage make‐to‐order supply chain. We develop simulation‐based rolling schedule procedures that link the replenishment processes of the channel members and apply them in an experimental analysis to study manual, semi‐automated, and fully automated e‐replenishment strategies in decentralized and coordinated decision‐making supply chain structures. The average operational cost reductions for moving from a manual‐based system to a fully automated system are 19.6, 29.5, and 12.5%, respectively, for traditional decentralized, decentralized with information sharing, and coordinated supply chain structures. The savings are neither equally distributed among participants, nor consistent across supply chain structures. As expected, for the fully coordinated system, total costs monotonically decrease with higher levels of automation. However, for the two decentralized structures, under which most firms operate today, counter‐intuitive findings reveal that the unilateral application of e‐procurement technology by the buyer may lower his purchasing costs, but increase the seller's and system's costs. The exact nature of the relationship is determined by the channel's operational flexibility. Broader results indicate that while the potential economic benefit of e‐replenishment in a decentralized system is substantial, greater operational improvements maybe possible through supply chain coordination.     

从人性假设视角透析管理思想回归的内在历史逻辑

本文试图在对管理思想历程做内在逻辑流变的完整把握、把管理思想的精髓和与现实经济生活的最新发展联系起来的基础上,追寻管理思想在时间维度上逐步人性化、在空间维度上由中方向西方再向中方回归的内在历史逻辑,以便为建立既源于古代管理思想又符合潮流的中国式管理理论体系提供整体指导。     

民营企业管理机制运作实效研究--对美的集团管理机制的S调查案例

民营企业的竞争优势在于管理机制的创新与灵活性,本文在对广东美的集团2767份问卷调查基础上,从实证角度研究了民营企业中各种管理机制对员工产生的影响和作用;管理机制作为企业文化要素,被企业员工认同的程度;对比分析企业高层员工和基层员工对各种管理机制的不同感受.     

Classifying Revenue Management: A Taxonomy to Assess Business Practice*

As revenue management (RM) techniques evolve there is a need to take stock of how organizations practice RM and the interactions among techniques. This would help practitioners and researchers better understand how RM practice is influenced by the business setting, including those not traditionally associated with advanced RM techniques. Also, it would facilitate investigations of which practices lead to better outcomes in different contexts. Research to date has focused on individual techniques within individual business settings, with limited attention to the range of environments in which RM practice occurs. This suggests a need for a common framework to classify and assess differences in practice. In this article, we present a taxonomy which comprises (i) seven indicators of practice and (ii) a decision tree to measure RM across diverse businesses. We test the classification system in a survey of 232 businesses. Results show the taxonomy provides a comprehensive view of RM practice, with meaningful discrimination across settings. Findings also offer insight into how practices vary across different settings. Our taxonomy contributes to future research by facilitating systematic comparisons of RM practices, the settings in which it is adopted, and its impact on performance.     

A Structural Analysis of the Effectiveness of Buying Firms' Strategies to Improve Supplier Performance

Many manufacturing firms have increased the amount of component parts and services they outsource, while refocusing on their core capabilities. Outsourcing parts and services to independent, external suppliers means that suppliers' performance is increasingly critical to the long‐term success of these buying firms. Buying firms are increasingly using disparate supplier development strategies to improve supplier performance including supplier assessment, providing incentives for improved performance, instigating competition among suppliers, and direct involvement of the buying firm's personnel with suppliers through activities such as training of suppliers' personnel. Using resource‐based theory, internalization theory, and structural equation modeling, we examine the impact of these supplier development strategies on performance. We conclude that direct involvement activities, where the buying firm internalizes a significant amount of the supplier development effort, play a critical role in performance improvement.     

A Comparison between Basic Cyclic Scheduling and Variable Cyclic Scheduling in a Two‐stage Hybrid Flow Shop

In this paper the impacts of two types of repetitive scheduling systems on the makespan in a two‐stage hybrid flow shop, which consists of one machine in the first stage and multiple process lines in the second stage, are compared. First, we analyzed, through a simulation, how the makespan is affected by the setup frequency and sequencing rules for products under two types of scheduling systems: One is repetitive scheduling with only one batch per product family per scheduling cycle (basic cyclic scheduling system). The other is repetitive cyclic scheduling with various batches per product family per scheduling cycle (variable cyclic scheduling system). Second, we compared which scheduling system is superior under various manufacturing situations. The following points were noted. (1) The superior scheduling system can be shown by a two‐dimensional diagram of the setup frequency and the imbalance in workload for processing among process lines in the second stage. (2) Variable cyclic scheduling is superior in comparison with basic cyclic scheduling when there is a large imbalance in the workload to be processed among process lines in the second stage, or the workload in the second stage is larger than that in the first stage. The result of this research provides guidelines for selecting which scheduling system should be adopted.     

A Load‐based and Due‐date‐oriented Approach to Order Review/Release in Job Shops*

In this paper, a new order review/release (ORR) method is proposed for shop floor control systems. The proposed method utilizes both job due date and shop load information to improve the effectiveness of the ORR function in production systems. The performance of the new method is compared to those of a few well‐known ORR methods under four experimental conditions. The results of extensive simulation experiments indicate that the proposed method is superior with respect to the mean absolute deviation measure. In general, it is also better than existing methods for the other performance measures. Furthermore, we show that the proposed method is more robust to variations in system load and processing times than the other ORR methods examined.     

What makes search fund entrepreneurship different in Europe?

Ownership transition is an increasingly relevant decision in small businesses because millions of owners in the largest world economies are reaching retirement age without a successor. As a result, entrepreneurship through acquisition—becoming an entrepreneur through the acquisition of an existing business and growing it much like a startup—is likely to accelerate in the coming years. In contrast to traditional entrepreneurship, where the entrepreneur comes up with an idea and then grows it into a company, the idea of entrepreneurship through acquisition is embedded in the acquired company. In this article, we share our findings from a research project that tracked first-time entrepreneurs looking to acquire businesses in four European countries. These entrepreneurs put in “sweat equity” and used the “search fund” model, whereby investors funded their search expenses and provided funds for an acquisition. However, implementing the search fund model, originally created in the United States, was not straightforward in Europe. Search funders faced novel challenges in investor-entrepreneur (i.e., principal-agent) relationships and the search process. Our study identifies these challenges, the responses from our search fund sample, the lessons learned, and a novel framework to conceptualize a search fund playbook specific to Europe. These experiences hold valuable lessons for those who pursue entrepreneurship through acquisition and help stimulate new research questions for scholars.