The triggers of local and distant search: Relative magnitude and persistence in explaining acquisition relatedness

Research on problemistic search has assumed negative attainment discrepancy to be the trigger of both local and distant search. Extending this research, we present and compare two additional triggers: (1) relative attainment discrepancy, which reflects how much a firm's attainment discrepancy deviates from its past negative attainment discrepancies; and (2) persistent attainment discrepancy, which reflects how often the firm experiences below-aspirations performance. Our triggers for distant search model a behavioral explanation for the timing and relatedness of acquisitions. We find support for baseline arguments of problemistic search whereby firms increase both industry- and skill-related acquisitions when they perform below aspirations. When they persistently perform below aspirations, however, this likelihood is reduced and firms engage in acquisitions that are more unrelated, thereby providing support for the notion of expanding search boundaries from local to distant search. Of the two triggers of distant search proposed, relative attainment discrepancy does not induce firms to expand search boundaries. Our results indicate that persistent attainment discrepancy is a key construct to consider when studying the expansion of search boundaries.     

Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization

The ambidexterity framework, which comprises two contradictory, yet interrelated processes of exploration and exploitation, has been researched using a variety of perspectives. Few studies, however, provide insight into the question: how is ambidexterity managed across multiple organizational levels? To address this question, we introduce the term ambidexterity penetration that refers to the enactment of ambidexterity across multiple organizational levels and develop a conceptual framework about how it is practiced (horizontally, vertically and organizationally). We empirically showcase this framework using findings from six business units of an aerospace and defense organization and analyzing data from 30 interviews. Overall, our study contributes to ambidexterity research and offers an empirical investigation of ambidexterity penetration across multiple organizational levels in the context of the aerospace and defense sector.     

社区应急疏散动态协作调度优化研究

针对灾民数量和路网通行时间的动态性以及灾民疏散反应系数的随机性,本文提出了社区应急疏散协作调度优化流程,并以疏散灾民数量最大化和疏散成本最小化为目标,构建了社区应急疏散多种运输方式协作调度优化模型,并给出了求解该模型的改进多目标遗传算法。然后,论文使用Tansmodeler模拟社区应急疏散协作调度优化过程,加载疏散灾民动态需求和历史出行时间表,并对模型和算法进行验证。结果表明,该模型和算法可以在有效刻画疏散灾民数量和路网通行时间的基础上,为不同时刻的交通工具配置及疏散路径选取提供决策。     

基于双层规划的反恐应急设施选址模型及算法

恐怖袭击常以人流密集地区的平民作为袭击目标，并存在突发性和随机性等特点，极易造成严重的袭击后果。通过反恐应急设施的合理布局可以缩短救援人员和物资的到达时间，从而减轻袭击后果。首先，对反恐应急设施选址问题进行描述，并将其构造为一类离散双层规划模型。其中，上层规划是关于政府选址的0-1规划问题，下层规划则是关于恐怖分子袭击目标选择的0-1规划问题。其次，结合模型和问题的特征设计算法，利用分支定界算法实现上层选址变量的隐枚举，同时通过下层问题的求解来确定上下界并判断是否满足分枝或剪枝的条件。最后，结合南疆地区的交通拓扑网络进行算例分析，结果证明有效的选址方案可以大大降低袭击损失。     

基于公平关切线上与线下销售渠道演化博弈研究

公平关切影响决策行为,为分析公平关切对线上与线下销售渠道决策行为和竞争策略影响,构建线上与线下销售渠道博弈模型。基于博弈模型,对比分析四种公平关切情况对线上与线下决策变量和利润影响。进一步,为获得线上与线下稳定博弈结果,基于四种公平关切构建演化博弈模型,分析不同公平关切行为对销售渠道参与者决策行为影响。研究主要得到：一方采取公平关切时,会减少另一方收益;一方采取合作公平关切策略与另一方采取公平关切密切相关,也即当一方采取公平关切概率大于某一阀值时,另一方采取不公平关切;线上与线下经过长期演化博弈,演化稳定点为双方都采取公平关切。     

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。     

Efficiency and effectiveness of knowledge management systems in SMEs

This paper proposes a 3D fuzzy logic methodology to assess the efficiency and effectiveness of knowledge management systems (KMSs) adopted by small and medium enterprises (SMEs) and identifies a classification bringing together the behaviour of SMEs when adopting KMSs. The proposed methodology was previously tested on an individual SME and then implemented on a sample of SMEs. The results highlight that there is an ample variety of behaviours related to the nature of knowledge and the KMSs used. Specifically, four typologies of behaviour are identified: the efficient and effective SME, the effective but inefficient SME, the efficient but ineffective SME, and the inefficient and ineffective SME. The results show that only 18% of surveyed SMEs are efficient and effective for both KM-Tools and KM-Practices, the remaining 82% are inefficient or ineffective for KM-Tools and/or KM-Practices. Lastly, the paper shows how this methodology may be used by an SME as a managerial tool to suggest appropriate changes to improve the efficient and effective adoption of KMSs supporting SMEs in the knowledge management processes.     

Engaging leader – Engaged employees? A cross-lagged study on employee engagement

The goal of this study is to provide a cross-lagged examination of the relationships between engaging leadership, job resources and employee work engagement. We propose a mediation model and we postulate that engaging leadership can increase perceptions of three specific job resources (i.e. autonomy, support from colleagues and opportunities for learning and development) which theoretically correspond to the three facets of engaging leadership (i.e., inspiring, connecting and strengthening, respectively). Subsequently, in keeping with the extant body of Job Demands-Resources (JD-R) research, we link job resources to employee work engagement. Our hypotheses were tested on data collected at two time-points – T1 (N = 759) and T2 (N = 273) –from employees working for a hotel chain in the Netherlands. In line with our expectations, engaging leadership showed a significant cross-lagged relationship with autonomy and support from colleagues, but did not predict learning opportunities and work engagement across time. While we formulated specific hypotheses, we also tested reversed causation relationships. We found no direct effect from engaging leadership on employee work engagement, however, the reversed effect was significant; employee perceptions of engaging leadership were shaped by their own engagement experiences. Importantly, engaged employees at T1 reported more job resources at T2. By providing a cross-lagged examination of our model, we showed that engaging leaders as well as employees’ positive affective state of being engaged, are essential to shaping a resourceful work context. A comprehensive view on the triggers and outcomes of work engagement and engaging leadership is needed, as the traditional unidirectional cause-effect rationale fails to explain how these concepts relate to one another and to employee experiences of job resources.     

Role of Leaders as Agents of Negotiation for Counterbalancing Cultural Dissonance in the Middle East and North Africa Region

This study provides a unique perspective in the field of cross-cultural management by exploring the relationship between “cultural dissonance”—the gap between cultural values and actual practice—and effective leadership attributes in the Middle East and North Africa (MENA) region. Incorporating cultural dissonance into implicit leadership theory, the study uses measurements of dissonance on nine cultural dimensions to identify particular leadership preferences in seven MENA countries. The overall findings suggest that societies prefer leaders who counterbalance cultural dissonance by allowing space for negotiations by members of society to reduce disparities between cultural values—“the way things should be”—and actual practices—“the way things are.” The greater the disparity between cultural values and practices, the greater the citizens' desire that leaders act as agents of change by creating space for negotiation.     

和而不同:管理学者争鸣与反思的价值贡献

通过回顾《管理学报》近3年争鸣与反思的系列文章,总结了这些争鸣与反思的价值贡献,同时在这些价值贡献的基础上进一步提出了本文的观点,包括:1直面中国管理实践,不仅仅是一种理念,更是一种行动;2讨论现有管理理论,不仅仅是批判,更要做到发展;3发展中国管理学,做好对中国优秀企业的评价是必要前提;4管理研究方式没有高低对错,关键在于能否让成果更加贴近实践。