我国绿色基础设施的经济价值预算与分析

绿色基础设施是自然的生态基础设施和半自然的市政绿色空间的结合,它遵循自然发展的规律,在改善生态环境和保护生物多样性的同时,也蕴藏着新的经济增长点.本研究尝试构建绿色基础设施经济价值评价指标,测算全国各省的绿色基础设施经济价值(2004-2015),探究其区域分布状况,并进一步运用灰色模型预测2016年、2020年和2025年我国绿色基础设施的经济价值,以期提升人们对绿色基础设施的认识,为在城市规划中建设和完善绿色基础设施提供参考,促进生态环境与经济的良性循环,推动城市可持续发展.     

论概率安全评价中的组织风险因素

核电站组织风险已经成为核电站安全运行重要的影响因素,在概率安全评价中考虑组织风险因素是核电安全研究的重要课题。文章在建立组织风险因素与PSA之间转换的概念框架的基础上,对组织风险因素进行分类。分类后的组织风险因素受人员行为形成因子的影响,其影响在人因可靠性分析中进行分析。计算和评估这些人员行为形成因子对于事故后操纵员的影响可以计算组织因素对核电站安全的影响。     

二元学习与创新绩效的作用机制——组织内部协作网络的调节作用

组织学习是驱动企业创新、实现技术追赶与超越追赶的关键因素,如何合理组织企业的利用式和探索式学习是企业构建研发体系的关键问题。学界对二元学习是否有利于企业的创新绩效存在截然不同的观点。同时,组织内部的情境因素是影响组织二元学习和创新绩效关系的最根本因素,组织内部研发协作网络是二元学习的重要载体。基于美国半导体行业企业十年间的专利数据,实证研究发现,不同维度的二元学习对企业创新绩效具有不同的影响,联合二元学习能够积极影响企业的创新绩效,平衡二元学习则会降低企业的创新绩效;内部研发协作网络密度在二元学习和创新绩效的关系中具有显著的调节作用,企业的内部协作网络密度越高,联合二元学习对企业创新绩效的积极影响越弱,平衡二元学习对创新绩效的负影响则加剧。     

并购情境下领导群体原型典型性与下属上向信任的关系——组织身份凸显性的调节作用

基于社会身份理论,在并购情境下,领导的群体原型典型性作为领导群体身份特征的表征,对内群体下属的上向信任存在正向预测作用,即高群体原型典型性的领导更容易获得下属的上向信任。而领导的组织身份凸显性作为领导组织身份特征的表征,负向调节领导的群体原型典型性与上向信任之间的关系。     

Who killed change management?

A story is told here of an investigation into change management's apparent death, provoked by the dubious business novel Who Killed Change [Blanchard, K., J. Britt, P. Zigarmi, and J. Hoekstra. 2009. Who Killed Change? Solving the Mystery of Leading People Through Change. London: Harper Collins Publishers]. The story is told over eight chapters inviting you to investigate competing explanations for the death of change management using the structure of the story arc: stasis, trigger, quest, surprise, critical choice, climax, reversal and resolution. An annoying voice (sometimes interior monologue and at other times dialogue) of another reader keen to inform and frame your understanding of the status of change management remains ever present. The case is solved with the story's resolution providing insights into advantages of investigating over literature reviewing, the problematic/masculine nature of murder metaphors, the academic potential of story arcs and the mystery which characterises organizational change.     

Improving Risk Management: From Lame Excuses to Principled Practice

The three classic pillars of risk analysis are risk assessment (how big is the risk and how sure can we be?), risk management (what shall we do about it?), and risk communication (what shall we say about it, to whom, when, and how?). We propose two complements as important parts of these three bases: risk attribution (who or what addressable conditions actually caused an accident or loss?) and learning from experience about risk reduction (what works, and how well?). Failures in complex systems usually evoke blame, often with insufficient attention to root causes of failure, including some aspects of the situation, design decisions, or social norms and culture. Focusing on blame, however, can inhibit effective learning, instead eliciting excuses to deflect attention and perceived culpability. Productive understanding of what went wrong, and how to do better, thus requires moving past recrimination and excuses. This article identifies common blame‐shifting “lame excuses” for poor risk management. These generally contribute little to effective improvements and may leave real risks and preventable causes unaddressed. We propose principles from risk and decision sciences and organizational design to improve results. These start with organizational leadership. More specifically, they include: deliberate testing and learning—especially from near‐misses and accident precursors; careful causal analysis of accidents; risk quantification; candid expression of uncertainties about costs and benefits of risk‐reduction options; optimization of tradeoffs between gathering additional information and immediate action; promotion of safety culture; and mindful allocation of people, responsibilities, and resources to reduce risks. We propose that these principles provide sound foundations for improving successful risk management.     

学习迁移的系统理论:PPEE理论模型的建构和意义

学习是人类社会永恒的主题。为了更好地利用过去的经验，增强学习效果，个人和组织进行学习迁移具有重要意义。学习迁移是指将在以往通过学习或解决问题所获得的经验，用于解决之后所遇到的问题。本文力图建立系统的学习迁移理论，研究人、问题、环境的因素对于学习迁移的影响。本文采用理论推导的研究方法，在前人研究的基础上，提出相应的理论模型。本文运用系统的观点，构建了学习迁移的PPEE理论模型，认为人的因素、问题的因素、人和问题的交互作用、以及环境的调节作用，会共同影响学习迁移的效果。本理论主要从五个方面论述学习迁移的机制。首先，将人的因素按照不同层面划分为后端基本能力、中端心理过程、前端知识结构，讨论了其各自对学习迁移效果的直接影响。其次，将问题的因素划分为形象相似性和抽象相似性，并根据这两个维度构建了四种问题间关系类型，并探究了其与学习迁移效果之间的关系。第三，同时考虑人的因素和问题的因素，研究了二者之间的互动对于学习迁移效果的影响。第四，将环境因素划分为时间紧迫性和空间重要性两个维度，探讨了人和环境，以及问题和环境之间的互动对学习迁移效果的影响。第五，基于系统整体的方面，研究人、问题、环境三者之间的互动对学习迁移效果的交互影响。本文还认为，该模型不仅适用于个人，也同样适用于团队、组织、地区、甚至国家和社会等各个层面，影响各个层面主体的学习迁移。本文最后总结了研究的理论和实践贡献，并提出了未来研究课题。本文对丰富学习理论、特别是学习迁移理论，以及推动教育和管理实践的发展进步具有重要的意义。     

Female Perceptions of Organizational Justice

This study examines women's conceptualization of the pervasive construct of organizational justice. A comprehensive four factor model was used to represent organizational justice while outcome variables were the important employee attitudes of job satisfaction, organizational commitment and turnover intentions. Structural equation modelling was used to analyse responses from 301 male and 147 female respondents. Differences were found for procedural, interpersonal and informational justices. It would appear female and male employees have differing responses to perceptions of justice. Justice had a diffuse effect for males, but not for females. For men, interpersonal justice predicted an increase in organizational commitment while procedural justice predicted a decrease in turnover intentions. For female employees, informational justice was found to increase commitment and reduce turnover intentions. The study highlights the need for all justice factors to be considered and for sex differences to be considered in future justice research.     

The Effects of Corporate Elitism and Groupthink on Organizational Empathy in Crisis Situations

This study is to empirically testify that corporate elitism is an antecedent to groupthink, which prevents organizational empathy from working effectively in crises. The current study is expected to expand the boundary of crisis management literature into a company’s crisis-preparedness before a crisis occurs. The findings offer the useful guidance to organizations on how to better manage their crisis proneness through identifying the early signs of corporate elitism and groupthink.