A characterisation of logistics networks for product recovery

Recovery of used products is receiving much attention recently due to growing environmental concern. Efficient implementation requires appropriate logistics structures to be set up for the arising goods flow from users to producers. We investigate the design of such logistics networks. As a basis for our analysis we review recent case studies on logistics network design for product recovery in different industries. We identify general characteristics of product recovery networks and compare them with traditional logistics structures. Moreover, we derive a classification scheme for different types of recovery networks.     

顾客化大量生产环境下生产管理的新问题及共对策研究

本文重点讨论了顾客化大量生产给生产管理带来的新问题,从生产过程组织、计划、控制等角度提出实施顾客化大量生产应着重解决的问题及研究建议.     

网络时代的企业管理

本文在分析数字化管理产生背景的前提下,论述了数字化管理的含义以及数字化管理与传统管理的区别,提出了企业实现数字化管理的前提,最后建立了一个数字化管理的模型。     

高校中小型图书馆的现代化建设与管理

本文结合我馆实际情况 ,对中小型图书馆的网络、数据库的建设以及管理方面作了探讨 ,总结出了成功的经验和教训 ,供大家参考。     

对社会工作的现状调查与分析——以绍兴市为例

对绍兴139名社会工作的管理和从业人员进行了调查,发现绍兴市社会工作存在人才数量不够、素质不高、结构不合理,社会管理中介组织发展缓慢以及管理政策不配套等三个方面的主要问题。为加强社会工作,应从加强组织领导、健全各项机制、培育民间组织、加强宣传引导等四个方面入手。     

纯粹经济损失探析

纯粹经济损失是因对人身权利和有形财产权利益以外的利益的侵害所直接导致的受害人一般经济利益的损失。纯粹经济损失的可赔偿性一直是颇具争议的问题,各国的普遍做法是以“排除性规则”为原则,但同时创设一些例外。合同法和侵权法是各国对纯粹经济损失进行救济的基本法律途径,另外将案件类型化也是一个重要的手段。我国应该加强对纯粹经济损失的研究和立法。     

Trust and Welfare State Reform: The Example of the NHS

This article discusses the impact of New Public Management on public trust in welfare state institutions, using the example of NHS reform. Discussion of trust in public institutions across political science, psychology and sociology indicates that it is based on both rational/objective considerations (competence and capacity to deliver the service) and affectual/subjective factors (shared values, belief that the trustee shares the trustor's interests). The New Public Management foregrounds individual responsibility and incentives for both suppliers and users of services, in the NHS example in quasi‐markets, management by target and patient choice. These accord with an individualized market rational‐actor model rather than with affective considerations. Analysis of attitude survey data on the NHS confirms that rational/objective and affectual/subjective factors contribute to public trust in this field. However, a comparison between perceptions in England, where the internal market has been vigorously pursued, and Scotland, where the purchaser/provider split was discarded after devolution, indicate that the market does not offer a royal road to perceptions of superior quality in the objective factors. Conversely, the more market‐centred system can make progress in relation to the more subjective affectual factors.     

Escalation: The Role of Problem Recognition and Cognitive Bias

Escalation of commitment to a failing course of action is an enduring problem that remains central to the study of managerial behavior. Prior research suggests that escalation behavior results when decision makers choose to ignore negative feedback concerning the viability of a previously chosen course of action. Previous work has also suggested that certain cognitive biases might promote escalation behavior, but there has been little attempt to explore how biases other than framing affect escalation. In this article, we explore the extent to which decision makers actually perceive negative feedback as indicative of a problem and how this influences their decision to escalate. Although problem recognition and cognitive biases have been intensively studied individually, little is known about their effect on escalation behavior. In this research, we construct and test an escalation decision model that incorporates both problem recognition and two cognitive biases: selective perception and illusion of control. Our results revealed a significant inverse relationship between problem recognition and escalation. Furthermore, selective perception and illusion of control were found to significantly affect both problem recognition and escalation. The implications of these findings for research and practice are discussed. To improve problem recognition and reduce the incidence of escalation, practicing managers should implement modern project management practices that can help to identify and highlight potential problems while guarding against these two key cognitive biases that promote the behavior.     

Embeddedness of Organizational Capabilities*

Managers must regularly make decisions on how to access and deploy their limited resources in order to build organizational capabilities for a sustainable competitive advantage. However, failure to recognize that organizational capabilities involve complex and intricately woven underlying processes may lead to an incomplete understanding of how capabilities affect competitive advantage. As a means of understanding this underlying complexity, we discuss how managerial decisions on resource acquisition and deployment influence capability embeddedness and argue that capability embeddedness has an incremental effect on firm performance beyond the effects from organizational resources and capabilities. To investigate these issues, we present a hierarchical composed error structure framework that relies on cross‐sectional data (and allows for generalizations to panel data). We demonstrate the framework in the context of retailing, where we show that the embeddedness of organizational capabilities influences retailer performance above and beyond the tangible and intangible resources and capabilities that a retailer possesses. Our results illustrate that understanding how resources and capabilities influence performance at different hierarchical levels within a firm can aid managers to make better decisions on how they can embed certain capabilities within the structural and social relationships within the firm. Moreover, understanding whether the underlying objectives of the capabilities that are being built and cultivated have convergent or divergent goals is critical, as it can influence the extent to which the embedded capabilities enhance firm performance.     

Complexity and Adaptivity in Supply Networks: Building Supply Network Theory Using a Complex Adaptive Systems Perspective*

Supply networks are composed of large numbers of firms from multiple interrelated industries. Such networks are subject to shifting strategies and objectives within a dynamic environment. In recent years, when faced with a dynamic environment, several disciplines have adopted the Complex Adaptive System (CAS) perspective to gain insights into important issues within their domains of study. Research investigations in the field of supply networks have also begun examining the merits of complexity theory and the CAS perspective. In this article, we bring the applicability of complexity theory and CAS into sharper focus, highlighting its potential for integrating existing supply chain management (SCM) research into a structured body of knowledge while also providing a framework for generating, validating, and refining new theories relevant to real‐world supply networks. We suggest several potential research questions to emphasize how a CAS perspective can help in enriching the SCM discipline. We propose that the SCM research community adopt such a dynamic and systems‐level orientation that brings to the fore the adaptivity of firms and the complexity of their interrelations that are often inherent in supply networks.