Path(ological) Dependency? Core Competencies from an Organizational Perspective

The development of the 'resource-based theory of the firm' has helped to reorient the field of strategic management towards a focus on the organizational processes and structures which produce 'core competencies'. By challenging previous assumptions of market determinism this approach seems to open up the prospect of a greater dialogue with the theories and concerns of organization studies. This paper aims to determine the scope of such a dialogue by developing an appreciation and critique of the core competencies framework from an organizational perspective. In this context, the key feature of resource-based theories is seen to be their focus on organizational knowledge rather than decision-making processes as the engine of competitive performance. This focus has a powerful resonance with studies of knowledge in organizations, particularly those forms of knowledge which are linked to product and process design.
However, despite the important shift towards a knowledge-based view of competition, the core competencies approach fails to follow the logic of its own argument as far as the organizational appropriation of knowledge is concerned. In their pursuit of an ontological model of competitive performance –defining the essential causes of firm competitiveness – resource-based approaches neglect the socially embedded qualities of organizational knowledge. As a result, the social construction of knowledge, encompassing the dilemmas posed by the employment relationship and the pitfalls of institutionalization, is neglected. Instead, a smoothly linear model is developed linking skills, competence and competitiveness. This mechanistic view is further reinforced by reliance on a command and control model of the management process. Organizational knowledge is not a biddable resource at the disposal of top management.     

电信发展趋势与运营转型

在经历了10多年的高速发展之后，中国电信运营企业已经进入业务与产品运营阶段。因此，电信运营企业应通过整合内外资源，科学构建业务网络，合理进行组织变革，并通过成功的产品管理，利用业务平台提供满足客户个性化需求的产品，实现电信运营企业的成功转型，最终保证企业的长期盈利能力。     

Organizational Changes and Job Satisfaction among Support Staff

ABSTRACT

The purpose of this study is to identify job satisfaction amongst support staff employed by a nonprofit company undergoing organizational changes. The Job Satisfaction Survey (JSS) scale was used to measure overall job satisfaction and was conducted among 38 workers and the data was analyzed using content analysis. The findings indicate that workers were satisfied with some sections of their job but also dissatisfied with some others, scoring an average job satisfaction amongst the participating groups. Factors such as good relations with colleagues, training opportunities, and work flexibility were identified to assist with increasing worker satisfaction. Further suggestions for enhancing employees’ job satisfaction are provided.     

跨国公司空间组织结构浅析

跨国公司不同于一般企业 ,有其独特的部门分工和布局形式 ,从而形成相应的空间组织结构。这种结构既便于跨国公司的国际经营又便于利用各国的优势资源。本文试图对这种空间组织结构进行初步探讨     

顾客满意之谜

顾客满意是现代市场营销以及其他管理学科的核心概念。但是迄今为止,国内外学者还没有就顾客满意的定义等达成共识。本文在对顾客满意的定义、形成原因进行理论研究的基础上,分析了顾客满意对企业绩效的作用,最后探讨了顾客满意理论未来的研究方向。     

中西文化精神及其组织行为理论

近年来,作为组织行为主要部分之一的组织文化日益受到人们的广泛关注。而组织文化中的核心部分乃是文化精神,因此要分析组织文化就势必首先面对文化精神的探讨。如果说中国古代文化更多地彰显出社群主义、德性主义以及人文主义的精神,那么与之对应的西方文化则更多地强调个体主义、理性主义与功利主义的精神。这种文化精神分野的实质乃是追求事实判断的科学主义与追求价值判断的人本主义之分。二者的差异对中西组织行为产生了深远的影响,并由此产生了中西各自不同的组织行为理论。但在新的历史背景下,这两种组织行为理论皆有失之片面之虞。而当代的对话理论则将科学主义思想和人本主义思想有机地结合起来,以卓有成效的一些人的话语取代了少数人的精英式的话语或多数人的民粹式的话语,为未来更为辩证的组织行为理论开辟出一条新的路径。     

关于组织承诺概念的商榷

组织承诺引入我国已有20多年，并取得了很多研究成果，但是有关组织承诺的概念仍存在不同的理解。就国内外关于组织承诺的概念进行了总结和分析，在此基础上对组织承诺的概念进行了重新界定，与各位专家学者共同探讨。     

基于成员合作的组织有效性建模分析

从组织成员合作出发,通过建立博弈模型研究成员目标优化问题,建立线性规划模型研究组织目标优化问题,并把个人目标优化条件下成员投入的人力资源作为组织目标优化的资源约束,以此建立博弈分析和线性规划的联系,使个人目标优化和组织目标优化结合起来,并在此基础上形成基于成员合作的组织有效性分析模型。     

我国企业组织学习测度体系实证研究

组织学习行为在国内外方兴未艾,组织学习测度体系的建立是提高组织学习效率的首要前提。本文在国内外组织学习研究成果的基础上,并结合于我国企业组织学习的实践行为,提出了适合于我国企业学习型组织建设绩效测评的指标体系,并利用若干种因子分析方式进行信度检验和效度检验,最后根据检验结果得出关于我国企业组织学习现状的若干结论,以期对我国企业学习型组织建设的深入开展提供有益的借鉴。     

Women's Accounts of Organizational Politics as a Gendering Process

Organizational politics is implicated in all levels of organizational functioning, from power structures and informal interaction to individual identity. This study argues that organizational politics provides an approach to examining professional women's experiences of organizations as gendered. Women graduates in male‐dominated organizations claimed not to be limited by explicit discrimination, but they construct organizational politics as being masculine in character and as a barrier to their careers. These women represent organizational politics as irrational, aggressive, competitive and instrumental, leading to individual, not organizational, success. Their accounts undermine the stereotypical dichotomy of masculine rationality and feminine emotion by claiming that women behave reasonably and by focusing on emotion in men's political game playing. However, claiming to be rational and rejecting politics, while acknowledging its role in career success, is uncomfortable for ambitious women. They risk sabotaging their own position by appearing too sensitive to engage in the less savoury aspects of organizational life. Organizational political processes are seen as fundamental to gender in organizations, first, because political activity is seen as gendered and masculine and contrary to female identity; secondly, because politics is part of the informal system which constructs organization from which outsiders are excluded; and finally, because political activity is linked to the performance, achievement and maintenance of power.