Incentives,Contracts, and Markets: A General Equilibrium Theory of Firms1

This paper takes steps toward integrating firm theory in the spirit of Alchian and Demsetz (1972) and Grossman and Hart (1986), contract theory in the spirit of Holmstrom (1979), and general equilibrium theory in the spirit of Arrow and Debreu (1954) and McKenzie (1959). In the model presented here, the set of firms that form and the contractual arrangements that appear, the assignments of agents to firms, the prices faced by firms for inputs and outputs, and the incentives to agents are all determined endogenously at equilibrium. Agents choose consumption—but they also choose which firms to join, which roles to occupy in those firms, and which actions to take in those roles. Agents interact anonymously with the (large) market, but strategically within the (small) firms they join. The model accommodates moral hazard, adverse selection, signaling, and insurance. Equilibria may be Pareto ranked.     

Value drivers of social businesses: A business model perspective

Hybrid organizational forms that combine commercial and welfare institutional logics play an increasingly important role in addressing the grand societal challenges we face today. Building on the literatures on hybrid organizations and social business models, we explore the characteristics of social businesses from a business model perspective. This study seeks to better understand the particularities and value drivers of hybrid social purpose in contrast to purely commercial business models. We follow a grounded theory approach and our findings are based on interview data from 17 social business firms. Building on social businesses' identified particularities, we propose four value drivers of social business models: 1) responsible efficiency, 2) impact complementarities, 3) shared values, and 4) integration novelties. We link our findings to the literature, contributing new insights into social businesses models and implications for practitioners.     

The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure

There is an extensive private sector literature on organizational change management. However, recent studies have suggested that the specific context of public organizations may have consequences for the management organizational change. This study examines to what extent different change approaches and transformational leadership of direct supervisors contribute to the effective implementation of organizational change in public organizations, and to what extent the bureaucratic structure of public organizations makes the implementation of organizational change s3pecific. The implementation of an organizational change in a Dutch public organization is studied using quantitative methods and techniques. The results indicate that bureaucratic organizations may effectively implement organizational change with both planned and emergent change approaches. The contribution of transformational leadership depends on the type of change approach and organizational structure. Transformational leadership behavior of direct supervisors contributes little to planned processes of change, but is crucial in emergent processes of change in a non-bureaucratic context. Although the literature on change management mostly emphasizes the leadership of senior managers, the leadership role of direct supervisors should not be overlooked during organizational change in public organizations.     

Making Sense of Organizations in Public Management: A Back-to-Basics Approach

This article addresses some basic facts and ideas about organizations as a way of concluding the symposium. It identifies different types of organizations in terms of their legal-structural characteristics, and considers aspects of their legal power, ownership, financing, staffing, and outsourcing. It ends with some suggestions for further related research on organizations.     

Organizations in the Public Sector in Hong Kong: Core Government, Quasi-Government and Private Bodies with Public Functions

Twenty-five years ago, the Hong Kong government was lauded as the model of a small, restricted government which was most suited to capitalist economic growth. Since that time, the government and the organizations which it has created have expanded to such an extent that there has been widespread concern that the public sector has grown too large. This article examines the reasons for the rapid growth in the size of the public sector, reflects on the organizational forms outside the traditional civil service that have been adopted, and analyzes the attempts that have been made to reduce the public bureaucracy by corporatizing and privatizing some of the services that it provides. Central to the argument presented is the question of whether an ideological commitment to small government or other functional and political factors have been the critical determinants of organizational change.     

发展市场中介组织促进中小企业人力资源开发

针对市场中介组织的发展现状及存在的问题 ,着重从组织形式和服务内容两个方面 ,研究了发展为中小企业提供人力资源开发服务市场中介组织的目标模式 ,并提出了发展该类中介组织的对策措施     

中国高校是非营利组织

中国高校具有“传授知识、培养人才,开展科学研究、实施科技创新,应用知识、服务社会”三大功能,这些功能具有显著的公益性、非营利性和志愿者参与性特征。中国高校无论是在组织目标、组织管理(包括学术性管理、行政性管理和校董会),还是在经济管理诸方面都充分显示了其组织性、民间自治性和非营利性特征。《中华人民共和国教育法》和《中华人民共和国高等教育法》从高等学校的设立条件、任务、职能、办学自主权和经费分担体制等方面,进一步明确规定了我国高校的非营利性、公益性、组织性和民间自治性。由此得出结论,中国高等学校是非营利组织。     

非政府组织参与家庭服务与支持的路径分析

非政府组织参与家庭服务与支持,可以实现弥补、协助、引领等积极功能.为了确保非政府组织参与家庭服务与支持的效果,非政府组织应从专业服务、内部治理和沟通公关三个方面加强能力建设.同时不同类别的非政府组织需要在准确定位的基础上发挥各自的优势,探索适合自身的参与家庭服务与支持的路径.     

大学组织自我发展研究的缘起与意义

西方发达国家大学组织走自我发展之路,并积累了丰富的经验。随着中国特色现代大学制度的建立和完善,我国大学组织最终要走自我发展道路。因而,大学组织自我发展问题便凸显成为我国高等教育界亟待深入研究的问题。在多学科背景下研究大学组织自我发展问题,对于推动大学组织理论研究和院校自我发展的研究深入,对指导我国大学在治理模式下自我发展,提升组织治理能力等方面具有重要意义。     

提高基层党组织建设社会主义新农村能力的思考

要完成建设社会主义新农村的重大历史任务,关键是要提高基层党组织领导农村经济社会发展的能力。如此,必须完善乡村党的领导制度,提高乡村干部的素质和能力;调整农村基层党组织设置,充分发挥党组织功能;积极注入新鲜血液,壮大农村党员队伍;改善对农村自治和民间组织的领导,扩大党的影响的覆盖面;充分尊重农民的主体地位,保持新农村建设的可持续发展。