从代工生产到OBM:路径依赖的束缚与路径突破的选择

来自宏观、中观和微观等多方面的因素会使得代工企业对代工模式产生路径依赖,被锁定于全球价值链的低端环节,阻碍其从代工向OBM的升级.不过,在一定的内外部条件作用下,企业实现从代工生产到OBM的路径突破是完全有可能的.为了推动这一升级过程尽可能顺利进行,需要政府和企业以培育起强大的技术能力和营销能力为目标,针对路径依赖的成因多管齐下,进行有效的战略选择.     

Implications and Applications of a Behavior Systems Perspective

Improving employee performance in an organization seems to cycle back and forth among six broad approaches. Rather than debate which approach is most effective, the argument is made that each approach is simply one aspect of a larger behavior system. The ultimate answer, then, is to integrate these approaches within an overarching behavior systems perspective. A potential behavior systems perspective is described as well as its implications for employee performance improvement. An expansion of OBM graduate curricula is recommended that includes more diverse improvement strategies.     

Matching Technology and Organizational Structure:

A case study is presented of a life and health insurance company that undertook a reorganization of work flow, management practices and structure following the implementation of automation. With the adoption of an on-line computer system, there was the potential for a competent, rapidly responsive and adaptive organization. However, the functionally organized, highly specialized business was operating as a white-collar assembly line. It was unable to respond to market demands and financial market changes in a creative, timely manner. The organizational potential created by the total processing system could not be realized until the social system, the organization of the people, was adapted to take full advantages of new technical capabilities. An assessment involving all of top management was conducted in which managers were allowed to determine the problems, goals, and potential solutions. Management developed a long range, overall approach to the organizational change. The decision was made to phase in experimental self managed work teams and to restructure organizational contingencies to support achievement or organizational rather than unit goals. This paper presents the intial twenty-four month period in the process.     

Work Productivity as a Function of the Percentage of Monetary Incentives to Base Pay

In many individual monetary incentive systems workers receive an hourly base pay and can earn incentives when productivity exceeds a specified standard. The total amount that can be earned in incentives is often expressed as a percentage of base pay. This study examined the effects of different percentages of incentive pay to base pay on work productivity. Seventy-five college students were randomly assigned to one of five incentivebase pay conditions: 0% (no incentives), l0%, 30%. 60% or 100%. Subjects participated in 15 forty-five minute sessions during which they assem: bled parts made from bolts, nuts and washers. Subjects received a base pay amount for assembling a minimum of 50 quality parts per session and a per piece incentive for parts over 50. If subjects assernbled 120 quality parts, the production maximum, the total amount they could earn in incentives equaled 0%, l0%, 30%, 60% or 100% of their base pay. Results indicated that the productivity of subjects in the l0%, 30%, 60% and 100% groups was significantly greater than that of subjects in the 0% incentive group; however, the productivity of subjects in the l0%, 30%, 60% and 100% incentive groups did not differ.     

On Reinventing OBM

Abstract

This article comments on an argument in favor of a change in OBM's content and focus to include certain empirical findings and theoretical constructs derived from fields like Cognitive and Social Psychology. Specifically, the argument suggests that personal beliefs such as optimism, self-efficacy, and response-efficacy are influential determinants of behavior that give rise to achievement motivation and a success-seeking typology. By incorporating such constructs into OBM, it is suggested that the field will better align itself with related disciplines sharing the goal of promoting personal success, thereby enhancing its performance-improvement toolkit and fostering greater recognition and acceptance for itself within mainstream Psychology. After summarizing key aspects of this argument, this paper identifies certain of its associated challenges and then presents some specific strategies by which the OBM community can chart a future course for the field.     

The Historical Roots of Organizational Behavior Management in the Private Sector

Abstract

Applications of behavior analysis in the private sector became visible in the late 1960s and early 1970s. By the 1980s, the field of Organizational Behavior Management (OBM) was a well established discipline. This article chronicles the people, events and publications that contributed to the formation of the field, beginning with the precursors in the 1950s and ending in the early 1980s. The contributions of individuals who have been honored by the OBM Network are detailed and emphasized. Although some historical accounts attribute the development of OBM to influences from traditional management fields, the present account, through documentation of the formative events, argues that the field developed in relative isolation from such influences, emanating primarily from Skinner's development of programmed instruction and the advent of behavioral applications in other settings. While application of psychology to the work place predated behavioral involvement, the primary force for the development and growth of OBM came from within the field of behavior analysis.     

中国OEM厂商的升级之路

改革开放以来,加工贸易的持续发展对推动我国经济的快速增长和提高就业水平作出了重要贡献。但是,随着世界和我国经济环境的变化,中国目前以劳动密集型OEM为主的加工贸易前景堪忧。中国OEM厂商为了生存和发展务必要进行业务升级,逐步实现从OEM厂商到ODM厂商再到OBM厂商的转变。这种转型和升级,不但有理论上的可能性,而且也需要在分析我国代工企业目前升级所面临的主要制约因素的基础上,使OEM厂商选择不同的升级策略。     

我国服装业OEM问题及对策

我国服装业依靠OEM战略曾一度取得快速发展,但时至今日,其所面临的低成本优势正在受到挑战、竞争力低下、国际贸易摩擦等一系列的问题,已经到了必须高度重视的时候.要解决这些问题,除了推进生产力的跨区域转移、积极实施"走出去"等措施以进一步加强我国OEM竞争力以外,从长远来看,最根本的是要创立自己的品牌,从OEM逐渐向ODM、OBM过渡,依靠信息化最终实现品牌化战略.     

Catching‐up or Leapfrogging in the Indian IT Service Sector: Windows of Opportunity,Path‐creating,and Moving up the Value Chain

Indian IT service firms are successfully competing with world leaders and research on the industry is emerging. Providing analysis at firm rather than industry level, this article identifies the windows of opportunity open to Indian firms, with the following findings: (i) the catching‐up process by Indian IT firms can be classified as a three‐stage ‘body shopping–offshoring–global delivery model’, comparable with the three steps in original equipment, own‐design and own‐brand manufacturing; (ii) the window of opportunity for Indian firms was primarily the techno‐economic paradigm shift, and secondarily the government's regulation and support of the industry; and (iii) Indian firms initially partially re‐invented their own path by offshoring and created their own global delivery model, gradually moving to higher value‐added services.     

Beyond Positive Reinforcement

Abstract

This article comments on the need to recognize that OBM already is a “positive psychology” for many more reasons than just that it embraces positive reinforce as a cornerstone of workplace improvement. This paper suggests there are at least 10 ways in which OBM constitutes a distinctly “positive” and humanizing approach to management practices. These ways are enumerated and briefly reviewed.