论壮族服饰变迁的缘由

服饰是人类文化的重要组成部分，是一个民族的重要标志之一。民族服饰不是一成不变的，每一个民族在其发展过程中，都有一个相对独立的服饰变迁史，壮族服饰同样经历了一个发展演变的历程。在壮族服饰习俗的发展和演化过程中，自然环境、物质条件、社会文化环境和心理环境等对其产生重大影响。     

边远民族地区高校非专业大学英语教学环境的哲学分析

马克思主义哲学认为世界上一切事物和现象之间以及构成事物的诸要素之间存在着相互依赖、相互影响和相互作用。这种联系的观点同样适用于我国的大学英语教学。大学英语教学本身并不是孤立的,它的开展离不开一定的教学环境,教学环境是否有利于大学英语教学会直接影响大学英语的教学效果。改善和创设有利的校园环境和课堂环境是边远民族地区高校推进非专业大学英语教学改革、提高大学英语教学质量的重要途径。     

太湖地区水利工程与环境生态

太湖流域水利建设取得了一定的成绩,然而水利工程对该流域的水情、水质、渔业及地方病等也带来若干环境生态问题。所以应该重视水利工程环境影响评价和运用管理,及对水域环境生态指标考核等工作。     

试析高校院系资料室的隐性功能

信息时代中 ,由于网络在查找资料上的方便与快捷 ,已经对当前高校的院系资料室形成较大的冲击 ,资料室存在的合理性因此受到质疑。然而 ,笔者认为网络可以取代的只是资料室的显性功能 ,而资料室本身所具有的隐性功能则是网络所无法替代的。本文主要以资料室的隐性功能的阐释为出发点 ,认为环境与交往是资料室隐性功能发挥的重要机制 ,进而剖析高校院系资料室隐性功能的具体体现     

学习智障对我国企业竞争力弱化之影响

本文从系统的观点出发 ,运用反馈机制原理 ,对企业竞争优势弱化现象进行了较为系统、深入的分析 ,提出学习智障对企业竞争力的雪崩效应模型和组织学习力的滚雪球效应模型 ,以探索强化企业竞争优势的途径     

The availability of personal and external coping resources: Thier impact on job stress and employee attitudes during organizational restructuring

This study examines the relationships among personal coping resources, social support, external coping resources, job stressors and job strains in a sample of 110 American Telephone and Telegraph employees undergoing a major organizational restructuring. The study expanded on a model suggested by Ashford (1988) by defining another category of coping resources that employees may draw upon to deal with the stressors and strains which occur during major organizational changes. External coping resources were defined as those which provided employees with a sense of 'vicarious control' in stressful situations. Results indicated that personal coping resources, social support and external coping resources had a direct effect upon job stressor and strain levels. No 'buffering' effect of these coplng resources was found. Hierarchical regression analyses indicated that external coping resources added to the prediction of job stressors and strains even when pertonal coping resources and social support were entered first into the prediction questions.     

More (new) products,more problems? A systems perspective on increased capability deployment and organizational errors

The capabilities-based view postulates that organizational capabilities are a key driver of competitive advantage. However, while increasing the pace of deploying organizational capabilities, such as new product development (NPD), may enable alignment with changing environments, it may also have unintended consequences. In this study, we advance theory on these unintended consequences by investigating how the increased deployment of NPD capability leads to organizational errors. Borrowing from organizational research employing systems theory, we argue that an increase in NPD deployment may increase the likelihood of routine discoordination and, thus, the incidence of intra-firm and interfirm errors. However, we also proffer that firms can mitigate errors from increases in NPD capability deployment by engaging in distinct internal and external activities that enable the accumulation of knowledge on how to coordinate systemic change. We distinguish between internal and external errors, demonstrating that in the context of increased NPD deployments, internal voluntary investigations ameliorate internal manufacturing errors, while supplier alliances mitigate outsourced component errors. We find support for our predictions using data from new product introductions and recalls in the U.S. automotive industry. This study sheds light on the tension inherent to accelerating the deployment of patterned organizational activities and suggests that the outcomes of deploying an organizational capability are best viewed holistically within the milieu of organizational systems the capability spans.     

对组织学习、核心竞争能力、战略柔性与企业竞争绩效的理论剖析与实证研究 --探索中国企业增强动态竞争优势之路

在当前超强竞争时代,组织学习、核心竞争能力和战略柔性,越来越成为企业竞争的焦点问题,成为企业营造持久的动态竞争优势的战略武器.本文在对前人有关研究进行回顾、总结和归纳的基础上,开创性地把企业核心竞争能力划分为技术能力、市场营销能力和整合能力这三个关键构成要素,识别出组织学习的三个关键维度,深入剖析了战略柔性的内涵与本质,并在此基础上,论述了它们之间的互动关系及其对企业竞争绩效的影响.最后,本文以来自中国企业的实际调研数据为基础,运用基于偏最小二乘法的结构方程模型(SEM),对上述问题进行了实证分析,剖析了本项研究对中国企业管理的启示.     

The impact and management of cognitive gap in high performance product development organizations

The close alignment of applied research and development units with manufacturing operational structures can provide excellent opportunities for maintaining robust product pipelines and reducing product development cycle times. Within such an integrated organizational model (IOM), however, lies a potentially disruptive psychological mechanism that can lead to the dissolution of this delicate partnership if it is not handled properly. This mechanism is cognitive gap, which can take several basic forms: first, as differences between the nature and difficulty of the problem at hand and the cognitive resources of the problem solvers tasked with its solution; and second, as differences between the cognitive abilities and approaches of the problem solvers themselves. In this paper, we define and discuss cognitive gap within the context of Kirton's Adaption-Innovation theory, a useful framework for understanding problem solving (and problem solvers) in general. Specific implications (both favourable and potentially destructive) of cognitive gaps for high performance product development organizations are discussed, and suggestions for their effective management are offered.     

The impact of supply chain management practices on competitive advantage and organizational performance

Effective supply chain management (SCM) has become a potentially valuable way of securing competitive advantage and improving organizational performance since competition is no longer between organizations, but among supply chains. This research conceptualizes and develops five dimensions of SCM practice (strategic supplier partnership, customer relationship, level of information sharing, quality of information sharing, and postponement) and tests the relationships between SCM practices, competitive advantage, and organizational performance. Data for the study were collected from 196 organizations and the relationships proposed in the framework were tested using structural equation modeling. The results indicate that higher levels of SCM practice can lead to enhanced competitive advantage and improved organizational performance. Also, competitive advantage can have a direct, positive impact on organizational performance.