组织学习动态能力与企业绩效之间关系的实证研究

论文将动态能力作为解释组织学习和企业绩效间关系的中介变量.采用结构方程方法建立了其关系模型,以制造业部分上市公司为例,通过问卷调查、信度效度分析、回归分析验证提出的假设,研究理论模型符合可接受的适合度检定水平.实证研究结果表明制造业企业组织学习对动态能力影响显著且动态能力对企业绩效影响显著,组织学习对企业绩效直接影响较弱,动态能力中介作用明显.     

制造业企业的股权结构对企业绩效影响的实证研究

股权结构是企业有效治理的基础,优化股权结构是提高企业绩效的关键.对此国内外学者进行了相关研究,但结果并不一致.在综合考虑了企业的生命周期和行业性质的前提下,探讨了股权结构对企业绩效的影响,选取制造业行业1190家企业2012-2015年的相关变量数据,首先采用主成分综合得分法计算出企业绩效,之后选用现金流组合法按照各自所处的生命周期对企业进行分类,最后在各时期内分别构建回归模型来分析股权结构对企业绩效的作用,并进行了模型验证.股权集中度对企业绩效的影响分为三类：处于导入期、成熟期和淘汰期的企业影响关系呈正U型,处于增长期的企业与其绩效显著负相关,衰退期企业的影响并不显著.股权制衡度对企业绩效的影响分为两类：处于成熟期、淘汰期的企业影响关系呈倒U型,导入期、增长期、衰退期影响则不显著.     

基于组织承诺的企业员工激励机制设计

通过建立数学模型,在传统委托代理理论基础上,将组织承诺纳入企业员工激励机制研究。首先,在员工的组织承诺类型可被观测的信息对称情形下,讨论最优的显性与隐性激励机制。进而,在员工的组织承诺类型无法被观测的信息非对称情形下,探讨依据企业员工的不同外在特征,如风险厌恶程度、工作成本和工作能力等,选择最优的激励机制。最后,进一步考察了企业生产中依赖于人力劳动程度的高低,对员工激励机制设计产生的影响。本研究不仅在理论上完善和拓展了传统委托代理理论,也从组织行为学视角为切实解决企业员工激励问题提供了新的思路与对策。     

组织支持感及支持性人力资源管理对员工工作绩效的影响

通过对626名企事业单位大学以上文化程度知识员工的问卷调查,采用相关分析和结构方程模型的多重数据处理方法,构建和检验了多维组织支持感对于支持性人力资源管理影响员工工作绩效的中介作用模型。研究结果显示,支持性人力资源管理实践(具体包括上级支持、参与决策、组织公正等)对于提高员工组织支持感具有积极影响,同时,组织支持感在支持性人力资源管理实践与员工工作绩效(含任务绩效和情境绩效)之间起着重要中介作用。     

客户价值研究及其对客户关系管理绩效的影响

客户价值研究是客户关系管理研究中的重要内容，本基于客户视角对客户价值进行分析，提出客户价值应包含五个关键维度：功能价值、社会价值、情感价值、知识价值和感知牺牲。同时建立了客户价值对基于客户行为的客户关系管理(CRM)绩效的影响理论模型并提出相关假设，然后通过实证分析验证该假设，最后讨论了实证结果及其对客户关系管理实践的指导意义。     

实施GMP对制药企业绩效影响的实证分析

为加强药品质量的管理,我国在制药企业普遍实施GMP认证,而实施GMP对制药企业绩效的影响也受到诸多关注.在分析实施GMP对制药企业绩效影响路径的基础上,通过制药企业问卷调查获得相关数据,对实施GMP与企业绩效之间的关联路径进行了实证检验.结果表明:首轮GMP认证普遍给企业绩效带来了负面影响,其中积极影响路径和消极影响路径都得到验证,但短期消极影响超过积极影响.基于实证结果提出了相应的建议.     

网络组织治理绩效影响因素的实证研究

本文从网络治理目标、治理结构、治理机制、治理环境四个方面分析网络治理绩效的影响因素,在具有典型网络合作特征的企业展开调查获得第一手资料,运用结构方程模型对网络治理绩效的影响因素进行实证检验。结果表明,成员企业之间的差异性越大、资源互补性越强、文化兼容性越好、关系资本强度越高,治理绩效越好;治理目标、治理环境和治理机制对治理绩效存在一定影响,但对我国企业而言具有其特殊性。     

企业文化及其对传统管理的支持与发展

人不是管理的奴隶，而是主动按规范工作的主人；管理不是目的，而是保证企业运行的手段。作为企业的一员，他既是生产，同时又是管理。七十－八十年代，美日商战以美国受挫告一段落，传统的管理理论受到严重的挑战。本通过对企业化的引入，阐述了企业化对传统管理的挑战与支持，并在矛盾中达到统一；进而探讨二之间融合的可能性，描述了优秀的企业化所应具有的特性；从而对未来的管理作了乐观的展观。     

民企家长型领导、组织承诺与组织绩效的关系研究

以广东、广西68家民营企业的159名管理者及员工的调查结果为样本,实证分析了民企家长型领导、组织承诺与组织绩效的关系.研究发现:家长型领导行为中德行领导对组织承诺及组织绩效具有较大程度的影响,仁慈领导能够有效地促进员工组织承诺的提升并改善组织绩效,而威权领导则不利于员工组织承诺的提升.组织承诺在德行领导和仁慈领导与组织绩效的关系中有着积极的中介作用,在威权领导与组织绩效间的关系不明确.     

基于因子分析的组织文化测量

在吸纳了国内外学者研究成果的基础上,设计了组织文化测量量表.通过因子分析,得到了组织文化创新力、凝聚力、领导力、员工定位、绩效定位、分配定位、团队定位七个维度的测量指标,累计七个维度方差得到组织文化强度,由该强度值的大小得知组织文化的强弱.给出了一种测量组织文化的定量方法,解决了实证研究中组织文化测量困难的问题.     

The Effect of Organizational Communication Media on Organizational Culture and Performance: An Agent-Based Simulation Model

This paper examines the mutual relationship between the communication richness of media used for conducting organizational communication and organizational culture. The richness of the media influences how well the organization might maintain its culture. On the other hand, a strong organizational culture allows a more effective use of the media by providing members with some of the necessary common ground to better understand the information exchanged. These relationships are investigated using an agent-based simulation model (ABM). Our ABM incorporates many partial theories into a coherent and fully defined model, which helps formalize and integrate those theories. Our model allows us to analyze non-linearities and interaction effects, which are difficult to investigate using other techniques. Additionally, the ABM allows us to investigate the dynamics of the phenomenon and generate hypotheses that could then be tested using empirical studies. Given the substantial resources necessary to conduct empirical studies, we think that the present ABM is valuable in helping guide data collection efforts. In this paper, we present results that show that organizational culture can influence the effectiveness of the media used for organizational communication and that a high media richness can help maintain and stabilize a culture. The effect of media richness on organizational culture depends on the initial strength of the culture. In general, for a given richness of the media, an initially strong culture stabilizes faster and becomes stronger through time than an initially weak culture. Additionally, the model suggests that a stable network of contacts among agents fosters a high achievement of organizational tasks. Conversely, when agents are forced to establish contacts with agents outside the usual network for doing their work, the accomplishment of tasks decreases.     

组织惯例演化的博弈分析

随着全球经济系统的日趋复杂和快速变化,持续性变革已经成为企业生存和发展的内在需要.组织惯例作为组织行为的基本要素和组织能力的载体,可以反映企业内在的深层变革.运用生物学隐喻,深入剖析了企业演化的机制;并在此基础上,运用演化博弈模型对组织惯例演化的路径选择进行了模拟分析;最后探讨了组织惯例演化的主要影响因素,并通过案例研究,对演化博弈模型进行了例证.     

Performance of Organizational Design Models and Their Impact on Organization Learning

The performance of various organizational structures is an essential parameter in the reengineering of organizations, particularly in the current rapidly changing, competitive and information technology-dependent environment. This situation has generally resulted in a smaller workforce confronted with voluminous information-processing requirements. Naturally, the focus has been on the design of organzations that will support effective and efficient learning processes. This specific study is on the contingency modely by Ouksel et al. (1997) on the impact of organizational structure on organizational learning and performance. It expands the empirical evaluation of the model to test its robustness. This is done by conducting extensive simulations with (a) a larger number of variables in the decision tasks, and (b) a larger set of numbers for each of the numeric variables, than has been used in the past. Overall, the validity of previous results achieved has been confirmed, but the selection of the most appropriate design, that which will indeed improve learning, is even more nuanced than past studies have concluded.     

组织系统中领导绩效因素动态分析

组织系统的领导绩效主要取决于行为绩效、成本绩效和组织绩效.在行为绩效保持平稳的状态下,结合投入成本和组织绩效的变化情况,构建连续时间的领导绩效动态模型,以最优领导绩效为目标,应用边际分析方法和最优控制方法,定量分析组织系统的主控因素对于领导绩效的影响度.在组织系统中寻求改进和完善领导绩效的最优路径.     

A Model to Evaluate the Effect of Organizational Adaptation

When an organization's output declines due to either internal changes or changes in its external environment, it needs to adapt. In order to evaluate the effectiveness of different adaptation strategies on organizational performance, an organizational model composed of individual models of a five stage interacting decision maker was designed using an object oriented design approach and implemented as a Colored Petri net. The concept of entropy is used to calculate the total activity value, a surrogate for decision maker workload, based on the functional partition and the adaptation strategy being implemented. The individual decision maker's total activity is monitored, as overloaded decision makers constrain organizational performance. A virtual experiment was conducted; organizations implementing local and global adaptation strategies were compared to a control organization with no adaptation. The level of tolerance of the organization, the workload limit based on the concept of the bounded rationality constraint, was used to determined when a decision maker was overloaded: the limiting effect of the workload on performance. The timeliness of the organization's response was used in order to evaluate organizational output as a function of adaptation strategy.     

高端装备制造企业组织创新演化机制研究——基于混沌理论

以演化视角分析高端装备制造企业组织创新类型和创新演化过程,并基于种群竞争模型,构建企业组织创新演化模型,通过分析模型平衡点稳定性及其演化趋势,发现当创新演化初始点出现在进入鞍点轨线附近时,其微小变化将导致最终演化状态的巨大差别。应用Lyapunov指数法判定高端装备制造企业组织创新演化的混沌性,运用创新演化模型模拟企业组织创新混沌演化过程并分析创新混沌演化规律。研究结果表明：(1)渐进式创新和激进式创新之间较强的竞争效应是企业组织创新演化进入混沌的一般条件;(2)鞍点是企业组织创新混沌演化的转折点,在进入鞍点轨线的影响域中,创新演化轨道的断裂位置和跃迁方向敏感依赖于初始条件;(3)环境变化对激进式创新的压力会增强创新演化的混沌性。     

Organizational Structure and Firm Innovation in a Retail Chain

Two organizational structures for a retail chain are examined fortheir effect on the rate of firm innovation. A centralized organization isdefined as one in which store practices are mandated from corporateheadquarters (HQ) and this results in HQ being the sole source of new ideas.A decentralized organization gives freedom to store managers to adopt theirown ideas and disseminates innovations made by store managers. Thedifference in average profit between the centralized and decentralizedorganizations is found to be a non-monotonic function of innovativeopportunities. The centralized organization is preferred when innovativeopportunities are moderate while the decentralized organization is preferredwhen such opportunities are rich. Centralization also tends to fare betterin environments in which ideas are relatively complex.