Всего статей в данном разделе : 330
Опубликовано на портале: 03-10-2003Chris Howgego International Journal of Retail & Distribution Management. 2002. Vol. 30. No. 12. P. 603-605.
Discusses how retailers can best deal with a potential issue of a retail downturn. States that if retailing enters a downturn retailers will need to make the most of their supply chains in order to safeguard their competitiveness. Reveals that, in order to realise fully the benefits of supply chain management, retailers will have to develop end-to-end integration of systems from manufacturers to shop floor which will reduce costs, improve distribution and inventory management and thus customer loyalty. Concludes that these advances are essential for all businesses now since the technology boosted supply chain is a natural area for retailers to increase efficiency and, potentially, market share.
Measuring network competence: some international evidence (Измерение компетенции сети фирм: несколько международных примеров) [статья]
Опубликовано на портале: 17-02-2003Thomas Ritter, Ian F. Wilkinson Journal of Business and Industrial Marketing. 2002. Vol. 17. No. 2.
Исследуется компетенция сети фирм, а точнее то, как она проявляется в деятельности сети организаций как единого целого. Статью условно можно разделить на три части. Первая и вторая части посвящены исследованию компетенции германских и английских фирм соответственно, а в третьей проводится сравнительный анализ и обосновывается необходимость измерения компетенции сети организаций как единого целого. Обсуждаются в основном два параметра: принадлежность сети к определенной стране и характер ее рыночной ориентации. Параметр принадлежности есть нечто большее, чем просто географическая близость фирм; он учитывает общность культурных интересов и правовой сферы. Исследование показало, что при измерении компетенции сети фирм фактор принадлежности к одной и той же стране оказывается гораздо менее существенным, чем степень рыночной ориентированности.
On the Foundations of the Strategic Theory of the Firm: Should We Rely on Governance, Capabilities, or Both? [статья]
Опубликовано на портале: 11-12-2002Nicolai J. Foss Management Report. 1997. No. 16.
This paper is taken up with discussing the extent to which existing economic theories of the firm are helpful for constructing what Rumelt called a strategic theory of the firm. Such a theory explains the existence, boundaries, organization and competitive advantage of the firm. The modern economics of organization (e.g., agency theory, transaction cost economics, incomplete contracts theory) is characterized by the heuristic of reducing literally all aspects of economic organization to the alignment of incentives. It thus arguably misrepresents many management and strategy issues. On the other hand, the dominant contender, the capabilities perspective, is lacking in several respects, for example, with respect to its lack of crisp microfoundations, and its inability to predict, explain ownership and explain the existence of the firm. The best way forward in the construction of a strategic theory of the firm is probably to draw eclectically on both approaches.
Organizational Change [статья]
Опубликовано на портале: 03-10-2003Игорь Борисович Гурков
The following titles deal with planning or initiating organizational change and offer some fine analysis on the subject. Please refer to PPM Resource Lists #36 "Change Management" and "Change Agents" for some additional materials.
Опубликовано на портале: 13-02-2007Carrie A. Leana The academy of management journal. 1986. Vol. 29. No. 4. P. 754-774.
This research examined predictors and consequences of delegation. Participants were 44 supervisors and 198 claims adjusters employed in 19 branch offices of a large insurance company. Delegation was operationally defined as the dollar level of authority exercised by adjusters to settle claims. Results indicated that supervisors' perceptions of subordinates, the volume of supervisors' workloads, and the importance of decisions were significant predictors of delegation. In addition, subordinates' job competence and congruence between supervisors' and subordinates' goals moderated the effects of delegation on subordinates' job performance. Neither supervisors' personalities or predispositions to share authority nor subordinates' satisfaction were significantly related to delegation. Implications of the findings for research on participative decision making and leadership are discussed.
Project Budgeting and Cost Control [статья]
Опубликовано на портале: 03-10-2003Игорь Борисович Гурков
Project Budgeting and Cost Control books list.
Quality Metrics and Measurements [статья]
Опубликовано на портале: 29-09-2003Игорь Борисович Гурков
Measuring quality is often very difficult, but metrics are continuous improvement tools, not an end in themselves. A common pitfall in TQM efforts is becoming bogged down with graphs and fishbone charts, which are merely visual representations of work processes. The following titles cover how to measure quality in various office settings, as well as how to present the data. They will not, however, tell you what to measure, because that determination is often best left to the employee who knows best what tasks are measurable.
Опубликовано на портале: 24-09-2003Игорь Борисович Гурков
Reengineering (sometimes written as 're-engineering', usually by computer specialists) is currently a hot topic in management, but some would argue it is hardly a new concept. It is, rather, another term for evaluating internal management and business processes. As many of the following items state, reengineering is not simply process improvement; reengineering suggests questioning the value of an entire process, and combines breakthrough thinking with TQM. Michael Hammer, one of the authors listed below, writes: At the heart of reengineering is the notion of discontinuous thinking -of recognizing and breaking away from outdated rules and fundamental assumptions that underlie operations. Unless we change the rules, we are merely rearranging the deck chairs on the Titanic.
Rethinking Cross Cultural Management in a Globalizing Business World (Переосмысление кросс-культурного менеджмента в глобальном мире бизнеса) [статья]
Опубликовано на портале: 09-01-2003Anne-Marie Soderberg International Journal of Cross Cultural Management. 2002. No. 1. P. 103-121.
Cross cultural management is often regarded as a discipline of international management focusing on cultural encounters between what are perceived as well-defined and homogeneous entities: the organization and the nation-state, and offering tools to handle cultural differences seen as sources of conflict or miscommunication. The authors argue that this approach is out of phase with the business world of today, with its transnational companies that face the challenges of the management of global knowledge networks and multicultural project teams, interacting and collaborating across boundaries using global communication technologies. The authors emphasize the need for an alternative approach which acknowledges the growing complexity of inter- and intra-organizational connections and identities, and offers theoretical concepts to think about organizations and multiple cultures in a globalizing business context.
Опубликовано на портале: 17-08-2004Pedro Conceicao, Edgar Figueroa Journal of Engineering and Technology Management. 2000. No. 17.
In this case study, the authors propose a model to foster and sustain innovation in a large corporation. Despite the successful business track record that large corporations invariably show, their sheer size sometimes hinders their ability to respond rapidly to changes in technology, market, and consumer preference. It also affects their ability to innovate consistently. Presented model builds on recent theoretical advances in the understanding of the innovation process, placing a strong emphasis on the need for people to interact across business units. The authors also defend the need for a formal recognition of the people involved in transferring technology from the concept stage to the commercial application phase. Significant parts of prsented argument are based on the experience of one of the authors in a large corporation. The authors begin the paper with an assessment of current perspectives on the innovation process, identifying the lack of a descriptive or normative model that can guide large corporations in the improvement of their innovation performance. Building on the experience of a specific project developed at 3M, which incorporates organizational novelties aimed at improving the process of technology transfer, the authors conclude with a new model to foster innovation in a large corporation.
Опубликовано на портале: 11-12-2002Kazem Chaharbaghi, Richard Lynch Management Decisions. 1999. Vol. 37. No. 1. P. 45-50.
This paper introduces the concept of strategic advantage and distinguishes it from competitive advantage. This concept helps to explain the full nature of sustainable competitive advantage through uncovering the dynamics of resource-based strategy. A new classification of resources emerges, demonstrating that rents are more relevant than profits in the analysis of sustainable competitive advantage.
Temporal Context of Organizational Learning in New Product Development Projects (Временной контекст организационного обучения в проектах развития нового продукта) [статья]
Опубликовано на портале: 11-11-2004Laurent Bourgeon Creativity and Innovation Management. 2002. Vol. 11. No. 3. P. 175 -183.
Faced with the evolution of the competitive environment, firms have to find the delicate balance between two goals that are sometimes contradictory: accelerate the time spent on product development and leave time to the personnel implicated in these projects to develop collective learning. This research shows that the project time has an important influence on the realization of collective learning during new product development projects. The commitment of the project team in activities like experimentation, detection and correction of errors, and research of new combinations which constitute organizational learning depends on the two conceptions of the project time. If the duration of the project and the time spent by the functional personnel on the project constitute the objective time of the project (first conception of time), the project time is also a subjective time which corresponds to the project teams shared vision of the projects deadlines (second conception of time).
The Cost of Quality [статья]
Опубликовано на портале: 10-01-2003
What is the cost of quality? Does it raise the price of goods and services? Are huge savings possible by implementing continual improvement efforts? These questions are not easy ones, but quality is measureable, as are its costs. Philip Crosby, in Quality is Free, writes that the cost of quality is "the expense of noncomformance - the cost of doing things wrong." Some prefer the term "cost of poor quality" (COPQ) because that implies what happens when continual improvement efforts are derailed or postponed. As A.V. Feigenbaum, an early writer on the subject states in Total Quality Control: Today, we not only recognize the measurability of quality costs but that these costs are central to the management and engineering of modern total quality control as well as to the business strategy planning of companies and plants.
The diffusion of managerial innovations: a comparison of Australian public and private sector take-up rates of new organizational practices [статья]
Опубликовано на портале: 12-12-2002Ian Palmera, Richard Dunfordb International Public Management Journal. 2001. No. 4. P. 49-64.
Innovative approaches to organization and management are advocated for both public and private sector organizations, yet few attempts have been made to compare the relative take-up rates of these innovations in the two sectors. In this paper we report the results of an Australian study of the use of nine new organizational practices and observe that managers in government-owned commercial enterprises and private sector organizations have a similar view of the nature of their external environment, a similar level of use of these new practices, and a similar level of formalization and centralization.
Опубликовано на портале: 03-05-2005Benjamin E. Hermalin, Alice M. Isen University of California, Economics Working Papers. 2000. E99-270.
The standard economic model of decision making assumes a decision maker makes her choices to maximize her utility or happiness. Her current emotional state is not explicitly considered. Yet there is a large psychological literature that shows that current emotional state, in particular positive affect, has a significant effect on decision making, problem solving, and behavior. This paper offers a way to incorporate this insight from psychology into economic modeling. Moreover, this paper shows that this simple insight can parsimoniously explain a wide variety of behaviors.