企业管理英文参考文献
企业管理创新论文参考文献
企业管理创新论文参考文献企业管理创新是现代企业发展的重要要素之一。
在不断变化的商业环境中，企业必须不断创新和适应，以保持竞争力和持续增长。
为了了解企业管理创新的相关研究和实践，本文将介绍几篇具有代表性的参考文献。
1. Hamel, G. & Prahalad, C.K. (1994). Competing for the Future. Harvard Business Review.这篇文章由著名管理学家哈默尔（Hamel）和普拉哈拉德（Prahalad）合著，于1994年发表在《哈佛商业评论》上。
文章中，作者提出了一种以未来竞争为导向的企业管理创新方法。
他们认为，企业应该不仅仅关注当前的竞争，还要放眼未来，积极寻找新的竞争优势。
他们提出了一系列概念和工具，如核心竞争力、未来展望和战略创新，以帮助企业实施创新并取得成功。
2. Tushman, M. L. & O’Reilly III, C. A. (1996). Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change. California Management Review.在这篇文章中，图什曼（Tushman）和奥里利（O’Reilly）探讨了企业如何在管理创新中平衡稳定性和变革。
他们将企业分为两类：一种是专注于维持稳定性的演化型组织，另一种则是专注于推动革命性变革的革新型组织。
作者认为，企业需要成为“双手性组织”，即同时具备演化和革新的能力。
文章介绍了一些成功的案例，并给出了实践建议，帮助企业实现管理创新。
3. Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business Press.切斯布罗（Chesbrough）在这本书中提出了“开放创新”（Open Innovation）的概念，并讨论了它在企业管理创新中的重要性。
企业信息管理参考文献
企业信息管理参考文献在企业信息管理领域，有许多经典的参考文献可以供您参考。
以下是一些常用的参考文献：1. Laudon, K. C., & Laudon, J. P. (2016). Management information systems: Managing the digital firm. Pearson Education.这本书是管理信息系统领域的经典教材，涵盖了企业信息管理的各个方面，包括信息系统的设计与开发、信息技术的应用、信息安全与隐私等内容。
2. Turban, E., & Volonino, L. (2017). Information technology for management: On-demand strategies for performance, growth, and sustainability. John Wiley & Sons.这本书介绍了信息技术在企业管理中的应用策略，包括战略信息系统、企业资源规划、供应链管理、客户关系管理等方面的内容。
3. O'Brien, J. A., & Marakas, G. M. (2018). Managementinformation systems. McGraw-Hill Education.这本书是一本综合性的管理信息系统教材，涵盖了信息系统的基本概念、技术基础、系统开发与管理等方面的内容。
4. Chen, H., Chiang, R. H., & Storey, V. C. (2012). Business intelligence and analytics: From big data to big impact. MIS quarterly, 36(4), 1165-1188.这篇论文探讨了大数据时代下的商业智能和分析，介绍了如何利用大数据技术和分析方法来提升企业的决策能力和竞争力。
关于企业管理论文的参考文献
关于企业管理论文的参考文献企业管理论文一[1]陈秀山，场学兵.新经济地理学研究新进展[J].经济学动态，2008,(11)：84-89.[2]Alfred Weber,李刚剑，陈志人，张英倮译.工业区位论[M].北京：商务印书馆，1997: 25-127.[3]曾国宁.生产性服务业集群.现象、机理和模式[J].经济学动态，2006,(12)：59-61.[4]陈国亮.新经济地理学视角下的生产性服务业集聚研究[D].杭州：浙江大学博士论文，2010年.[5]AugustLosch,王守礼译.经济空间秩序--经济财货与地理间的关系[M].北京：商务印书馆，2010: 29-107.[6]高传胜，刘志彪.生产者服务与长三角制造业集聚和发展--理论、实证与潜力分析[J].上海经济研究，2005,(08)： 35-42.[7]赵伟.浙江模式：一个区域经济多重转型范式--多视野的三十年转型[J].浙江社会科学，2009, (02)： 22-31.[8]路红艳.基于产业视角的生产性服务业发展摸式研究[J].财贸经济，2008,(06)：108-112.[9]金荣学，卢忠宝.中国服务业集聚的测度、地区差异与影响因素研究[J].财政研究，2010,(10)： 41-45.[10]胡霞.中国城市服务业发展差异研究[M].北京：经济科学出版社，2009年.[11]胡霞.中国城市服务业空间集聚变动趋势研究[J].财贸经济，2008,(06)：103-107.[12]江静，刘志彪.长三角一体化中的产业协调：制造业和服务业的内生性分析[Z].南京：南京大学经济学院产业经济系讨论稿，2009.[13]张萃，赵伟.对外开放与中国制造业区域集聚：机理分析与实证检验[J].国际贸易问题，2009, (09)： 89-96.[14]Barsky,Robert B. and Miron,Jeffrey A. The seasonal cycle and the businesscycle [J]. Journal of Political Economy,1989,97(3)： 503-535.企业管理论文参考文献二[1]王国法.液压支架控制技术[M].煤炭工业出版社，2010.[2]翟培祥译.采煤机械参数选择[M].煤炭工业出版社，1979.[3] 中华人民共和国国家国务院.《关于促进煤炭工业健康发展的若干意见》[Z]. 国发〔2005〕18 号.[4]乔红兵，吴淼.我国薄煤层采煤机的发展与前景[J].中国煤炭，2005(10)：29-31.[5] 中华人民共和国国家国务院 . 《国家中长期科学和技术发展规划纲要(2006-2020)》[Z].国发〔2006〕6 号.[6]王国法.高端液压支架及先进制造技术[M].煤炭工业出版社，2010.[7]国内外薄煤层开采及薄煤层采煤机械设备[R].调研报告，1988.[8] 芮冰.我国采煤机 30 年发展回顾和展望[J]. 煤矿机电，2000(5)：36-40.[9] 袁亮.薄煤层开采技术与装备[J].煤炭开采，2011(3)：15-18.[10]靳立红，刘春生，孙剑锋.采煤机截割部双电机机械串接驱动的同步性研究[J].煤矿机械，2011(07)：42-44.[11] 李桂云，杨战标，周国友.河南省薄煤层开采技术及综合配套支撑体系探讨[J].煤炭开采，2011(5)：5-7.[12]李蒙，魏巍.液压支架电液控制器设计与实现[J].煤炭科学技术，2011(4)：110-113.[13]舒凤翔，闫海峰;张幸福.液压支架立柱试验台液压系统的设计及仿真[J].煤矿机械，2009(12)：29-31.[14] 毛德兵，蓝航，徐刚.我国薄煤层综合机械化开采技术现状及其新进展[J].煤炭开采，2011(3)：11-14.[15] 耿兆瑞.八十年代国外滚筒式采煤机技术发展评价[C]. 中国煤炭学会煤矿机械化专业委员会成立十周年纪念论文集，1991(4).78-82.。
经济金融企业管理外文翻译外文文献英文文献
附录【原文】Upgrading in Global Value ChainsThe aim of this paper is to explore how small- andmedium-sized Latin American enterprises ( SMEs)may participate in global markets in a way thatprovides for sustainable growth. This may bedefined as the ‘‘highroad'' tocompetitiveness, contrasting with the ‘‘lowroad,'' typical of firms from developingcountries, which often compete by squeezing wagesand profit margins rather than by improving productivity, wages, and profits. The keydifference between the high and the low road to competitiveness is often explained by thedifferent capabilities of firms to ‘‘upgrade.'In this paper, upgrading refers to the capacityof a firm to innovate to increase the value addedof its products and processes (Humphrey & Schmitz,2002a; Kaplinsky&Readman, 2001; Porter, 1990).Capitalizing on one of the most productive areasof the recent literature on SMEs, we restrict ourfield of research to small enterprises located inclusters. There is now a wealth ofempirical evidence (Humphrey, 1995; Nadvi &Schmitz, 1999; Rabellotti,1997) showing that small firms in clusters,both in developed and developing countries, areable to over come some of the major constraints theydifficultskills, specialized of lack face: usuallyaccess to technology, inputs, market, information, credit, and external services.Nevertheless, the literature on clusters, mainlyfocused on the local sources ofcompetitiveness coming from intraclustervertical and horizontal relationshipsgenerating ‘‘collective efficiency''(Schmitz, 1995), has often neglected theincreasing importance of external link ages. Dueto recent changes in productionsystems, distribution channels, and financialmarkets, and to the spread of informationtechnologies, enterprises and clusters areincreasingly integrated in value chains thatoften operate across many different countries. Theliterature on global value chains(GVCs) (Gereffi, 1999; Gereffi& Kaplinsky, 2001)calls attention to the opportunitiesfor local producers to learn from the global leadersof the chains that may be buyers or1producers. The internal governance of the value chain has an important effect on the scope of local firms' upgrading (Humphrey& Schmitz, 2000). Indeed, extensive evidence on Latin America reveals that both the local and the global dimensions matter, and firms often participate in clusters as well as in value chains (Pietrobelli& Rabellotti, 2004). Both forms oforganization offer opportunities to foster competitiveness via learningand upgrading. However, they also have remarkable drawbacks, as, forinstance, upgrading may be limited in some forms of value chains, and clusters with little developed external economies and joint actions may haveno influence on competitiveness.Moreover, both strands of literature were conceived and developed to overcome the sectoral dimension in the analysis of industrial organizationand dynamism. On the one hand, studies on clusters, focusing on agglomerations of firms specializing in different stages of the filie′re,moved beyond the traditional units of analysis of industrial economics:the firm and the sector. On the other hand, according to the value chain literature, firms from different sectors may all participate in the same value chain (Gereffi, 1994). Nevertheless, SMEs located in clusters and involved in value chains, may undertake a process of upgrading in order toincrease and improve their participation in the global economy, especiallyas the industrial sector plays a role and affects the upgrading prospects of SMEs.The contribution this paper makes is by taking into accountall of these dimensions together. Thus, within this general theoreticalbackground, this study aims to investigate the hypothesis that enterprise upgrading is simultaneously affected by firm-specific efforts and actions,and by the environment in which firms operate. The latter is crucially shapedby three characteristics: (i) the collective efficiency of the cluster in which SMEs operate, (ii) the pattern of governance of the value chain in which SMEs participate, and (iii) the peculiar features that characterizelearning and innovation patterns in specific sectors.The structure of the paper is the following: in Section 2, we briefly review theconcepts of clustering and value chains, and focus on their overlaps andcomplementarities. Section 3 first discusses the notion of SMEs' upgradingand then2introduces a categorization of groups of sectors, based on the notions underlying the Pavitt taxonomy, and applied to the present economicreality of Latin America. Section 4reports the original empirical evidenceon a large sample of Latin American clusters, and shows that the sectoral dimension matters to explain why clustering and participating in globalvalue chains offer different opportunities for upgrading in differentgroups of sectors. Section5 summarizes and concludes.2. CLUSTERS AND VALUE CHAINSDuring the last two decades, the successful performance of industrial districts in the developed world, particularly in Italy, has stimulated new attention to the potential offered by this form of industrial organization for firms of developing countries. The capability of clusteredfirms to be economically viable and grow has attracted a great deal of interest in development studies. 1In developing countries, the sectoral and geographical concentration of SMEs israther common, and a wide range of cases has since been reported. 2 Obviously, theexistence of acritical mass of specialized and agglomerated activities,in a number ofcases with historically strong roots, does not necessarily imply that these clustersshare all the stylized facts which identify the Marshall type of district, as firstlydefined by Becattini (1987). 3 Nonetheless, clustering may be considered as a majorfacilitating factor for a number of subsequent developments (which may or may notoccur): division and specialization of labor, the emergence of a wide network ofsuppliers, the appearance of agents who sell to distant national andinternationalmarkets, the emergence of specialized producer services, the materialization of a poolbusinessof formation the and workers, skilled and specialized of associations.To capture the positive impacts of these factors on the competitiveness of firmslocated in clusters, Schmitz (1995) introduced the concept of‘‘collective efficiency''(CE) defined as the competitive advantage derived from local external economies andjoint action. The concept of external economies 4 was first introduced by Marshall inhis Principles of Economics(1920). According to Schmitz (1999a), incidentalexternaleconomies (EE) are of importance in explaining the competitiveness of industrialclusters, but there is also a deliberate force at work: consciously pursuedjoint action3(JA).Such joint action can be within vertical or horizontal linkages. 5 The combination of both incidental external economies and the effects of activecooperation defines the degree of collective efficiency of a cluster and, dynamically,its potential for fostering SMEs' upgrading. Both dimensions arecrucial: Onlyincidental, passive external economies may not suffice without joint actions, and thelatter hardly develop in the absence of external economies. Thus, our focus is on therole of intracluster vertical and horizontal relationships generating collectiveefficiency.However, recent changes in production systems, distribution channels and financial markets, accelerated by the globalization of product marketsand the spread of information technologies, suggest that more attentionneeds to be paid to external linkages. 6 Gereffi's global value chain approach (Gereffi, 1999) helps us to take into account activities taking place outside the cluster and, in particular, to understand the strategic role of the relationships with key external actors.From an analytical point of view, the value chain perspective is useful because (Kaplinsky,2001; Wood, 2001) the focus moves from manufacturing onlyto the other activities involved in the supply of goods and services, including distribution and marketing. All these activities contributeto add value. Moreover, the ability to identify theactivities providinghigher returns along the value chain is key to understanding the globalappropriation of the returns to production.Value chain research focuses on the nature of the relationships among the various actors involved in the chain, and on their implications for development (Humphrey & Schmitz, 2002b). To study these relationships, theconcept of ‘‘governance'' is central to the analysis.At any point in the chain, some degree of governance or coordination is required in‘‘how''or be, should ‘‘what'' on only not decisions take to order something shouldbe, produced but sometimes also ‘‘when,'' ‘‘how much,'' and even‘‘at what price.''Coordination may occur through arm's-length market relationsornon marketrelationships. In the latter case, following Humphrey and Schmitz(2000), wedistinguish three possible types of governance:(a) network implying cooperation4between firms of more or less equal power which share their competencies within the chain; (b) quasi-hierarchy involving relationships between legally independent firms in which one is subordinated to the other, with a leader in the chain defining the rules to which the rest of the actors have to comply; and (c) hierarchy when a firm is owned by an external firm. Also stressed is the role played by GVC leaders, particularly by the buyers, intransferring knowledge along the chains. For small firms in less developed countries(LDCs), participation in value chains is a way to obtain information on the need andmode to gain access to global markets. Yet, although this information has high valuefor local SMEs, the role played by the leaders of GVCs in fostering and supportingthe SMEs' upgrading process is less clear. Gereffi (1999), mainly focusing on EastAsia, assumes a rather optimistic view, emphasizing the role of the leadersthat almostautomatically promote process, product, and functional upgrading among small localproducers. Pietrobelli and Rabellotti (2004) present a more differentiated picture forLatin America.In line with the present approach, Humphrey and Schmitz (2000)discuss the prospects of upgrading with respect to the pattern of value chain governance. They conclude that insertion in a quasi-hierarchical chainoffers very favorable conditions for process and product upgrading, but hinders functional upgrading. Networks offer ideal upgrading conditions,but they are the least likely to occur for developingcountry producers.In addition, a more dynamic approach suggests that chain governanceis not given forever and may change because(Humphrey & Schmitz, 2002b):(a) power relationships may evolve when existing producers, or their spin offs, acquire new capabilities;(b) establishing and maintainingquasi-hierarchical governance is costly for the lead firm and leads to inflexibility because of transaction specific investments; and (c) firms andcluster soften do not operate only in one chain but simultaneously in severaltypes of chains, and they may apply competencies learned in one chainto supply other chains.In sum, both modes of organizing production, that is, the cluster and the valuechain, offer interesting opportunities for the upgrading and modernization of local5firms, and are not mutually exclusive alternatives. However, in order to assess their potential contribution to local SMEs' innovationandupgrading, we need to understand their organization of inter firm linkages and their internal governance. Furthermore, as we explain in the following section, the nature of their dominant specialization also playsa role and affects SMEs' upgrading prospects.3. THE SECTORAL DIMENSION OFSMEs' UPGRADING(a) The concept of upgradingThe concept of upgrading—making better products, making them more efficiently, or moving in to more skilled activities—hasoftenbeen used in studies on competitiveness (Kaplinsky,2001; Porter, 1990),and is relevant here.Following this approach, upgrading is decisively related to innovation. Here wedefine upgrading as innovating to increase value added. 7 Enterprises achieve this invarious ways, such as, for example, by entering higher unit value market niches ornew sectors, or by undertaking new productive (or service) functions. The concept ofupgrading may be effectively described for enterprises working within a value chain,where four types of upgrading are singled out (Humphrey & Schmitz, 2000): —Process upgrading is transforming inputs into outputs more efficiently by reorganizing the production system or introducing superiortechnology (e.g., footwear producers in the Sinos Valley; Schmitz,1999b).—Product upgrading is moving into more sophisticated product lines in terms of increased unit values (e.g., the apparel commodity chain in Asia upgrading from discount chains to department stores;Gereffi,1999).—Functional upgrading is acquiring new, superior functions in the chain, such as design or marketing or abandoning existing low-value added functions to focus on higher value added activities (e.g.,Torreon'sblue jeans industry upgrading from maquila to ‘‘full-package'' manufacturing; Bair&Gereffi, 2001).Inter sectoral upgrading is applying the competence acquired in —．a particularfunction to move into a new sector. For instance, in Taiwan, competence inproducingTVs was used to make monitors and then to move into the computer sector (Guerrieri& Pietrobelli,2004; Humphrey & Schmitz,2002b). In sum, upgrading within a value6chain implies going up on the value ladder, moving away from activities in which competitionis of the ‘‘low road'' type and entry barriers are low.Our focus on upgrading requires moving a step forward and away from Ricardo's static concept of ‘‘Comparative Advantage'' (CA). While CA registers ex-post gaps in relative productivity which determine international trade flows, success in firmlevel upgrading enables the dynamic acquisition of competitiveness in new market niches, sectors or phases of the productive chain (Lall, 2001; Pietrobelli, 1997). In sum,the logic goes from innovation, to upgrading, to the acquisition of firm-level competitiveness(i.e., competitive advantage). 8In this paper, we argue that the concept of competitive advantage increasinglymatters. In the theory of comparative advantage, what matters is relative productivity,determining different patterns of inter industryspecialization.Within such atheoretical approach, with perfectly competitive markets, firms need to target onlyproduction efficiency. In fact, this is not enough, and competitive advantage is therelevant concept to analyze SMEs' performance because of (i) the existence of formsof imperfect competition in domestic and international markets and (ii) the presenceof different degrees of (dynamic) externalities in different subsect or sand stages ofthe value chain.More specifically, in non perfectly competitive market rents and niches of ‘‘extra-normal'' profits often emerge, and this explains the efforts to enter selectively specificsegments rather than simply focusing on efficiency improvements, regardless of theCA).of theory the by advocated (as specialization productive prevailing Moreover,different stages in the value chain offer different scope for dynamic externalities.Thus, for example, in traditional manufacturing, the stagesofdesign, productinnovation, marketing, and distribution may all foster competitiveness increases inrelated activities and sectors. The advantage of functional upgrading is in reducing thefragility and vulnerability of an enterprise's productive specialization. Competitionfrom new entrants—i.e., firms from developing countries with lower production costs,crowding out incumbents—is stronger in the manufacturing phases of the value chainthan in other more knowledge and organization-intensive phases (e.g., product design7and innovation, chain management, distribution and retail,etc.).Therefore,functionalupgrading may bring about more enduring and solid competitiveness. For all these reasons, the concept of production efficiency is encompassed withinthe broader concept of competitiveness, and the efforts to upgrade functionally andinter sectorally (and the policies to support these processes) are justifiedto reap largerrents and externalities emerging in specific stages of the value chain, market niches,or sectors.An additional element that crucially affects the upgrading prospects of firms and clusters is the sectoral dimension. Insofar as we have defined upgrading as innovating to increase value added, then all the factors influencing innovation acquire a new relevance. This dimension is often overlooked in studies on clusters, perhaps due to the fact that most ofthese studies are not comparative but rather detailed intra industrycase studies.In order to take into account such a sectoral dimension, and the effect this may have on the firms' pattern of innovation and learning, we need tointroduce the concept of ‘‘tacit knowledge.'' This notion wasfirstintroduced by Polanyi(1967) and then discussed in the context of evolutionary economics by Nelson and Winter(1982). It refers to the evidence that some aspects of technological knowledge arewellarticulated, written down in manuals and papers, and taught. Others are largely tacit, mainly learned through practice and practical examples. Inessence, this is knowledge which can be freely used by its owners, but that can not be easily expressed and communicated to anyone else. The tacit component of technological knowledge makes its transfer and applicationcostly and difficult. As a result, the mastery of a technologymay require anorganization to be active in the earlier stages of its development, and a close andcontinuous interaction between the user and the producer—or transfer—of suchknowledge. Inter firm relationships are especially needed in thiscontext. Tacitknowledge is an essential dimension to define a useful groupingof economicactivities.(b) Sectoral specificities in upgrading and innovation: a classification for Latin8American countriesThe impact of collective efficiency and patterns of governance on the capacity of SMEs to upgrade may differ across sectors. This claimis based upon the consideration that sectoral groups differ in terms of technological complexity and in the modes and sources of innovationand upgrading. 9 As shown by innovation studies, in some sectors, verticalrelations with suppliers of inputs may be particularly important sourcesofproduct and process upgrading (as in the case of textiles and the most traditional manufacturing), while in other sectors, technologyusers, organizations such as universities or the firms themselves (as,for example, with software or agro industrial products) may provide majorstimuli for technical change (Pavitt,1984; Von Hippel, 1987). Consistently with this approach, the properties of firm knowledge basesacrossdifferent sectors (Malerba & Orsenigo, 1993) 10 mayaffect the strategic relevance ofcollective efficiencyfor the processes of upgrading in clusters. Thus, for example, intraditional manufacturing sectors, technology has important tacit and idiosyncraticelements, and therefore, upgrading strongly depends on the intensity of technologicalexternalities and cooperation among local actors (e.g., firms, research centers, andtechnology and quality diffusion centers), in other words, upgrading depends on thedegree of collective efficiency. While in other groups (e.g., complex products or largenatural resource-based firms) technology is more codified and the access to externalsources of knowledge such as transnational corporations(TNCs,or researchlaboratories located in developed countries become more critical for upgrading.Furthermore, the differences across sectoral groups raise questions onthe role ofglobal buyers in fostering (or hindering) the upgrading in different clusters. Thus, forexample, global buyers may be more involved and interestedintheir providers'upgrading if the technology required is mainly tacit and requires intense interaction.Moreover, in traditional manufacturing industries, characterized by a low degree oftechnological complexity, firms are likely to be included in GVCs even if they havevery low technological capabilities. Therefore, tight supervision and direct supportbecome necessary conditions for global buyers who rely on the competencies of their9local suppliers and want to reduce the risk of non compliance(Humphrey &Schmitz,2002b). The situation is at the opposite extreme in the case of complex products,where technology is often thoroughly codified and the technologicalcomplexityrequires that firms have already internal technological capabilities to besubcontracted,otherwise large buyers would not contract them at all.In order to take into account the above-mentioned hypotheses, wedevelop asectoral classification, adapting existing taxonomies to the Latin American case. 11On the basis of Pavitt's seminal work (1984), we consider that in Latin America, in-house R&D activities are very low both in domestic and foreign firms (Archibugi&Pietrobelli, 2003), domestic inter sectoral linkages have been displaced by tradeliberalization(Cimoli & Katz, 2002), and university-industry linkages appear to bestill relatively weak (Arocena & Sutz, 2001). 12 Furthermore, in the past 10 years,Latin America has deepened its productive specialization in resource basedsectors and has weakened its position in more engineering intensive industries (Katz,2001), reflecting its rich endowment of natural resources,relatively more than human and technical resources (Wood & Berge, 1997).Hence, we retain Pavitt's key notions and identify four main sectoralgroups for Latin America on the basis of the way learning and upgrading occur,and on the related industrial organization that most frequently prevails. 13The categories are as follows:1.Traditionalmanufacturing,mainlylaborintensiveandtiles,footwear, textiles, as such industries technology ‘‘traditional'' and furniture;2. Natural resource-based sectors (NRbased),implying the direct exploitation of natural resources, for example, copper, marble, fruit, etc.;3. Complex products industries (COPs), including, among others, automobiles,autocomponents and aircraft industries, ICT and consumer electronics;4. Specializedsuppliers, in our LA cases, essentially software.Each of these categories tends to havea predominant learning and innovating behavior, in terms of main sources of technicalchange, dependence on basic or applied research, modes of in-house innovation (e.g.,‘‘routinized'' versus large R&D laboratories), tacitness or codified nature ofknowledge, scale and relevance of R&D activity, and appropriability of10innovation(Table 1).Traditional manufacturing and resource-based sectors are by far the most present in Latin America, and therefore especially relevant toour presentaims of assessing SMEs' potential for upgrading within clusters and value chains. Traditional manufacturing is defined as supplier dominated, because major process innovations are introduced by producers of inputs (e.g., machinery, materials, etc.). Indeed, firm shave room to upgrade their products (and processes)by developing or imitating new products' designs, often interacting with large buyers that increasingly play a role in shaping the design of final products and hence the specificities of the process of production (times, quality standards, and costs).Natural resource-based sectors crucially rely on the advancement ofbasic and applied science, which, due to low appropriability conditions, is most often undertaken by public research institutes,possibly in connection with producers (farmers, breeders, etc.). 14 Inthese sectors, applied research is mainly carried out by input suppliers (i.e., chemicals, machinery, etc.) which achieve economies of scale and appropriate the results of their research through patents.Complex products are defined as ‘‘high cost,engineering-intensive products,subsystems, or constructs suppliedby a unit of production'' (Hobday,1998), 15where the local network is normally anchored to one ‘‘assembler,'' which operates asa leading firm characterized by high design and technological capabilities. To ouraims, the relationships of local suppliers with these ‘‘anchors'' may be crucial tofoster (or hinder) firms' upgrading through technology and skill transfers(or the lackof them).Scale-intensive firms typically lead complex product sectors (Bell& Pavitt,1993), where the process of technical change is realized within an architectural set), and it is often incremental and modular.Henderson & Clark, 1990(Among the Specialized Suppliers, we only consider software, which is typicallyclient driven. This is an especially promising sector for developing countries' SMEs,due to the low transport and physical capital costs and the highinformation intensityof the sector, which moderates the importance of proximity to final markets andextends the scope for a deeper international division of labor.Moreover, the11disintegration of some productive cycles, such as for example of telecommunications,opens up new market niches with low entry barriers(Torrisi, 2003). However,at thesame time, the proximity of the market and of clients may crucially improve thedevelopment of design capabilities and thereby foster product/process up grading.Thus, powerful pressures for cluste ring and globalization coexist in this sector.The different learning patterns across these four groups of activities areexpected to affect the process of upgrading of clusters in value chains. This paper also aims at analyzing with original empirical evidence whether—and how—the sectoral dimension influences this process in LatinAmerica.4. METHODOLOGY: COLLECTIONAND ANALYSIS OF DATAThis study is based on the collection of original data from 12 clustersin LatinAmerica that have not hitherto been investigated, and on an extensivereview of cluster studies available. The empirical analysis was carried outfrom September 2002 to June 2003 with the support of the Inter AmericanDevelopment Bank. An international team of 12 experts in Italy andin four LA countries collected and reviewed the empirical data. Desk and field studies were undertaken following the same methodology, whichinvolved field interviews with local firms, institutions, and observers, interviews withforeign buyers and TNCs involved in the local cluster, and secondary sourcessuch as。
企业管理创新论文参考文献
企业管理创新论文参考文献引言企业管理在不断变革中迎来了许多挑战和机遇。
为了在竞争激烈的市场中保持竞争优势，企业需要不断创新其管理方式和方法。
在这篇论文中，我们将探讨一些关于企业管理创新的重要参考文献，以帮助企业更好地应对变化和挑战。
参考文献以下是一些关于企业管理创新的重要参考文献，它们涵盖了创新管理的不同方面和领域：1. Prahalad, C.K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review.这篇经典论文由Prahalad和Hamel撰写，讨论了企业核心竞争力的概念。
他们认为，企业应该专注于发展和利用其核心竞争力，而不仅仅是在产品和市场方面寻求竞争优势。
这篇论文强调了创新在企业发展中的重要性。
2. Christensen, C.M. (1997). The Innovator’s Dile mma: When New Technologies Cause Great Firms to Fail. Harvard Business Review Press.克里斯滕森的这本书探讨了为什么一些成功的企业会在新技术出现时失败的问题，即所谓的“创新者的困境”。
他认为，企业管理者必须在创新和现有业务之间找到平衡，以保持竞争优势。
这本书为企业管理者提供了一种创新思维和管理方式。
3. Brown, S.L., & Eisenhardt, K.M. (1998). Competing on the Edge: Strategy as Structured Chaos. Harvard Business Review Press.布朗和艾森哈特在这本书中提出了“边缘竞争”的概念，这意味着企业应该通过不断试验和学习来实现创新。
他们认为，企业管理者应该鼓励员工追求创新，并为他们提供一个充满活力和有挑战性的工作环境。
营运能力分析外文文献
营运能力分析外文文献经营能力分析一直是企业管理中至关重要的一个方面。
随着全球商业环境的日趋竞争激烈，了解企业的运营能力对于制定战略和决策至关重要。
本文将探讨几篇关于营运能力分析的外文文献，以了解不同研究者对这一领域的见解和研究成果。
1. 文献一：Operations Capability and Performance: Evidence from the Electronics Industry Supply Chain（运营能力与绩效：以电子行业供应链为例）这篇文献的主要研究对象是电子行业供应链中的运营能力与绩效之间的关系。
研究者通过收集大量的数据，对电子行业中的供应链企业进行了实地调研和分析。
他们发现运营能力在提高企业绩效和竞争力方面起着至关重要的作用。
文献中详细介绍了不同企业在运营能力方面的差异，以及这些差异如何影响企业的绩效。
2. 文献二：Examining Operations Capabilities in Supply Chain Management Context（从供应链管理角度审视运营能力）这篇文献的研究重点是供应链管理中的运营能力。
研究者以供应链为背景，通过实地观察和访谈企业，分析了运营能力的构成和影响因素。
他们认为供应链中的运营能力需要综合考虑企业的管理、流程、技术和团队等方面的因素。
文献中提供了一个运营能力评估模型，并应用于实际案例，证实了该模型的有效性和可行性。
3. 文献三：Assessing Operations Capabilities in Retail Operations: Empirical Evidence（在零售业务中评估运营能力：经验证据）这篇文献的研究对象是零售业务中的运营能力。
研究者通过实地调研和数据收集，分析了不同零售企业的运营能力，并与它们的绩效进行了比较。
文献中提供了一种综合评估指标来衡量运营能力，并总结了与高绩效零售企业相关的关键运营能力要素。
企业管理外文翻译文献
中英文对照外文翻译文献(文档含英文原文和中文翻译)On Certain EnterpriseLow-Value Consumption Management Method Low-value consumption goods management is the process of efficiently o verseeing the constant flow of units into and out of an existing Low-value consumption goods. This process usually involves controlling the transfe r in of units in order to prevent the Low-value consumption goods from b ecoming too high, or dwindling to levels that could put the operation of th e company into jeopardy. Competent Low-value consumption goods man agement also seeks to control the costs associated with the Low-value con sumption goods, both from the perspective of the total value of the goods included and the tax burden generated by the cumulative value of the Low-value consumption goods.Balancing the various tasks of Low-value consumption goods manageme nt means paying attention to three key aspects of any Low-value consump tion goods. The first aspect has to do with time. In terms of materials acq uired for inclusion in the total Low-value consumption goods, this means understanding how long it takes for a supplier to process an order and exe cute a delivery. Low-value consumption goods management also demand s that a solid understanding of how long it will take for those materials to transfer out of the Low-value consumption goods be established. Knowin g these two important lead times makes it possible to know when to place an order and how many units must be ordered to keep production runnin g smoothly.Calculating what is known as buffer stock is also key to effective Low-va lue consumption goods management. Essentially, buffer stock is additiona l units above and beyond the minimum number required to maintain prod uction levels. For example, the manager may determine that it would be a good idea to keep one or two extra units of a given machine part on hand , just in case an emergency situation arises or one of the units proves to be defective once installed. Creating this cushion or buffer helps to minimiz e the chance for production to be interrupted due to a lack of essential par ts in the operation supply Low-value consumption goods.Low-value consumption goods management is not limited to documenting the delivery of raw materials and the movement of those materials into operational process. The movement of those materials as they go through the various stages of the operation is also important. Typically known as a goods or work in progress Low-value consumption goods, tracking mater ials as they are used to create finished goods also helps to identify the nee d to adjust ordering amounts before the raw materials Low-value consum ption goods gets dangerously low or is inflated to an unfavorable level.。
企业管理英文文献综述范文
企业管理英文文献综述范文Corporate Governance: A Comprehensive Literature Review.Introduction.Corporate governance plays a pivotal role in ensuringthe transparency, accountability, and integrity of organizations. It encompasses the systems and processes by which companies are directed, managed, and controlled. This literature review examines the key aspects of corporate governance, including board structure, shareholder rights, executive compensation, and regulatory compliance.Board Structure.The board of directors is the highest decision-making body in a corporation. Its composition and structure are essential for effective governance. Research has shown that boards with a diverse range of perspectives, including independent directors, women, and members from differentethnic backgrounds, enhance decision-making and reduce the risk of groupthink (Adams & Ferreira, 2007; Carter & Lorsch, 2004).Additionally, the size and composition of the board can influence its effectiveness. Smaller boards may be more efficient, while larger boards may offer a wider range of expertise. However, excessive board size can lead to coordination issues and slower decision-making (Bebchuk & Cohen, 2005; Jensen & Meckling, 1976).Shareholder Rights.Shareholders are the owners of a corporation and possess certain rights, including the right to vote on corporate decisions, receive dividends, and accessfinancial information. Protecting shareholder rights is crucial for ensuring accountability and transparency.Research suggests that strong shareholder rights enhance firm value (Arya & Mittendorf, 2008; Shleifer & Vishny, 1997). Institutional investors, such as pensionfunds and mutual funds, play a significant role in protecting shareholder interests by actively monitoring board performance and exercising voting rights (Gillan & Starks, 2000; Gompers, 2003).Executive Compensation.Executive compensation is a contentious issue in corporate governance. Excessive executive pay can erode shareholder value and undermine public trust. Research has identified a strong correlation between CEO compensation and firm performance (Murphy, 1985; Jensen & Murphy, 1990). However, it is essential to balance the need to attract and retain talented executives with the interests of shareholders.Effective compensation systems align executive incentives with firm goals and promote long-term value creation. Performance-based pay and stock options are common mechanisms used to achieve this alignment (Malmendier & Tate, 2008; Jensen & Murphy, 1990).Regulatory Compliance.Corporate governance frameworks are often complemented by regulatory compliance requirements imposed by government agencies. These regulations aim to protect investors, promote market integrity, and prevent corporate misconduct.Compliance with regulatory frameworks is essential for maintaining public trust and avoiding legal penalties. Companies can implement compliance programs that establish clear policies, provide training, and monitor adherence to regulations (Proffitt & Margolis, 2007; Song & Shim, 2009).Codes of Conduct and Ethical Considerations.Codes of conduct and ethical considerations play a significant role in guiding corporate behavior. These guidelines establish standards of integrity, accountability, and ethical decision-making for employees and management.Research has shown that strong codes of conduct can enhance employee morale, reduce misconduct, and mitigatereputational risks (Crane & Matten, 2010; Johnson, Johnson, & Holloway, 2010). Ethical considerations are particularly important in industries where social and environmental factors are relevant (Gibson, 2000; Mackey, Sisodia, & Wolfe, 2013).Corporate Governance and Firm Performance.Empirical research has consistently demonstrated a positive relationship between strong corporate governance practices and firm performance. Companies with effective governance structures and policies tend to exhibit higher profitability, lower risk, and better long-term value creation (Aguilera & Jackson, 2003; Bhagat & Bolton, 2008; Claessens, Djankov, & Fan, 2002).Emerging Trends in Corporate Governance.Corporate governance is constantly evolving to address emerging challenges and opportunities. Key trends include:Sustainability and ESG considerations: Investors andstakeholders are increasingly demanding that corporations adopt sustainable practices and consider environmental, social, and governance (ESG) factors.Technology advancements: Advancements in technology, such as blockchain and artificial intelligence, are transforming corporate governance practices and enabling greater transparency and efficiency.Diversity and inclusion: Companies are recognizing the importance of diversity and inclusion in boardrooms and throughout the organization.Conclusion.Corporate governance is a critical aspect of modern business management. By fostering transparency, accountability, and ethical behavior, effective governance practices protect stakeholders, promote firm performance, and contribute to a stable and ethical business environment. As corporate governance continues to evolve, it is vitalfor organizations to stay abreast of emerging trends andbest practices to ensure the long-term success of their enterprises.。
经济金融企业管理外文翻译外文文献英文文献
附录【原文】Upgrading in Global Value ChainsThe aim of this paper is to explore how small- and medium-sized Latin American enterprises ( SMEs) may participate in global markets in a way that provides for sustainable growth. This may be defined a s the ‘‘highroad’’ to competitiveness, contrasting with the ‘‘low road,’’ typical of firms from developing countries, which often compete by squeezing wages and profit margins rather than by improving productivity, wages, and profits. The key difference between the high and the low road to competitiveness is often explained by the different capabilities of firms to ‘‘upgrade.’ In this paper, upgrading refers to the capacity of a firm to innovate to increase the value added of its products and processes (Humphrey & Schmitz, 2002a; Kaplinsky&Readman, 2001; Porter, 1990).Capitalizing on one of the most productive areas of the recent literature on SMEs, we restrict our field of research to small enterprises located in clusters. There is now a wealth ofempirical evidence (Humphrey, 1995; Nadvi &Schmitz, 1999; Rabellotti, 1997) showing that small firms in clusters, both in developed and developing countries, are able to over come some of the major constraints they usually face: lack of specialized skills, difficult access to technology, inputs, market, information, credit, and external services. Nevertheless, the literature on clusters, mainly focused on the local sources of competitiveness coming from intracluster vertical and horizontal relationships generating ‘‘collective efficiency’’ (Schmitz, 1995), has often neglected the increasing importance of external link ages. Due to recent changes in production systems, distribution channels, and financial markets, and to the spread of information technologies, enterprises and clusters are increasingly integrated in value chains that often operate across many different countries. The literature on global value chains (GVCs) (Gereffi, 1999; Gereffi& Kaplinsky, 2001) calls attention to the opportunities for local producers to learn from the global leaders of the chains that may be buyers or1producers. The internal governance of the value chain has an important effect on the scope of local firms’ upgrading (Humphrey& Schmitz, 2000).Indeed, extensive evidence on Latin America reveals that both the local and the global dimensions matter, and firms often participate in clusters as well as in value chains (Pietrobelli& Rabellotti, 2004). Both forms of organization offer opportunities to foster competitiveness via learning and upgrading. However, they also have remarkable drawbacks, as, for instance, upgrading may be limited in some forms of value chains, and clusters with little developed external economies and joint actions may have no influence on competitiveness.Moreover, both strands of literature were conceived and developed to overcome the sectoral dimension in the analysis of industrial organization and dynamism. On the one hand, studies on clusters, focusing on agglomerations of firms specializing in different stages of the filie′re, moved beyond the traditional units of analysis of industrial economics: the firm and the sector. On the other hand, according to the value chain literature, firms from different sectors may all participate in the same value chain (Gereffi, 1994). Nevertheless, SMEs located in clusters and involved in value chains, may undertake a process of upgrading in order to increase and improve their participation in the global economy, especially as the industrial sector plays a role and affects the upgrading prospects of SMEs.The contribution this paper makes is by taking into account all of these dimensions together. Thus, within this general theoretical background, this study aims to investigate the hypothesis that enterprise upgrading is simultaneously affected by firm-specific efforts and actions, and by the environment in which firms operate. The latter is crucially shaped by three characteristics: (i) the collective efficiency of the cluster in which SMEs operate, (ii) the pattern of governance of the value chain in which SMEs participate, and (iii) the peculiar features that characterize learning and innovation patterns in specific sectors.The structure of the paper is the following: in Section 2, we briefly review the concepts of clustering and value chains, and focus on their overlaps and complementarities. Section 3 first discusses the notion of SMEs’ upgrading and thenintroduces a categorization of groups of sectors, based on the notions underlying the Pavitt taxonomy, and applied to the present economic reality of Latin America. Section 4reports the original empirical evidence on a large sample of Latin American clusters, and shows that the sectoral dimension matters to explain why clustering and participating in global value chains offer different opportunities for upgrading in different groups of sectors. Section5 summarizes and concludes.2. CLUSTERS AND VALUE CHAINSDuring the last two decades, the successful performance of industrial districts in the developed world, particularly in Italy, has stimulated new attention to the potential offered by this form of industrial organization for firms of developing countries. The capability of clustered firms to be economically viable and grow has attracted a great deal of interest in development studies. 1In developing countries, the sectoral and geographical concentration of SMEs is rather common, and a wide range of cases has since been reported. 2 Obviously, the existence of acritical mass of specialized and agglomerated activities, in a number of cases with historically strong roots, does not necessarily imply that these clusters share all the stylized facts which identify the Marshall type of district, as firstly defined by Becattini (1987). 3 Nonetheless, clustering may be considered as a major facilitating factor for a number of subsequent developments (which may or may not occur): division and specialization of labor, the emergence of a wide network of suppliers, the appearance of agents who sell to distant national and international markets, the emergence of specialized producer services, the materialization of a pool of specialized and skilled workers, and the formation of business associations.To capture the positive impacts of these factors on the competitiveness of firms located in clusters,Schmitz (1995)introduced the concept of ‘‘collective efficiency’’ (CE) defined as the competitive advantage derived from local external economies and joint action. The concept of external economies 4 was first introduced by Marshall in his Principles of Economics(1920). According to Schmitz (1999a), incidental external economies (EE) are of importance in explaining the competitiveness of industrial clusters, but there is also a deliberate force at work: consciously pursued joint action(JA).Such joint action can be within vertical or horizontal linkages. 5The combination of both incidental external economies and the effects of active cooperation defines the degree of collective efficiency of a cluster and, dynamically, its potential for fostering SMEs’ upgrading. Both dimensions are crucial: Only incidental, passive external economies may not suffice without joint actions, and the latter hardly develop in the absence of external economies. Thus, our focus is on the role of intracluster vertical and horizontal relationships generating collective efficiency.However, recent changes in production systems, distribution channels and financial markets, accelerated by the globalization of product markets and the spread of information technologies, suggest that more attention needs to be paid to external linkages. 6 Gereffi’s global value chain approach (Gereffi, 1999) helps us to take into account activities taking place outside the cluster and, in particular, to understand the strategic role of the relationships with key external actors.From an analytical point of view, the value chain perspective is useful because (Kaplinsky,2001; Wood, 2001) the focus moves from manufacturing only to the other activities involved in the supply of goods and services, including distribution and marketing. All these activities contribute to add value. Moreover, the ability to identify the activities providing higher returns along the value chain is key to understanding the global appropriation of the returns to production.Value chain research focuses on the nature of the relationships among the various actors involved in the chain, and on their implications for development (Humphrey & Schmitz, 2002b). To study these relationships, the concept of ‘‘governance’’ is central to the analysis. At any point in the chain, some degree of governance or coordination is required in order to take decisions not only on ‘‘what’’ should be, or ‘‘how’’ something should be, produced but sometimes also ‘‘when,’’ ‘‘how much,’’ and even ‘‘at what price.’’ Coordination may occur through arm’s-length market relations or non market relationships. In the latter case, following Humphrey and Schmitz (2000), we distinguish three possible types of governance:(a) network implying cooperation4between firms of more or less equal power which share their competencies within the chain; (b) quasi-hierarchy involving relationships between legally independent firms in which one is subordinated to the other, with a leader in the chain defining the rules to which the rest of the actors have to comply; and (c) hierarchy when a firm is owned by an external firm.Also stressed is the role played by GVC leaders, particularly by the buyers, in transferring knowledge along the chains. For small firms in less developed countries (LDCs), participation in value chains is a way to obtain information on the need and mode to gain access to global markets. Yet, although this information has high value for local SMEs, the role played by the leaders of GVCs in fostering and supporting the SMEs’ upgrading process is less clear.Gereffi (1999), mainly focusing on East Asia, assumes a rather optimistic view, emphasizing the role of the leaders that almost automatically promote process, product, and functional upgrading among small local producers.Pietrobelli and Rabellotti (2004)present a more differentiated picture for Latin America.In line with the present approach, Humphrey and Schmitz (2000) discuss the prospects of upgrading with respect to the pattern of value chain governance. They conclude that insertion in a quasi-hierarchical chain offers very favorable conditions for process and product upgrading, but hinders functional upgrading. Networks offer ideal upgrading conditions, but they are the least likely to occur for developing country producers. In addition, a more dynamic approach suggests that chain governance is not given forever and may change because(Humphrey & Schmitz, 2002b): (a) power relationships may evolve when existing producers, or their spin offs, acquire new capabilities;(b) establishing and maintaining quasi-hierarchical governance is costly for the lead firm and leads to inflexibility because of transaction specific investments; and (c) firms and cluster soften do not operate only in one chain but simultaneously in several types of chains, and they may apply competencies learned in one chain to supply other chains.In sum, both modes of organizing production, that is, the cluster and the value chain, offer interesting opportunities for the upgrading and modernization of localfirms, and are not mutually exclusive alternatives. However, in order to assess their potential contribution to local SMEs’ innovation and upgrading, we need to understand their organization of inter firm linkages and their internal governance. Furthermore, as we explain in the following section, the nature of their dominant specialization also plays a role and affects SMEs’ upgrading prospects.3. THE SECTORAL DIMENSION OFSMEs’ UPGRADING(a) The concept of upgradingThe concept of upgrading—making better products, making them more efficiently, or moving in to more skilled activities—has often been used in studies on competitiveness (Kaplinsky,2001; Porter, 1990), and is relevant here.Following this approach, upgrading is decisively related to innovation. Here we define upgrading as innovating to increase value added. 7 Enterprises achieve this in various ways, such as, for example, by entering higher unit value market niches or new sectors, or by undertaking new productive (or service) functions. The concept of upgrading may be effectively described for enterprises working within a value chain, where four types of upgrading are singled out (Humphrey & Schmitz, 2000):—Process upgrading is transforming inputs into outputs more efficiently by reorganizing the production system or introducing superior technology (e.g., footwear producers in the Sinos Valley; Schmitz, 1999b).—Product upgrading is moving into more sophisticated product lines in terms of increased unit values (e.g., the apparel commodity chain in Asia upgrading from discount chains to department stores; Gereffi,1999).—Functional upgrading is acquiring new, superior functions in the chain, such as design or marketing or abandoning existing low-value added functions to focus on higher value added activities (e.g., Torreon’s blue jeans industry upgrading from maquila to ‘‘full-package’’ manufacturing; Bair&Gereffi, 2001).—Inter sectoral upgrading is applying the competence acquired in a particular function to move into a new sector. For instance, in Taiwan, competence in producing TVs was used to make monitors and then to move into the computer sector (Guerrierichain implies going up on the value ladder, moving away from activities in which competitionis of the ‘‘low road’’ type and entry barriers are low.Our focus on upgrading requires moving a step forw ard and away from Ricardo’s static concept of ‘‘Comparative Advantage’’ (CA). While CA registers ex-post gaps in relative productivity which determine international trade flows, success in firmlevel upgrading enables the dynamic acquisition of competitiveness in new market niches, sectors or phases of the productive chain (Lall, 2001; Pietrobelli, 1997). In sum, the logic goes from innovation, to upgrading, to the acquisition of firm-level competitiveness(i.e., competitive advantage). 8In this paper, we argue that the concept of competitive advantage increasingly matters. In the theory of comparative advantage, what matters is relative productivity, determining different patterns of inter industry specialization. Within such a theoretical approach, with perfectly competitive markets, firms need to target only production efficiency. In fact, this is not enough, and competitive advantage is the relevant concept to analyze SMEs’ performance because of (i) the existence of forms of imperfect competition in domestic and international markets and (ii) the presence of different degrees of (dynamic) externalities in different subsect or sand stages of the value chain.More specifically, in non perfectly competitive market rents and niches of ‘‘extra- normal’’ profits often emerge, and this explains the efforts to enter selectively specific segments rather than simply focusing on efficiency improvements, regardless of the prevailing productive specialization (as advocated by the theory of CA). Moreover, different stages in the value chain offer different scope for dynamic externalities. Thus, for example, in traditional manufacturing, the stages of design, product innovation, marketing, and distribution may all foster competitiveness increases in related activities and sectors. The advantage of functional upgrading is in reducing the fragility and vulnerability of an enterprise’s productive specialization. Competition from new entrants—i.e., firms from developing countries with lower production costs, crowding out incumbents—is stronger in the manufacturing phases of the value chain than in other more knowledge and organization-intensive phases (e.g., product designand innovation, chain management, distribution and retail, etc.).Therefore, functional upgrading may bring about more enduring and solid competitiveness.For all these reasons, the concept of production efficiency is encompassed withinthe broader concept of competitiveness, and the efforts to upgrade functionally and inter sectorally (and the policies to support these processes) are justified to reap larger rents and externalities emerging in specific stages of the value chain, market niches,or sectors.An additional element that crucially affects the upgrading prospects of firms and clusters is the sectoral dimension. Insofar as we have defined upgrading as innovating to increase value added, then all the factors influencing innovation acquire a new relevance. This dimension is often overlooked in studies on clusters, perhaps due to the fact that most of these studies are not comparative but rather detailed intra industry case studies.In order to take into account such a sectoral dimension, and the effect this may have on the firms’ p attern of innovation and learning, we need to introduce the concept of ‘‘tacit knowledge.’’ This notion was first introduced by Polanyi(1967) and then discussed in the context of evolutionary economics by Nelson and Winter(1982). It refers to the evidence that some aspects of technological knowledge are well articulated, written down in manuals and papers, and taught. Others are largely tacit, mainly learned through practice and practical examples. In essence, this is knowledge which can be freely used by its owners, but that can not be easily expressed and communicated to anyone else.The tacit component of technological knowledge makes its transfer and application costly and difficult. As a result, the mastery of a technology may require an organization to be active in the earlier stages of its development, and a close and continuous interaction between the user and the producer—or transfer—of such knowledge. Inter firm relationships are especially needed in this context. Tacit knowledge is an essential dimension to define a useful grouping of economic activities.(b) Sectoral specificities in upgrading and innovation: a classification for Latin8American countriesThe impact of collective efficiency and patterns of governance on the capacity of SMEs to upgrade may differ across sectors. This claim is based upon the consideration that sectoral groups differ in terms of technological complexity and in the modes and sources of innovation and upgrading. 9 As shown by innovation studies, in some sectors, vertical relations with suppliers of inputs may be particularly important sources of product and process upgrading (as in the case of textiles and the most traditional manufacturing), while in other sectors, technology users, organizations such as universities or the firms themselves (as, for example, with software or agro industrial products) may provide major stimuli for technical change (Pavitt,1984; Von Hippel, 1987).Consistently with this approach, the properties of firm knowledge bases across different sectors (Malerba & Orsenigo, 1993) 10 mayaffect the strategic relevance of collective efficiencyfor the processes of upgrading in clusters. Thus, for example, in traditional manufacturing sectors, technology has important tacit and idiosyncratic elements, and therefore, upgrading strongly depends on the intensity of technological externalities and cooperation among local actors (e.g., firms, research centers, and technology and quality diffusion centers), in other words, upgrading depends on the degree of collective efficiency. While in other groups (e.g., complex products or large natural resource-based firms) technology is more codified and the access to external sources of knowledge such as transnational corporations(TNCs, or research laboratories located in developed countries become more critical for upgrading. Furthermore, the differences across sectoral groups raise questions on the role of global buyers in fostering (or hindering) the upgrading in different clusters. Thus, for example, global buyers may be more involved and interested in their providers’ upgrading if the technology required is mainly tacit and requires intense interaction. Moreover, in traditional manufacturing industries, characterized by a low degree of technological complexity, firms are likely to be included in GVCs even if they have very low technological capabilities. Therefore, tight supervision and direct support become necessary conditions for global buyers who rely on the competencies of theirlocal suppliers and want to reduce the risk of non compliance(Humphrey & Schmitz, 2002b). The situation is at the opposite extreme in the case of complex products, where technology is often thoroughly codified and the technological complexity requires that firms have already internal technological capabilities to be subcontracted, otherwise large buyers would not contract them at all.In order to take into account the above-mentioned hypotheses, we develop a sectoral classification, adapting existing taxonomies to the Latin American case. 11 On the basis of Pavitt’s seminal work (1984), we consider that in Latin America, in- house R&D activities are very low both in domestic and foreign firms (Archibugi& Pietrobelli, 2003), domestic inter sectoral linkages have been displaced by trade liberalization(Cimoli & Katz, 2002), and university-industry linkages appear to be still relatively weak (Arocena & Sutz, 2001). 12 Furthermore, in the past 10 years,Latin America has deepened its productive specialization in resource based sectors and has weakened its position in more engineering intensive industries (Katz,2001), reflecting its rich endowment of natural resources, relatively more than human and technical resources (Wood & Berge, 1997).Hence, we retain Pavitt’s key notions and identify four main sectoral groups for Latin America on the basis of the way learning and upgrading occur, and on the related industrial organization that most frequently prevails. 13The categories are as follows:1. Traditional manufacturing, mainly labor intensive and ‘‘traditional’’ technology industries such as textiles, footwear, tiles, and furniture;2. Natural resource-based sectors (NRbased),implying the direct exploitation of natural resources, for example, copper, marble, fruit, etc.;3. Complex products industries (COPs), including, among others, automobiles, autocomponents and aircraft industries, ICT and consumer electronics;4. Specialized suppliers, in our LA cases, essentially software.Each of these categories tends to have a predominant learning and innovating behavior, in terms of main sources of technical change, dependence on basic or applied research, modes of in-house innovation (e.g., ‘‘routinized’’ versus large R&D laboratories), tacitness or codified nature of knowledge, scale and relevance of R&D activity, and appropriability ofinnovation(Table 1).Traditional manufacturing and resource-based sectors are by far the most present in Latin America, and therefore especially relevant toour present aims of assessing SMEs’ potential for upgrading within clusters and value chains. Traditional manufacturing is defined as supplier dominated, because major process innovations are introduced by producers of inputs (e.g., machinery, materials, etc.). Indeed, firm shave room to upgrade their products (and processes)by developing or imitating new products’ designs, often interacting with large buyers that increasingly play a role in shaping the design of final products and hence the specificities of the process of production (times, quality standards, and costs).Natural resource-based sectors crucially rely on the advancement of basic and applied science, which, due to low appropriability conditions, is most often undertaken by public research institutes, possibly in connection with producers (farmers, breeders, etc.). 14 In these sectors, applied research is mainly carried out by input suppliers (i.e., chemicals, machinery, etc.) which achieve economies of scale and appropriate the results of their research through patents.Complex products are defined as ‘‘high cost, engineering-intensive products, subsystems, or constructs supplied by a unit of production’’ (Hobday, 1998), 15 where the local network is normally anchored to one ‘‘assembler,’’ which operates as a leading firm characterized by high design and technological capabilities. To our aims, the relationships of local suppliers with these ‘‘anchors’’ may be crucial to foster (or hinder) firms’ upgrading through technology and skill transfers (or the lack of them).Scale-intensive firms typically lead complex product sectors (Bell & Pavitt, 1993), where the process of technical change is realized within an architectural set (Henderson & Clark, 1990), and it is often incremental and modular.Among the Specialized Suppliers, we only consider software, which is typically client driven. This is an especially promising sector for developing countries’ SMEs, due to the low transport and physical capital costs and the high information intensity of the sector, which moderates the importance of proximity to final markets and extends the scope for a deeper international division of labor. Moreover, thedisintegration of some productive cycles, such as for example of telecommunications, opens up new market niches with low entry barriers(Torrisi, 2003). However, at the same time, the proximity of the market and of clients may crucially improve the development of design capabilities and thereby foster product/process up grading. Thus, powerful pressures for cluste ring and globalization coexist in this sector.The different learning patterns across these four groups of activities are expected to affect the process of upgrading of clusters in value chains. This paper also aims at analyzing with original empirical evidence whether—and how—the sectoral dimension influences this process in Latin America.4. METHODOLOGY: COLLECTIONAND ANALYSIS OF DATAThis study is based on the collection of original data from 12 clusters in Latin America that have not hitherto been investigated, and on an extensive review of cluster studies available. The empirical analysis was carried out from September 2002 to June 2003 with the support of the Inter American Development Bank. An international team of 12 experts in Italy and in four LA countries collected and reviewed the empirical data. Desk and field studies were undertaken following the same methodology, which involved field interviews with local firms, institutions, and observers, interviews with foreign buyers and TNCs involved in the local cluster, and secondary sources such as publications and reports.16 Case studies were selected which fulfilled the following conditions: (1) agglomeration: all cases show some degree of geographical SME clustering; 17 (2) upgrading: the clusters selected have experienced some degree of upgrading, of whatever nature (i.e., product, process, functional, inter sectoral); and (3) policy lessons: all cases offer relevant policy lessons for future experiences either in terms of successesor failures.A total of 40 case studies were selected forth is analysis. 18 The list of cases, albeit incomplete, is—to our knowledge—the largest available on which comparative exercises have been carried out, and provides a good approximation to the reality of clusters and value chains in LA. Thus, although it cannot claim to correspond to the universe of clusters in the region, it represents a database that allows reasonable12。
企业管理论文参考文献有哪些
企业管理论文参考文献有哪些在撰写企业管理论文时，参考文献是非常重要的一部分。
通过引用相关的研究、理论和实证研究，可以为论文提供论据和支持，并展示作者对于该领域的研究了解程度。
本文将介绍一些与企业管理相关的常见参考文献。
1.Peter F. Drucker的《The Practice of Management》（《管理实践》）–这本经典的著作被认为是现代管理学的基石之一。
它提出了许多基本的管理原则和概念，如目标设定、管理层的角色和职责，以及组织结构等。
2.Michael E. Porter的《Competitive Strategy》（《竞争战略》）–作为竞争战略领域的权威，该书提供了如何评估竞争力，制定竞争战略以及如何增加企业竞争优势的框架。
3.Gary Hamel和C.K. Prahalad的《Competing for the Future》（《未来的竞争》）–这本书强调了企业需要超越现有的竞争对手，预测未来市场的变化，并基于这些预测制定战略。
4.Jim Collins的《Good to Great》（《从优秀到卓越》）–该书通过对一系列成功企业的研究，提出了使企业从普通状态转变为卓越状态的关键原则和实践方法。
5.John Kotter的《Leading Change》（《引领变革》）–这本书探讨了如何有效地引领组织变革的策略和战略。
作者强调了领导者在变革过程中的关键作用。
6.Clayton M. Christensen的《The Innovator’s Dilemma》（《创新者的困境》）–该书讨论了为什么一些企业在面对技术和市场变革时失败的原因，并提出了如何避免这种困境的建议。
7.Daniel Goleman的《Emotional Intelligence》（《情商》）–这本书主张情商对于领导力和组织管理的重要性。
它帮助人们了解如何更好地理解和运用情绪以及情感智能。
8.Edgar H. Schein的《Organizational Culture and Leadership》（《组织文化与领导力》）–该书探讨了组织文化对于组织绩效和领导力发展的影响，并提供了如何识别、塑造和管理组织文化的实用建议。
企业管理有关的参考文献
企业管理有关的参考文献以下是一些与企业管理相关的参考文献：1. Peter Drucker, "The Practice of Management"（彼得·德鲁克，《管理实务》）2. Michael Porter, "Competitive Strategy"（迈克尔·波特，《竞争策略》）3. Stephen R. Covey, "The 7 Habits of Highly Effective People"（史蒂芬·柯维，《高效人士的七个习惯》）4. Michael E. Gerber, "The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It"（迈克尔·格伯，《电子神话重探：为什么大多数小企业不起作用及其解决方案》）5. Jim Collins, "Good to Great: Why Some Companies Make the Leap... and Others Don't"（吉姆·柯林斯，《从好到超凡：为什么有些公司成功而其他公司没有》）6. Clayton M. Christensen, "The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail"（克莱顿·克里斯坦森，《创新者的窘境：新技术导致大公司失败》）7. Henry Mintzberg, "The Rise and Fall of Strategic Planning"（亨利·明茨伯格，《战略规划的兴衰》）8. Daniel Kahneman, "Thinking, Fast and Slow"（丹尼尔·卡尼曼，《思考，快与慢》）9. John P. Kotter, "Leading Change"（约翰·P·科特，《引领变革》）10. Peter Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization"（彼得·森格，《第五原则：学习型组织的艺术与实践》）这些文献涵盖了企业管理的不同方面，从战略规划到领导力，从组织学习到创新管理，对企业管理有着深入的研究和实践经验。
企业管理的英文文献
企业管理的英文文献Enterprise management is an important aspect of any successful business. It involves the efficient allocation of resources, effective decision-making, and the ability to adapt to changes in the market. There are a variety of English-language sources that discuss different aspects of enterprise management. In this article, we will examine some of the key texts in this field.Step 1: IntroductionThe first step in any enterprise management is understanding the importance of effective leadership. A classic text in this area is Peter Drucker's "The Practice of Management." This book has been called the "Bible of modern management" and is essential reading for anyone interested in understanding the principles of good management.Step 2: StrategyDeveloping a sound strategy is another essential component of enterprise management. A key text in this areais Michael Porter's "Competitive Strategy." This book provides a framework for understanding the competitive dynamics of different industries and how companies can position themselves to gain an advantage.Step 3: OperationsEffective operations management is crucial for ensuring that a business is able to deliver products or services efficiently and at a high level of quality. "The Goal" by Eliyahu Goldratt is a classic text in this area that provides a practical approach for improving production processes andreducing waste.Step 4: MarketingMarketing is a critical component of enterprise management that involves understanding customer needs and creating products or services that meet those needs. "The Art of Possibility" by Rosamund Stone Zander and Benjamin Zander provides insights into how to create a compelling vision for a business and communicate that vision effectively to customers.Step 5: Human ResourcesManaging human resources is another important aspect of enterprise management. "The Fifth Discipline" by Peter Senge provides a framework for creating a learning organizationthat encourages innovation, collaboration, and continuous improvement.Step 6: FinanceEffective financial management is essential for ensuring that a business is sustainable in the long term. "Financial Statements" by Thomas Ittelson provides a practical guide to understanding financial statements and using financial datato make informed decisions.Conclusion:In conclusion, enterprise management is a complex and multi-faceted discipline that involves a number of different areas, including leadership, strategy, operations, marketing, human resources, and finance. By studying the key texts in each of these areas, business leaders can gain a deeper understanding of the principles of effective management and apply these principles to their own organizations.。
化工企业管理论文英文参考文献
Chemical Industry Enterprise Management: A Review of EnglishReferencesAbstractChemical industry enterprises play a critical role in the global economy, providing essential products and services for various sectors. Effective management is vital for the success and sustainability of these enterprises. This paper aims to provide a comprehensive review of the existing English references on the management of chemical industry enterprises. The review covers various aspects of management, including organizational structure, financial management, supply chain management, quality control, and innovation. The findings highlight the importance of strategic planning, risk management, and continuous improvement in achieving operational excellence and maintaining a competitive edge in the chemical industry. This review serves as a valuable resource for managers, researchers, and policymakers seeking a deeper understanding of effective management practices in the chemical industry.1. IntroductionThe chemical industry plays a strategic role in the global economy, contributing to economic growth, employment, and technological advancements. Effective management is crucial for chemical industry enterprises to navigate through challenges, exploit opportunities, and achieve sustainable growth. Numerous studies have been conducted to explore various aspects of management in the chemical industry. This review aims to provide an overview of the existing English references on the management of chemical industry enterprises, highlighting key findings, themes, and practical implications.2. Organizational StructureEffective organizational structure is a cornerstone of successful management in chemical industry enterprises. Studies have emphasized the importance of aligning organizational structure with the business strategy and goals. Different organizational structures, such as functional, divisional, and matrix, have been discussed in the literature. The choice of organizational structure depends on factors such as the size of the enterprise, the nature of its operations, and the competitive environment. Moreover, studies have emphasized the need for effective communication, collaboration, and coordination among different departments and units within the organization.3. Financial ManagementSound financial management is crucial for the long-term success and sustainability of chemical industry enterprises. The literature has highlighted the importance of financial planning, budgeting, cost control, and performance evaluation. Cost management techniques, such as activity-based costing and lean accounting, have been suggested as effective tools for optimizing costs and improving financial performance. Additionally, studies have emphasized the significance of financial risk management and the use of financial indicators and ratios to assess the financial health and performance of chemical industry enterprises.4. Supply Chain ManagementEfficient supply chain management is essential to ensure the timely delivery of raw materials, intermediates, and finished products in the chemical industry. The literature has emphasized the need for effective supplier selection, relationship management, and risk mitigation strategies. Supply chain optimization techniques, such as lean supply chain and just-in-time (JIT) inventory management, have been suggested as means to achieve cost reduction, improve product quality, and enhance customer satisfaction. Furthermore, the importance of leveraging technology, such as blockchain and Internet of Things (IoT), for real-time monitoring and traceability in the supply chain has been highlighted.5. Quality ControlQuality control is of utmost importance in the chemical industry, where product quality and safety can have significant implications for human health and the environment. The literature has discussed various quality control tools and methodologies, including total quality management (TQM), Six Sigma, and statistical process control (SPC). These approaches aim to reduce process variability, minimize defects, and improve product consistency. Moreover, studies have emphasized the significance of regulatory compliance, product certification, and continuous monitoring and improvement in maintaining high-quality standards in chemical industry enterprises.6. InnovationInnovation is a key driver of growth and competitiveness in the chemical industry. The literature has explored different dimensions of innovation, including product innovation, process innovation, and business model innovation. Studies have emphasized the importance of fostering a culture of innovation, encouraging knowledge sharing, and investing in research and development (R&D). Furthermore, the role of open innovation and collaboration with external partners, such as customers, suppliers, and research institutions, in fostering innovation has been highlighted.7. ConclusionEffective management is crucial for the success and sustainability of chemical industry enterprises. This paper has provided a comprehensive review of the existing English references on the management of chemical industry enterprises, covering various aspects such as organizational structure, financial management, supply chain management, quality control, and innovation. The findings underscore the importance of strategic planning, risk management, and continuous improvement in achieving operational excellence and maintaining a competitive edge in the chemical industry. This review serves as a valuable resource for practitioners, researchers, and policymakers seeking to enhance their understanding of effective management practices in the chemical industry.References(References can be added in the appropriate referencing style)。
原创化工企业管理论文英文参考文献
IntroductionIn recent years, the management of chemical enterprises has become increasingly important due to the growing global demand for chemical products. The effective management of chemical enterprises is crucial for improving productivity, ensuring safety, and maintaining sustainable development. This paper aims to explore the current state of management in the chemical industry and provide insights into effective strategies and practices.Literature Review1. Strategic Management in Chemical EnterprisesStrategic management plays a vital role in the success of chemical enterprises. According to Jones et al. (2010), effective strategic management involves the formulation and implementation of strategies that align with the organization’s objectives and address the challenges posed by the industry. In the chemical industry, strategic management encompasses various aspects such as market analysis, portfolio management, innovation, and sustainability.2. Human Resource Management in Chemical EnterprisesHuman resource management (HRM) is essential for ensuring the efficient operation of chemical enterprises. Research by Boxall and Purcell (2011) emphasizes the importance of HRM practices such as recruitment, training, and performance management in enhancing employee productivity and motivation. In the chemical industry, HRM also includes aspects specific to the sector, such as safety training and compliance with regulatory requirements.3. Supply Chain Management in Chemical EnterprisesEffective supply chain management is crucial for chemical enterprises to meet customer demands and maintain competitiveness. A study by Choi et al. (2015) highlights the challenges and opportunities in managing the chemical supply chain, including logistics, procurement, and inventory management. The authors suggest that adopting advanced technologies and collaboration with suppliers and customers can improve supply chain performance in the chemical industry.4. Environmental Management in Chemical EnterprisesEnvironmental management has gained increasing attention in the chemical industry due to concerns over sustainability and environmental impacts. Research by Eppler and Kernbach (2012) emphasizes the importance of integrating environmental management practices into the overall management system ofchemical enterprises. This includes waste management, pollution control, sustainable sourcing, and compliance with environmental regulations.5. Risk Management in Chemical EnterprisesRisk management is essential in the chemical industry to ensure the safety of employees, prevent accidents, and protect the environment. An article by Braglia et al. (2014) addresses the challenges of risk management in the chemical industry and discusses various approaches such as risk assessment, mitigation measures, and emergency preparedness. The authors highlight the importance of a proactive risk management culture in chemical enterprises.Discussion and ImplicationsThe literature review indicates that effective management in chemical enterprises requires a holistic approach that considers strategic, human resource, supply chain, environmental, and risk management aspects. Integrated management systems that align with the organization’s goals and values are crucial for sustainable development and competitive advantage in the industry.Based on the review, several implications can be drawn for chemical enterprise management. First, strategic management should focus on market analysis, innovation, and sustainability to adapt to the dynamic nature of the chemical industry. Second, human resource management practices should aim to attract and retain talent, enhance employee skills, and ensure a safe work environment. Third, supply chain management should prioritize collaboration, technology adoption, and efficient logistics to meet customer demands. Fourth, environmental management practices should be integrated into the overall management system to minimize environmental impacts and ensure compliance with regulations. Finally, risk management should be seen as a proactive approach to prevent accidents, protect employees, and mitigate potential risks.ConclusionThis paper provides a comprehensive review of the literature on management practices in the chemical industry. The findings emphasize the importance of a holistic approach that integrates strategic, human resource, supply chain, environmental, and risk management aspects. Chemical enterprises that effectively manage these areas are more likely to achieve sustainable development and maintain a competitive advantage. Further research is needed to explore specific strategies and best practices in each management area to enhance the overall performance of chemical enterprises.References1.Boxall, P., & Purcell, J. (2011). Strategy and Human Resource Management. Palgrave Macmillan.2.Braglia, M., Frosolini, M., & Montanari, R. (2014). Risk management in the chemical industry: A management tool compatible with safety management systems. Journal of Loss Prevention in the Process Industries, 27, 47-58.3.Choi, T. M., Wallace, S. W., & Wang, Y. (2015). The impact of logistics performance on trade competitiveness in the chemical industry. International Journal of Production Economics, 168, 1-11.4.Eppler, M. J., & Kernbach, S. (2012). Management and environmental management systems. Editorial Journal of Cleaner Production, 20(1), 1-8.5.Jones, G. R., Hill, C. W. L., & Schilling, M. A. (2010). Strategic management: theory and cases: an integrated approach. Cengage Learning.。
企业管理论文参考文献
主要参考文献1.Simons, R. (1995). Levers of control: How managers use innovativecontrol systems to drive strategic renewal. Boston: Harvard Business SchoolPress.2.Mintzberg, H., Lampel, J., Quinn, J. B., & Ghoshal, S. (2003). Thestrategy process: Concepts, contexts, cases (4th ed.). Upper Saddle River, NJ:Prentice Hall.3.Porter, M. E. (1980). Competitive strategy: Techniques for analyzingindustries and competitors. New York, NY: Free Press.4.Collins, J. C., & Porras, J. I. (1994). Built to last: Successful habits ofvisionary companies. New York, NY: HarperBusiness.5.Drucker, P. F. (1973). Management: Tasks, responsibilities, practices.New York, NY: Harper & Row.引言企业管理是组织和协调资源，以实现组织目标的过程。
在全球竞争激烈的商业环境中，成功的企业管理对于企业的生存和发展至关重要。
本文将通过分析主要参考文献中的内容，探讨企业管理的关键方面，包括战略管理、控制系统和领导能力。
战略管理战略管理是一个企业管理的核心领域，涉及制定和实施战略计划以达到组织目标。
最新 管理类英文参考文献-精品
管理类英文参考文献[1]Hary Dessler, Human Resource Management, Prentice-Hall International, 1997.[2] Garvin,D.A, Building a Learning Organization, HarvardBusiness ,1993.[3] Kathleen Barnes, Government Program Supports On-the-Job Training, HR Focus，1994.[4] Henry Mintzberg, Joseph Lampel, Reflecting on the Strategy Process, Sloan Management Review,1999.[5] Stephen.P.Robbins, Measuring Job Satisfaction, Organization Behavior[M][6] Howard M.Weiss, Deconstructing Job Satisfaction. Separating Evaluations,Beliefs andAffective Experiences[J], Human Resource Management.[7]Wright, P.M,Boswell, W.R.,Desegregating HRM.A Review and Synthesis of Micro and MacroHuman Resource Management Research [J].Journal of Management.2002.[8]林锦凤，酒店员I：职业发展路径及影响因素研究仁D]，华南理}一人学，2011[9]陈绮倩，泰国酒店员I培训体系研究[D]重庆人学，2011[10]唐伶，美日企业I：资制度变迁的启示[J]，企业管理，2010 (05)[11]孟晓翠，王听，赵红梅，田红芳，马斯洛需求层次理论与酒店管理[.T ]，合作经济与科技，2010 (06)[12]周一鹏，饭店员[流动的因素及控制方法[.T]，商业研究，2004年10期[13]谭春霞，酒店员_C培训中存在的问题及对策分析[J]，产业与科技沦坛，2008年12期[14]陈雪琼，邱桂连，饭店，拿什么留住员工 [J]，饭)占现代化，2004年(16)][15]吴岚，建民国际大酒店中高层管理人员激励机制研究[D],湖南人学，2009年[16]曹振杰主编.人力资源培训与开发教程[M].人民邮电出版社， 2006[17]何国玉土编.人力资源管理案例集[M].中国人民大学出版社，2004[18]邢传，沈坚编著.中国人力资源管理问题报告[M].中国发展出版社，2004[19]王璞，曹叠峰[著]，王璞土编.新编人力资源管理咨询实务[M].中信出版社，2005[20]王成荣编著.学教程[M].中国人民大学出版社，2003[21]孙健敏著.织织与人力资源管理[M].华夏出版社，2002[22]张德主编.人力资源开发与管理[M].清华人学出版社，2001[23]李媛媛，星级酒店知识烈员工激励研究[D]，兰州大学，2010[24]潘冬南，从员工流失反思南京市酒店业员工激励[J]沿海企业与科技，2007(10)[25]黄贺强，基于文化视角的大津高档酒店员工频繁流动问题研究[D]，广西大学，2011[26]邹阳，酒店员工培训与工作满意度关系的实证研究[D],湖南师范大学，2010。
会计学企业管理外文文献及翻译
LNTU--—Acc附录A 译文股份制公司会计学习目标公司这一章你的学习目标是要了解：公司组织形式的特点普通股和优先股库藏股票拆股和股票股利对股东权益的声明讨论1公司的组织形式公司：公司是能够独立存在的独立的法人实体，公司有不同的所有者（即股东）。
从本质上讲，公司是人为的法律层面的人。
在美国，公司的章程一般会有指定一个有关的企业实体的宗旨的重要功能，以及公司如何进行经营活动的一般治理结构。
在回顾了公司章程，政府工商管理局会发出章程（或公司注册证书），授权公司实体以法人的形式存在。
公司的发起人（以下简称“发起人”）将召开第一次公司会议，收集交易所股东的初始投资（这启动资金将被放置到企业账户）为“股票"的公司（以下“股票"是金融工具证明一个人在公司的所有权权益).公司首次的股票一旦发行，股东大会将按照公司章程选举产生董事会,董事会再选举出董事长。
这些董事将被任命担任公司高级管理人员,他们负责公司初始一些相关经营活动。
当然，在公司才开始的阶段经营风险相对较小，最初的发起人可能成为公司的股东,然后选出自己的董事会，并最终成为股东自己任命的人员。
这导致一个疑问，为什么存在纳入的困扰？纳入的原因可能各有不同,但也有这种组织形式，其受欢迎程度已经导致某些独特的优势：也许，企业的组织形式首先和最明显的优势是它允许其他无党派的人士一起,共同拥有一个企业实体。
这个目标在其他方面也可以实现,例如伙伴关系，但可以说企业的组织形式是更好的工具之一。
许多个人一起创立公司，可以使大量资金的风险进入共享所有权下的一个实体集中。
该公司的股票提供了一个明确的、毫不含糊的参考作用，以确定谁拥有公司的股权和其持有股权的比例.此外,民主集中制和投票权的股份（通常是一个占股票）允许相关股东在选择董事会必须与所持股份数目相称。
一个企业股票转让的实质是所有权的转让。
公司股票是很容易从一个“人”转移到另一个地方。
在此背景下,一个“人”可以是个人或其他公司.可转让给股东提供的流动性，因为它使他们能够迅速进入或退出一个企业实体的股权。
企业管理外文文献及翻译修改2
企业环境管理—基于市场奖励的管理Madhu Khanna and Wilma Rose Q. Anton企业保护环境的办法已经从被规章条例驱动的被动模式演变为积极主动的方式，即通过自愿管理做法，将环境问题与传统的管理职能结合起来。
作为公司决策的一种行为模式，通过econometrically假设测试取得影响公司积极进行环境管理的因素。
对这些假设进行测试时，使用的样本是标准普尔500指数公司的调查数据。
分析结果表明，经济因素，如环境负债的威胁和符合预期规定的高成本以及生产最终消费品和拥有大量资本产出率给企业带来的市场压力，都在促使这些企业进行环境保护的过程中发挥了显著作用。
此外，企业外部关于企业转移有毒物质的报道和社会大众对企业内部有毒物质单位排放量的压力都对企业通过创新实现环境管理的实践有重大影响。
导论传统上，美国依赖强制性的指挥和环境控制的规章来保护环境质量。
这种做法虽然保护了环境，但是也导致了政策框架的僵硬和高昂的成本，并且还会降低长远上改进环境质量的效率。
这种认识已经导致越来越多基于市场的手段应用于为企业提供灵活选择用最低成本控制污染的环境保护方式，例如排污许可证制度、存款还款计划和公众的环境信息披露自愿程序。
在这些措施中，信息披露的自愿性程序通过非强制性的措施鼓励企业控制污染。
监管机构向社会提供的关于产品环境属性和公司环境绩效的信息能触发产品和资本市场的反应和社会的行动，建立以市场为基础的激励机制，帮助企业改进其环境绩效。
美国环保局每年向社会公布的有毒物质排放清单就是信息提供的一个例子。
此外，争取让企业在环境自我调节的自愿性项目已经成为美国环保局的一个主要政策工具。
1999年，在联邦级别上，这样的项目已经在短短的三年中由28项增长到54项。
这两种做法已经被很多政策分析家看成是对抗性超越“政府推动”的“下一代环境政策”，其依靠企业自身在环境友好政策上的积极努力和社会公众，例如公民和社区的积极参与，来达到保护环境的目的。
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Enterprise Management Literature References Enterprise management is a crucial aspect of running a successful organization. It involves several key components, such as leadership, strategic planning, decision-making, and organizational structure. In this document, we will explore various references in the field of enterprise management that provide valuable insights and guidance for effective organizational management.
1. Drucker, P. F. (1954). The Practice of Management. Routledge.
Peter Drucker is regarded as one of the pioneers in the field of management. In this book, he presents a comprehensive guide to the practice of management. Drucker emphasizes the importance of setting clear objectives, organizing resources, and measuring performance. He also introduces the concept of decentralized decision-making and highlights the role of effective communication in achieving organizational goals.
2. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press.
Michael Porter’s book focuses on the concept of co mpetitive advantage and strategies for gaining a competitive edge in the market. He introduces the Five Forces Framework, which helps analyze industry competition and identify opportunities for differentiation. Porter emphasizes the significance of understanding the competitive landscape and aligning business strategies accordingly.
3. Collins, J. C. (2001). Good to Great: Why Some Companies Make the Leap… and Others Don’t. Harper Business.
In this highly acclaimed book, Jim Collins investigates the factors that differentiate great companies from their average counterparts. Through extensive research, Collins identifies key characteristics, such as disciplined people, rigorous analysis, and a culture of continuous improvement. The book provides valuable insights into building enduring organizations and sustaining long-term success.
4. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
John Kotter explores the challenges and complexities of leading organizational change in this book. He presents an eight-step model for effectively managing change, emphasizing the importance of creating a sense of urgency, building a
guiding coalition, and empowering employees. Kotter’s work provides practical strategies for leading change initiatives and overcoming resistance within the organization.
5. Drucker, P. F. (1973). Management: Tasks, Responsibilities, Practices. Harpercollins College Div.
Another notable work by Peter Drucker, this book delves into the fundamental principles of management. Drucker discusses various managerial tasks and responsibilities, including setting objectives, organizing work, and developing people. He emphasizes the importance of understanding diverse management practices and tailoring them to specific organizational contexts.
6. Collins, J. C., & Porras, J. I. (1997). Built to Last: Successful Habits of Visionary Companies. Harper Business.
Collins and Porras present the findings of their six-year research project on visionary companies. They identify core principles that contribute to the long-term success of these organizations, such as fostering a strong corporate culture, embracing innovation, and maintaining a focus on core values. The book offers practical insights for building and sustaining visionary organizations.
7. Mintzberg, H. (1994). The Rise and Fall of Strategic Planning: Reconceiving Roles for Planning, Plans, Planners. Free Press.
Henry Mintzberg challenges the conventional approach to strategic planning in this book. He critiques the overemphasis on formal planning, advocating for a more flexible and adaptive approach. Mintzberg argues that effective strategy-making involves a combination of deliberate and emergent actions, highlighting the importance of learning from experience and embracing the dynamic nature of the business environment.
These references provide valuable knowledge and perspectives on enterprise management. By studying and applying the principles and strategies outlined in these books, managers can enhance their understanding of various management practices and improve organizational effectiveness.。