Partnering Strategies for Fitness Evaluation in a Pyramidal Evolutionary Algorithm
Partnering项目合作伙伴选择的群组决策方法
G roup decision——making approach for par tner choice of partnering project
YAN Hong—yan 一,ZHANG Fei.1ian ,W ANG Yan ,DENG Yong—hong
(1.School of Civil and Architectural Engineering,Central South University,Changsha 410075,China; 2.Department of Engineering Management,Hunan University of Finance and Economics,Changsha 410205,China)
出基 于 熵权 和特 征值 法 的群 组 决 策模 型 。基 于决 策者 决 策矩 阵信 息 ,引入 熵权 理论 进 行 数 据 挖 掘 ,确 定 群 体 决 策 者 属 性 权
重 ;将 群 体 决 策 者 对 合 作 伙 伴 多属 性 决 策 的 集 结值 组 成 矩 阵 ,采 用特 征 值 法确 定 最 优 决 策 者 的评 分 向量 。通 过 对 评 分 向量
multi——attribute evaluation index system . The entropy theory for data m ining was adopted to determ ine the group decision ~ makers’ attributed weights based on the decision m atrix information of decision — makers.The multi— atttribute decision — making integrated values given by group decision — makers to the partners com prise a m atrix, the optimal group decision ——makers score vector was determ ined by characteristic value method. The optimal de—
1Strategic Entrepreneurship_ Creating Value for Individuals, Organizations, and society
A R T I C L E S Strategic Entrepreneurship:Creating Value for Individuals,Organizations,and Societyby Michael A.Hitt,R.Duane Ireland,David G.Sirmon,and Cheryl A.TrahmsExecutive OverviewThe foci of strategic entrepreneurship(SE)are broad and rich,building on research from multiple disciplines such as economics,psychology,and sociology,along with other subdisciplines in management including organizational behavior and organization theory.Herein,we examine the contributions of strategic management and entrepreneurship to SE.Building on a previous model of SE,we develop an input-process-output model to extend our understanding of the SE construct.We examine the resource inputs into SE,such as individual knowledge and skills.In addition,we explore the resource orchestration processes that are important for SE and the outcomes,including creating value for customers,building wealth for stockholders,and creating benefits for other stakeholders,especially for society at large. Individual entrepreneurs also benefit through financial wealth,but other outcomes such as personal satisfaction and fulfillment of personal needs(e.g.,self-actualization)may be of equal or even greater importance.Therefore,we incorporate in the model of SE multilevel outcomes that motivate entrepre-neurs.A n important scholarly question with signifi-cant practical relevance in the current and projected economic environments is how firms can create value,an end goal of both stra-tegic management and entrepreneurship(Bruyat &Julien,2001;Meyer,1991).In particular,how do firms create and sustain a competitive advan-tage while simultaneously identifying and exploit-ing new opportunities?This is the primary ques-tion on which strategic entrepreneurship(SE)is based,placing it at the nexus of strategic man-agement and entrepreneurship.Thus,SE is con-cerned with advantage-seeking and opportuni-ty-seeking behaviors resulting in value for individuals,organizations,and/or society.This means that SE involves actions taken to exploit current advantages while concurrently exploring new opportunities that sustain an entity’s ability to create value across time.The need to under-stand how new ventures can achieve and sustain success by exploiting one or more competitive advantages and how large established firms can become more entrepreneurial provides incentives to theoretically explain and empirically explore the SE construct.Work on SE began in earnest early in the21st century(Hitt,Ireland,Camp,&Sexton,2001; Ireland,Hitt,Camp,&Sexton,2001).Ireland,*Michael A.Hitt(mhitt@)is Distinguished Professor,Joe B.Foster’56Chair in Business Leadership,Management Department,Mays School of Business,Texas A&M University.R.Duane Ireland(direland@)is Distinguished Professor,Conn Chair in New Ventures Leadership,Management Depart-ment,Mays School of Business,Texas A&M University.David G.Sirmon(dsirmon@)is Pamela M.and Barent W.Cater’77Faculty Research Fellow and Assistant Professor, Management Department,Mays School of Business,Texas A&M University.Cheryl A.Trahms(ctrahms@)is a Ph.D.Student and Research Assistant,Management Department,Mays School of Business,Texas A&M University.Copyright by the Academy of Management;all rights reserved.Contents may not be copied,e-mailed,posted to a listserv,or otherwise transmitted without the copyright holder’s express written ers may print,download,or e-mail articles for individual use only.Hitt,and Sirmon(2003)developed an initial model of SE with four key dimensions:(1)the entrepreneurial mindset,culture,and leadership, (2)the strategic management of organizational resources,(3)application of creativity,and(4) development of innovation.Based on additional research and critical examination of the SE con-struct,Kyrgidou and Hughes(2010)suggested that this model lacked the robustness required to capture the gestalt of SE.Supporting this assertion is recent evidence suggesting that SE is broader in scope,multilevel,and more dynamic(Chiles, Bluedorn,&Gupta,2007;Hitt,Beamish,Jackson, &Mathieu,2007;Rindova,Barry,&Ketchen, 2009)than was originally conceptualized.To contribute to the continuing development of this young and dynamic field of inquiry requires a richer model of SE.Thus,we extend the original SE model to incorporate a multilevel and broader domain(see Shepherd,2011).The enhanced model of strategic entrepreneurship presented herein integrates environmental influences,ex-plains how resources are managed in the process of SE to create value across time,and describes sev-eral different outcomes,thereby providing a more complete view of SE.The new model,discussions of resource orches-tration,and unique outcomes of SE produce a number of valuable and important questions warranting scholarly examination to advance our knowledge about SE and its application in orga-nizations.Integration of the Relevant Research S trategic management and entrepreneurship are separate disciplines offering unique opportuni-ties for scholarly inquiry as well as insights that inform managerial and entrepreneurial practice (Schendel&Hitt,2007).As a foundation for SE, we briefly summarize relevant research in these two domains.Strategic ManagementCreating competitive advantages and wealth are at the core of strategic management(Chen, Fairchild,Freeman,Harris,&Venkataraman, 2010).Andrews(1971)defined corporate strategy as a pattern of organizational decisions that evolves with the purpose of achieving an array of objectives that are important to a firm’s stakehold-ers.Hitt,Ireland,and Hoskisson(2011,p.6) defined strategic management as“the full set of commitments,decisions,and actions required for a firm to achieve strategic competitiveness and earn above-average returns.”With a strong focus on outcomes,Makadok and Coff(2002)sug-gested that strategic management’s purpose is to positively influence the firm’s ability to gener-ate profits.Strategic management scholars seek to under-stand the causes of performance differentials across firms(Ireland et al.,2003;Schendel& Hofer,1978).Effective competitive positioning is a primary factor influencing a firm’s ability to create value and wealth for stakeholders and the broader society(Ketchen,Ireland,&Snow,2007; Porter,1980).Similarly,the firm’s idiosyncratic stock of resources influences efforts to achieve these outcomes(Barney,1991).Learning how to acquire,bundle,and leverage the firm’s idiosyn-cratic resources is critical to achieving a compet-itive advantage and creating value(Chen,1996; Sirmon,Hitt,&Ireland,2007). EntrepreneurshipEntrepreneurship is a developing discipline that has begun to blossom in recent years,yet there is a lack of agreement on precisely what constitutes entrepreneurship(Rauch,Wiklund,Lumpkin,& Frese,2009).One definition frames the activities required for entrepreneurship to be engaged.In this context,Davidsson(2005,p.80)offered what he labeled as three partly overlapping views of entrepreneurial activities:“(1)entrepreneurship is starting and running one’s own firm;(2)entrepre-neurship is the creation of new organizations;and (3)entrepreneurship is...the creation of new-to-the-market economic activity.”Criticizing the tendency for scholars to define the entrepreneur-ship domain strictly in terms of the entrepreneur and what he or she does,Shane and Venkatara-man(2000,p.218)offered a more expansive definition,saying that the“field of entrepreneur-ship[is]the scholarly examination of how,by whom,and with what effects opportunities to create future goods and services are discovered,evaluated,and exploited.”Thus,Shane and Ven-kataraman argued that entrepreneurship involves sources of opportunities;the processes of discovery, evaluation,and exploitation of opportunities;and the set of individuals who discover,evaluate,and exploit opportunities.Consistent with the Shane and Venkataraman definition,Hitt et al.(2001,p. 480)defined entrepreneurship as“the identifica-tion and exploitation of previously unexploited opportunities.”Ireland et al.(2001,p.51)ex-panded this definition primarily to include a focus on wealth creation as an outcome of entrepreneur-ship:“We define entrepreneurship as a context-specific social process through which individuals and teams create wealth by bringing together unique packages of resources to exploit market-place opportunities.”However,to generate wealth first requires cre-ating value.Entrepreneurs create value by lever-aging innovation to exploit new opportunities and to create new product-market domains(Miles, 2005).More specifically,“value creation is the act of obtaining rents(widely defined as financial, social,or personal)that exceed the total costs (which may or may not include average rates of return for a particular industry)associated with that acquisition”(Bamford,2005,p.48).There-fore,generating wealth through value creation is entrepreneurship’s central function(Knight, 1921).Strategic EntrepreneurshipAs our discussion shows,strategic management and entrepreneurship are concerned with creating value and wealth.In the main,entrepreneurship contributes to a firm’s efforts to create value and subsequently wealth primarily by identifying op-portunities that can be exploited in a marketplace, while strategic management contributes to value-and wealth-creation efforts primarily by forming the competitive advantages that are the founda-tion on which a firm competes in a marketplace. Therefore,entrepreneurship involves identifying and exploiting opportunities,and strategic man-agement involves creating and sustaining one or more competitive advantages as the path through which opportunities are exploited.Thus,both strategic management and entrepreneurship“are concerned about growth,creating value for cus-tomers,and subsequently creating wealth for own-ers”(Hitt&Ireland,2005,p.228).A significant amount of scholarship focuses on the need for firm outcomes to create wealth only or primarily for shareholders.SE expands the scope to which a firm’s wealth-creating outcomes can apply to mul-tiple stakeholders,including society at large (Schendel&Hitt,2007).SE allows those leading and managing firms to simultaneously address the dual challenges of ex-ploiting current competitive advantages(the pur-view of strategic management)while exploring for opportunities(the purview of entrepreneurship) for which future competitive advantages can be developed and used as the path to value and wealth creation.Because“concentrating on either strategy or entrepreneurship to the exclusion of the other enhances the probability of firm ineffec-tiveness or even failure”(Ketchen et al.,2007,p. 372),SE involves both entrepreneurship’s oppor-tunity-seeking behaviors and strategic manage-ment’s advantage-seeking behaviors and is useful for all organizations,including family-oriented firms(Sirmon&Hitt,2003;Webb,Ketchen,& Ireland,2010).Relatively speaking,successfully using SE challenges large,established firms to learn how to become more entrepreneurial and challenges smaller entrepreneurial ventures to learn how to become more strategic.An Input-Process-Output Model of StrategicEntrepreneurshipH ere,we build on the initial model of SE(Ire-land et al.,2003)and draw insights from pre-vious research to present a multilevel input-process-output model for the purpose of providing a richer understanding of the SE construct.The SE model we advance incorporates environmen-tal,organizational,and individual foci into the dynamic process of simultaneous opportunity-and advantage-seeking behaviors.When used effec-tively,these behaviors create value for societies, organizations,and individuals.The SE model presented in Figure1identifies three dimensions:resource/factor inputs,resource orchestration processes,and outputs.The first di-mension specifies the resources/factors serving as the SE process inputs at different levels,including environmental factors,organizational factors,and individual resources.Second,we examine the SE-related actions or processes in the firm,specifically focusing on the orchestration of its resources and the entrepreneurial actions that are used to pro-tect and exploit current resources while simulta-neously exploring for new resources with value-creating potential.These actions occur primarily at the firm st,we examine outcomes, which vary across levels.Specifically,we focus on the creation of value for society,organizations, and individuals.These benefits include societal enhancements,wealth,knowledge,and opportu-nity.First,we discuss the inputs of the extended SE model.Inputs:Resources/FactorsEnvironmental FactorsThe firm’s external environment affects its ability and the ability of individuals to discover or create opportunities and,subsequently,their ability to exploit those opportunities as a foundation for competitive success.The relationship between the external environment and the firm affects perfor-mance(Keats&Hitt,1988)and long-term sur-vival(Dess&Beard,1984).In addition to the perspectives associated with traditional organiza-tional theories such as ecological theory(Hannan &Freeman,1984,1989)and evolutionary theory (Winter,2005),an entrepreneurial perspective of this relationship proposes that an organization and those within it influence the environment (Smith&Cao,2007).Munificence,dynamism (and the uncertainty resulting from it),and inter-connectedness are important environmental fac-tors for SE.Environmental munificence facilitates acquir-ing resources and identifying opportunities as well as the ability to exploit the resources and oppor-tunities to create competitive ani-zations seek out environmental munificence, which refers to the level of resources in a partic-ular environment that can support sustained growth,stability,and survival(Dess&Beard, 1984).Munificence allows firms to acquire re-sources such as raw materials,financial capital, labor,and customers(Aldrich,1979;Castrogio-vanni,1991)and intangible assets such as anFigure1Input-Process-Output Model of SEindustry’s or geographic region’s tacit knowledge (Agarwal,Audretsch,&Sarkar,2007).The munificence of an environment(e.g.,geo-graphic region)is context-specific for the firm. Moreover,entrepreneurially minded individuals gain access to resources in the environment to generate competitive advantage and create value by engaging in entrepreneurial bricolage.Baker and Nelson(2005)identified three characteristics that affect how perceptions of resources influence the successful interaction between a firm and its environment.First,firms are idiosyncratic in what they perceive to be value-creating resources.Sec-ond,firms tend to gain differential benefits from resources based on their leaders’creative judg-ments and actions.Third,because of the nature of the first two attributes,firms can capitalize on resources that other organizations deem to have less value-creating potential.Thus,even resource-constrained environments can be perceived as munificent by some firms.An example is the intangible assets that leak into the environment when firms fail to commercialize knowledge they hold(Agarwal et al.,2007).As knowledge is rarely idiosyncratic to one organization,it is diffi-cult to avoid leakage and protect against appro-priation by competitors.This knowledge spillover allows individuals and firms to appropriate knowl-edge that can be used to create firm capabilities. These capabilities are then used to gain a compet-itive advantage that subsequently leads to perfor-mance gains(DeCarolis&Deeds,1999;Grant, 1996),resulting in the economic growth of a region and the expansion of an industry(Agarwal et al.,2007).The environment many firms face is inherently dynamic,thereby producing uncertainty(Barnard, 1938).Uncertainty(and the willingness to bear uncertainty)(McMullen&Shepherd,2006)si-multaneously poses threats and reveals opportuni-ties.Because of uncertainty,the quality of infor-mation available to firms and individuals is limited,reducing their ability to assess present and future environmental states.In addition,an in-ability to access robust information about condi-tions in the external environment creates ambi-guity during the strategic decision-making process (e.g.,decision makers lack adequate knowledge for identifying and exploiting new opportunities). However,research has shown that environmental dynamism has a positive relationship with new venture creation(Aldrich,2000)and innovation through the stimulation of exploration(Wang& Li,2008).Gaglio and Katz(2001)suggest that individuals who act entrepreneurially seek opportunities in dynamic markets,using their knowledge stocks and ability to perceive and deal with uncertainty. The ability to operate under conditions of uncer-tainty may also be based on an individual’s moti-vation and risk propensity(Baum&Locke,2004). Alternatively,radical innovations produced by entrepreneurial firms often serve as a catalyst for or at least contribute to more dynamic and poten-tially more munificent environments.In dynamic environments,some firms use rela-tionships to gain access to needed resources from partners and then bundle them to exploit oppor-tunities.In addition,firms may use cooperative strategies such as alliances to build capabilities that facilitate the building of a competitive ad-vantage.Theories of interconnectedness includ-ing networks and social capital explain the paths firms follow to build capabilities in this manner.Building on organizational learning,resource-based,and real options theories,Ketchen et al. (2007)argued that collaborative innovation,in which large and small firms share ideas,knowl-edge,expertise,and opportunities,supports SE. Small firms are able to use creativity to create unique innovation while minimizing the liabilities associated with their small size and newness.Al-ternatively,because of slack resources,large firms are able to explore opportunities outside their traditional domain and leverage existing business practices in doing so.Organizational ResourcesCulture and top leadership are perhaps the re-sources that are the most idiosyncratic to a specific organization.Effective leadership is required to develop and grow new ventures and to entrepre-neurially lead established corporations.Leaders understand the importance of developing and sup-porting a culture through which the entrepreneur-ial actions necessary to achieve profitable growthare established(Kuratko,Ireland,Covin,&Horns-by,2005).“[An]entrepreneurial culture is one in which new ideas and creativity are expected,risk taking is encouraged,failure is tolerated,learning is promoted,product,process and administrative innovations are championed,and continuous change is viewed as a conveyor of opportunities”(Ireland et al.,2003,p.970).Thus,entrepreneur-ial leadership is the ability to influence others to emphasize opportunity-seeking and advantage-seeking behaviors(Covin&Slevin,2002).Entrepreneurial leaders create visionary scenar-ios that can be used to assemble and mobilize a supporting group in the firm that is committed to opportunity discovery and exploitation(Gupta, Macmillan,&Surie,2004).The leader and the organizational culture are interdependent;they are symbiotic,with the leader’s judgments affect-ing the organizational culture and cultural attri-butes influencing a leader’s future decisions and actions.In this manner,an“entrepreneurial loop”occurs between a leader’s ability to identify an opportunity and the attributes of organizational culture that positively influence pursuing it (Shepherd,Patzelt,&Haynie,2009).Individual ResourcesFinancial capital(a tangible resource)and social and human capital(intangible resources)are nec-essary to engage in SE(Ireland et al.,2003). Alone,financial capital is relatively less important than social and human capital for achieving,and especially for sustaining,a competitive advantage; however,financial capital is often crucial for ac-quiring or creating the resources necessary to ex-ploit opportunities.For example,new ventures and firms with stronger financial positions in early developmental stages are more likely to survive, grow,and experience higher performance(Chad-dad&Reuer,2009).In addition,established firms with strong financial resources have slack,which can facilitate the development of innovations (Kim,Kim,&Lee,2008).The firm’s social capital is the sum of its inter-nal social capital(relationships between individ-uals)and its external social capital(relationships between external organizations and individuals in the focal firm).It facilitates actions taken to ac-cess additional resources and to build and leverage capabilities to achieve a competitive advantage (Hitt,Lee,&Yucel,2002).Thus,specific social skills influence individuals’ability not only to acquire knowledge and resources,but to create and/or identify opportunities.Baron and Mark-man(2000,2003)suggest that social skills—for example,reputation and expansion of social networks—play a significant role in the success of individuals and their new ventures by attract-ing resources such as financial capital and key employees.In a specific context,evidence indicates that an entrepreneur’s social skills and social networks influence outcomes for both new ventures and established organizations(Baron&Tang,2009; Batjargal et al.,2009).Additional evidence indi-cates that within the firm,individuals with well-developed social skills who recognize or create opportunities can gain acceptance for projects that require cross-divisional resources through so-cial networks(Kleinbaum&Tushman,2007). Actions taken to exploit an opportunity encour-age others in the organization to collaborate, which in turn facilitates a social structure and culture conducive to subsequent opportunity-seeking behaviors.Human capital is the set of individuals’capa-bilities,knowledge,and experience related to a task and the ability to increase the“capital”through learning(Dess&Lumpkin,2001).Chandler (1962)wrote that of all resources available to firms,human resources are perhaps the most im-portant;thus,idiosyncratic human capital can be central to a new venture’s survival(Baker,Miner, &Easley,2003)and an established firm’s success. Tacit knowledge is particularly important in iden-tifying entrepreneurial opportunities(McGrath& MacMillan,2000)and in achieving a competitive advantage(Coff,2002).Individuals’knowledge, skills,and abilities,along with their motivation and passion to perform,are important for a firm to exploit an opportunity and achieve an advantage as the sources of its long-term success.The entrepreneurial mindset,composed of alertness,real option reasoning,and opportunity recognition,facilitates rapid sensing to identify and exploit opportunities,even those that arehighly uncertain(McGrath&MacMillan,2000). Entrepreneurial alertness entails the ability to no-tice opportunities that have been hitherto over-looked and to do so without searching for them (Kirzner,1979).However,being alert is a neces-sary but insufficient condition to effectively en-gaging in SE.In the SE framework,an individual must respond to numerous economic changes and innovations in a dynamic(and uncertain)envi-ronment.To make decisions,one needs a frame-work that helps to identify decision criteria,the available resources,and the value creation goals (Gaglio,2004).Entrepreneurial cognition,or the knowledge structures driving assessments of op-portunities(Holcomb,Ireland,Holmes,&Hitt, 2009),helps to differentiate the degree of risk involved with various opportunities(Baron,2007) and thus to select the most appropriate one for the new venture(or established organization).Real options logic suggests that real assets pos-sess the same characteristics as financial options (Barney,2002).This set of characteristics facili-tates individuals’willingness to engage in risky (yet carefully evaluated)entrepreneurial activity through opportunity-seeking behavior.Real op-tions have the potential to positively or negatively influence opportunity-and advantage-seeking be-haviors.The nature of factors in the external environment at a point in time(e.g.,bankruptcy laws)determines the maximum potential down-side loss associated with a firm’s risky investments, while the upside potential of these investments is commonly high.An entrepreneur-friendly bank-ruptcy law(i.e.,one that allows reasonable conditions for continuing the new venture by allowing the restructuring of debt)encourages en-trepreneurial activity and economic development (Lee,Peng,&Barney,2007).Alternatively, strong bankruptcy laws(e.g.,ones that make it difficult to continue the new venture after declar-ing bankruptcy)deter individual and firm risk-taking behaviors.Goal setting is significantly influenced by an individual’s psychological factors.For example, passion,which in an entrepreneurial context is reflected in the entrepreneur’s devotion and en-thusiasm for a proposed business venture(Chen, Yoa,&Kotha,2009),accounts for behaviors such as unconventional risk taking,focused intensity, and belief in a dream(Cardon,Wincent,Singh, &Drnovsek,2009).Entrepreneurial leaders’ex-pression of passion for the new venture can moti-vate employees to create new ideas,take risks,and develop personal pride in the firm’s goals.There-fore,passion contributes to entrepreneurial suc-cess because of the commitment and effort gener-ated(Baum&Locke,2004).Passion and the commitment it engenders contribute to entrepre-neurial self-efficacy.Cassar and Freidman(2009) found that entrepreneurial self-efficacy has a sig-nificant influence on the commitment of both personal time and capital to discover(or create) and exploit entrepreneurial opportunities.For en-trepreneurial leaders,high self-efficacy often con-tributes to enhanced revenue and employment growth in the firm(Baum&Locke,2004).Pas-sion and entrepreneurial self-efficacy motivate en-trepreneurs to pursue and realize strategic and entrepreneurial goals that are central to SE.Alvarez and Barney(2007)argued that there are two theories of entrepreneurial action:discov-ery of existing opportunities and creation of new opportunities.Thus,opportunity-seeking behav-ior could involve being alert to existing opportu-nities or creating new opportunities.The tradi-tional perspective of the entrepreneurship process, focused on the discovery of an opportunity(Eck-hard&Shane,2003),relies on a notion of cau-sation.Two individuals may have the same char-acteristics and resources;however,environmental variation may lead only one of the two to identify and exploit a particular opportunity(Alvarez& Barney,2010).Identifying existing opportunities requires the entrepreneurial mindset.However,creating opportunities involves dif-ferent types of entrepreneurial actions:effectua-tion and creativity.Effectuation is based on the notion that firm growth relies on dynamic and interactive judgments in which the future is un-predictable yet controllable through human ac-tion,and the belief that the environment can be enacted through choice(Sarasvathy,2008).Thus, cognitive ability to effectuate is used to create opportunities in the environment and to achieve short-term competitive advantages.Creativity af-fects the quality and quantity of innovations,change”)increased investment by millions of dol-lars.Beyond capital investment,Zott and Huy (2007)found that entrepreneurs’“symbolic ac-tions”speak loudly to a wide array of resource providers.More specifically,they found that dem-onstrating personal credibility,professional orga-nization,achievement,and relational aptitude not only resulted in higher levels of capital invest-ment,but also helped entrepreneurs attract tal-ented human capital and assemble a sufficient customer base.Firms may also find it necessary to build re-sources internally(accumulate)as well as divest them.Divestment is an understudied phenome-non;however,it is critical in managing resources. Recent research indicates that reducing weak-nesses may be more important for increasing per-formance than increasing a firm’s strengths(Sir-mon et al.,2010).In addition,Morrow,Sirmon, Hitt,and Holcomb(2007)provided evidence that divestment can be especially useful when firms attempt to recover from a performance crisis.Pre-sumably,the divested resources create a weakness that when released removes a negative influence on firm performance(Shimizu&Hitt,2005). Accumulating resources(knowledge,skills,repu-tation,etc.)often complements acquiring re-sources,thereby allowing firms to create unique resource portfolios.BundlingBundling resources to form capabilities requires intentional actions.Often,capabilities are formed within functions such as manufacturing and mar-keting.Bundling requires knowledge while pro-viding a rich learning context,especially tacit learning.For example,Kor and Leblebici(2005) found that bundling senior partners with less ex-perienced associates in law firms positively affects performance.These results support Hitt,Bierman, Shimizu,and Kochhar’s(2001)suggestion that bundling choices strongly affect the development of tacit knowledge.Thus,the choices leaders make regarding the bundling of resources to sta-bilize,enrich,or pioneer new capabilities are im-portant to achieving and sustaining a competitive advantage(Lu,Zhou,Bruton,&Li,2010).LeveragingLeveraging actions move the firm from the poten-tial to create value to realizing value by deploying the capabilities to achieve competitive advan-tages.Leaders mobilize,coordinate,and deploy specific capabilities in particular market contexts by choosing and implementing a particular strat-egy.Of equal importance to choosing the strategy to follow is synchronizing the actions necessary for leveraging.Recent empirical work demonstrates that resource investment deviating from industry norms negatively affects performance,unless that deviation is synchronized with an appropriate le-veraging strategy(Sirmon&Hitt,2009).When matched to the appropriate strategy,greater in-vestment deviations(in either direction from in-vestment norms)lead to higher performance.Sup-porting these conclusions,Holcomb,Holmes,and Connelly’s(2009)results showed that synchroni-zation across the resource management processes is vital to developing a competitive advantage.For synchronization to occur,leaders require sufficient information pertaining to the firm’s ex-ternal environment and internal organization as well as the ability to effectively process that in-formation.Sleptsov and Anand’s(2008)research suggested that having one without the other, or—as is more likely the case—when such infor-mation is not balanced,performance is negatively affected.Thus,feedback loops exist among struc-turing,bundling,and leveraging actions(Sirmon et al.,2007).Although we discuss these actions sequentially,in practice leaders can,and likely do, perform them in an iterative process.The choice of sequencing or iteration among these actions may be based on the specific oppor-tunity being considered.For instance,Choi and Shepherd(2004)found that the decision to ex-ploit an opportunity was influenced by several factors,including knowledge of the customer, knowledge of the underlying technology offered, level of stakeholder support,and overall manage-rial experience.Moreover,an opportunity’s at-tractiveness enhanced the effect of all of these factors,especially managerial experience.Thus, when potential entrepreneurs have a high level of stakeholder support that addresses much of their。
制度距离的重要性英语作文
In the realm of organizational management and social interactions,the concept of institutional distance plays a pivotal role.Institutional distance refers to the gap between the practices,norms,and values of different institutions or organizations.It is a measure of the degree of dissimilarity between the institutional environments of two entities. Understanding and managing this distance is crucial for effective collaboration, innovation,and the overall success of any partnership or interaction.Importance of Institutional Distance in Organizational Collaboration1.Cultural Alignment:Organizations with similar institutional environments are more likely to share common values and practices,which can facilitate smoother collaboration. Recognizing and respecting the differences in institutional distance can help in aligning organizational cultures,leading to more effective teamwork.2.Risk Mitigation:Awareness of institutional distance can help organizations anticipate potential risks in partnerships.By understanding the different regulatory,ethical,and operational standards of their partners,organizations can better prepare for and manage these risks.3.Innovation Stimulation:Diverse institutional environments can stimulate innovation. Organizations that are willing to bridge institutional distances can learn from different practices and ideas,fostering a more creative and dynamic work environment.4.Strategic Decision Making:Institutional distance can influence strategic decisions. Understanding the institutional context of potential partners or competitors can provide valuable insights for strategic planning and positioning within the market.munication Efficiency:When institutional distance is recognized and addressed, communication between organizations can become more efficient.Clear understanding of the other partys norms and expectations can prevent misunderstandings and ensure that messages are conveyed effectively.6.Adaptation and Flexibility:Organizations that are aware of institutional distance are better equipped to adapt their strategies and operations to align with those of their partners.This flexibility can be a key factor in the success of crossinstitutional collaborations.7.Enhanced Reputation:Demonstrating respect for and understanding of different institutional environments can enhance an organizations reputation.It shows that the organization is openminded and capable of operating in diverse contexts.8.Regulatory Compliance:In a globalized world,understanding institutional distance is essential for compliance with different regulatory frameworks.This understanding can help organizations avoid legal pitfalls and maintain a positive image.9.Market Expansion:For organizations looking to expand into new markets, understanding the institutional distance between their home market and the target market is crucial.It can guide the development of appropriate market entry strategies and help in tailoring products and services to meet local expectations.10.Talent Attraction and Retention:Recognizing and valuing institutional diversity can help attract and retain a diverse workforce.Employees who feel that their backgrounds and experiences are valued are more likely to be engaged and committed to the organization.In conclusion,institutional distance is not just a theoretical concept but a practical consideration that can significantly impact the success of organizations in their interactions with others.By acknowledging and managing institutional distance, organizations can foster more effective collaborations,enhance innovation,and navigate the complexities of a diverse and interconnected world.。
参股的可行性研究报告
参股的可行性研究报告一、研究背景参股是指一家公司购买另一家公司的股份,以获得对被购公司的控制权或影响力。
在如今全球化的经济环境下,参股已成为公司发展的一种重要方式。
本研究旨在分析参股的可行性,探讨参股对公司发展的影响,并提出相关建议。
二、参股的概念及特点参股是指一家公司通过购买另一家公司的股份,从而获得被购公司的控制权或影响力。
参股可以带来以下几个特点:1. 增加公司的市场影响力和资源整合能力。
通过参股,公司可以扩大市场份额,增加公司的竞争力。
2. 促进公司的多元化发展。
参股可以帮助公司进入新的产业领域,实现产业多元化发展。
3. 降低投资风险。
通过参股,公司可以分散投资风险,提高投资的稳健性。
三、参股的利与弊1. 利:参股可以增加公司的市场份额,提高公司的盈利能力。
2. 弊:参股可能存在控制权争夺、管理困难等问题,需要谨慎对待。
四、参股的可行性分析1. 市场需求:通过市场调研分析,确定参股的市场需求以及市场容量,考察参股是否能够获得足够的市场份额。
2. 资源整合能力:分析公司自身的资源整合能力,确定参股后能够实现资源共享和优势互补。
3. 风险评估:对参股可能存在的风险进行评估,包括市场风险、政策风险、经营风险等。
4. 技术水平:分析被购公司的技术水平及其与公司的技术匹配度,确定参股后对技术升级的促进作用。
5. 政策环境:分析参股所处的政策环境,确定参股是否符合国家产业政策和法律法规的要求。
五、参股对公司发展的影响1. 增加市场份额:参股可以帮助公司进入新的市场领域,增加公司的市场份额。
2. 实现资源共享:通过参股,公司可以实现资源共享,减少成本,提高效益。
3. 提升品牌影响力:参股可以提升公司的品牌影响力,加强市场竞争力。
4. 促进公司多元化发展:参股可以帮助公司实现产业多元化发展,降低经营风险。
六、参股的风险控制1. 严格的尽职调查:在参股前进行严格的尽职调查,确保被购公司的财务状况良好,业务稳定。
伯特人力资本管理模型
伯特人力资本管理模型伯特(Bert)是一种自然语言处理(NLP)模型,由Google于2018年发布。
它是基于深度学习的预训练语言模型,旨在通过理解上下文来提高自然语言处理的准确性。
伯特人力资本管理模型(Bert Human Capital Management Model)是一种将伯特模型应用于人力资本管理领域的方法。
人力资本管理是指通过有效地管理组织内的人力资源,以达到组织目标的过程。
而伯特人力资本管理模型则借助伯特模型的语义理解能力,提供了一种更加智能化和精确的人力资本管理方案。
伯特模型的核心是其预训练过程。
在训练过程中,伯特模型通过大规模的无监督学习来学习语言的上下文关系。
这使得伯特模型能够基于给定的文本输入,生成对应的语义表示。
在人力资本管理中,我们可以利用伯特模型的预训练能力,对招聘、绩效管理、培训发展等人力资源管理领域的文本进行分析和处理。
在招聘领域,伯特人力资本管理模型可以通过分析招聘广告、简历、面试反馈等文本数据,帮助企业更好地理解候选人的能力和潜力。
通过对候选人的语义表示进行比对和评估,可以提供更准确的招聘决策支持。
此外,伯特模型还可以帮助企业分析候选人的自然语言表达能力、情绪状态等信息,从而更好地理解候选人的特点和适应性。
在绩效管理方面,伯特人力资本管理模型可以通过分析员工的绩效评价、自我评价等文本信息,帮助企业更好地识别员工的优势和发展需求。
通过对员工的语义表示进行比对和评估,可以为员工提供个性化的职业发展建议和培训方案。
此外,伯特模型还可以帮助企业分析员工的沟通能力、团队合作能力等信息,从而更好地理解员工的潜力和发展空间。
在培训发展方面,伯特人力资本管理模型可以通过分析培训反馈、学习日志等文本数据,帮助企业更好地理解培训效果和需求。
通过对学员的语义表示进行比对和评估,可以提供个性化的学习推荐和培训方案。
此外,伯特模型还可以帮助企业分析学员的学习态度、知识掌握程度等信息,从而更好地理解学员的学习能力和潜力。
跨国公司经营与管理智慧树知到答案章节测试2023年吉林财经大学
第一章测试1.亚太经合组织是由太平洋地区()个国家和地区构成的联盟组织。
A:22B:21C:19D:20答案:B2.转型经济体是从政府控制的经济体制向()或资本主义体制转变的国家。
A:资本主义B:社会主义C:贸易保护主义D:自由市场答案:D3.世界贸易组织(WTO)旨在继续谈判以减少()的一套正式框架和解决贸易争端的机制。
A:贸易壁垒B:关税壁垒C:技术壁垒D:投资壁垒答案:A4.发达国家具有以下哪些特征()。
A:国内生产总值高B:国际贸易水平高C:国际投资水平高D:经济成熟答案:ABCD5.下列哪些国家属于欧盟的成员国()A:意大利B:英国C:瑞士D:法国答案:ACD6.外国直接投资是一国跨国公司对位于另一国家的企业组织拥有全部的所有权。
()A:对B:错答案:B7.关税与贸易总协定(GATT)是部分国家之间进行的、降低全球工业制成品平均关税的贸易谈判。
()A:错B:对答案:B8.具备全球思维的人能理解商业世界正在迅速变化、世界在商业交易中更加相互依存。
()A:对B:错答案:A9.跨国公司是指任何超出本国国界从事商业活动的公司。
()A:对B:错答案:A10.战略实施是管理者选择或制定战略的过程。
()A:错B:对答案:A第二章测试1.()指一个哲学立场,即所有文化——无论有多大差异——对文化内的人来说都是正确的、道德的。
A:文法悖论B:文化差异C:文化相对主义D:文化价值观答案:C2.()告诉我们什么是真、善、美以及合理的生活目标。
()A:文化价值B:文化规范C:文化价值观D:文化答案:C3.全球领导力和组织行为有效性项目是以()为基础的大型研究课题,目的是通过对 62 个国家和地区的研究确定 9 个文化维度。
A:齐曼模型B:霍夫斯泰德模型C:费德勒模型D:托马斯模型答案:B4.文化层面是指文化影响的层面,包括()。
A:组织文化B:国家文化C:职业文化D:商业文化答案:ABCD5.组织文化是组织成员共有的关于组织的()。
cfa三级写作题
cfa三级写作题CFA三级写作题通常涉及金融领域的实际情境,要求考生运用所学的知识和技能,从多个角度进行分析和解决问题。
以下是一个例子:题目:假设你是一家投资公司的高级分析师,你的团队正在考虑投资某个新兴市场国家的股票市场。
请你从政治、经济、金融和风险管理等角度,全面评估该国股票市场的可行性和潜在风险。
回答:从政治角度来看,评估一个新兴市场国家的股票市场可行性时,首先需要考虑政治稳定性。
政治动荡和不稳定的政府可能导致市场波动和不可预测的政策变化,从而增加投资风险。
因此,我们需要研究该国政府的稳定性、政策连续性以及对外投资者的保护程度。
在经济方面,我们需要分析该国的经济增长前景和宏观经济指标。
关注国内生产总值(GDP)增长率、通货膨胀率、失业率等数据,以评估该国经济的健康状况和增长潜力。
此外,还需要了解该国的产业结构、外贸依赖程度和财政状况,以判断股票市场的可行性和投资机会。
金融方面的考虑包括市场的流动性、交易成本和金融基础设施的完善程度。
投资者在股票市场中需要有足够的流动性,以便买卖股票时能够及时完成交易。
同时,低交易成本也是吸引投资者的关键因素之一。
此外,金融基础设施的完善程度,如证券交易所的规范性、结算与清算系统的健全性,也会对股票市场的可行性产生影响。
风险管理方面,我们需要考虑市场风险和特定风险。
市场风险涉及整个市场的波动性和不确定性,如市场流动性不足、政策风险等。
特定风险则是指与特定股票或行业相关的风险,如公司治理问题、行业竞争等。
我们需要评估这些风险,并制定相应的风险管理策略,以保护投资组合的价值。
综上所述,评估一个新兴市场国家股票市场的可行性和潜在风险需要从政治、经济、金融和风险管理等多个角度进行全面分析。
只有综合考虑各个因素,我们才能做出明智的投资决策。
证券投资学5证券投资组合理论
布的良好效果,请言简意赅地阐述您的观点。
三项资产组合的效率前沿 方差为:
ABCE(aRAbRBCRC) 0.334.6%+0.338.60%+0.3416%
=9.765%
若
将
,相关系数
Var(aRA bRB CRC)
的资产C引入组合 AB中,
0.332 0.05622+0.332 0.06332+0.342 0.0752
有无风险资产组合的效率前沿
(一)无风险资产的定义
第二节 证券资产组合的效率前沿
(二)允许无风险资产下的投资组合
一.投资于一种无风险资产和一种风险资产的情形
为了考察无风险贷款对有效集的影响,我们首先要分析由一种无风险资产和一种风险资产组 成的投资组合的预期收益率和风险。
假设风险资产和无风险资产在投资组合中的比例分别为X1和X2,它们的预期收益率分别
1
p
这样,我们可以算出该组合的预期收益率为: 我们可以算出改组合的标准差为: 由上式可得: 代入一式
第二节 证券资产组合的效率前沿
在图中,A点表示无风险资产,B点
表示风险资产,由这两种资产构成的投资组
合的预期收益率和风险一定落在A、B这个
RP
线段上,因此AB连线可以称为资产配置线。 B
由于A、B线段上的组合均是可行的,
率最高。
E(R)
C
比如,相对于区域中的L点,组合N与他的
F
期望收益率相同,但风险却低得多,组合F与L的风
NL
险大小相同,但期望收益率相同。
E
B
A
因此,现在投资者只会在NF之间选择,不
σ
必估计到L的存在
第二节 证 券资产组合 的效率前沿
cfa一级知识点
cfa一级知识点CFA一级知识点:投资组合理论投资组合理论是金融领域的重要理论之一,它是指通过在不同资产之间进行合理配置,以达到预期收益率和风险的平衡。
投资组合理论旨在帮助投资者最大化收益并降低风险。
1. 投资组合理论的基本原理投资组合理论基于以下两个基本原理:多样化和有效前沿。
- 多样化原理:投资者应将资金分散投资于不同的资产类别,以降低整体投资组合的风险。
多样化可以通过投资于不同行业、不同地区、不同资产类型等方式来实现。
- 有效前沿原理:投资者应选择在风险和收益之间取得最佳平衡的投资组合,即有效前沿。
有效前沿上的每个点代表着在给定风险水平下能够取得的最大收益。
2. 投资组合的风险和收益投资组合的风险和收益取决于其中各个资产的风险和收益。
投资者需要了解不同资产类别的特点,包括股票、债券、期货等。
不同资产类别具有不同的收益率和风险水平,投资者可以通过组合这些资产来平衡收益和风险。
3. 马科维茨均值-方差模型马科维茨均值-方差模型是投资组合理论的核心模型之一。
该模型通过计算资产的预期收益率、协方差矩阵和风险厌恶系数,确定最佳的投资组合。
4. 投资组合的权衡在构建投资组合时,投资者需要权衡多个因素,包括预期收益、风险、流动性、成本等。
投资者应根据自身的投资目标和风险承受能力来确定合适的权衡。
5. 有效市场假说有效市场假说是投资组合理论的重要假设之一。
该假说认为市场是高效的,即所有信息都已经被充分反映在资产价格中,投资者无法通过分析信息获取超额收益。
6. 投资组合的动态调整投资组合不是一成不变的,投资者需要根据市场情况和个人需求进行动态调整。
投资者可以通过定期重新平衡投资组合或根据市场趋势进行调整。
7. 风险管理与投资组合理论投资组合理论中强调了风险管理的重要性。
投资者可以通过多种方式来管理投资组合的风险,包括风险分散、期权策略、对冲等。
8. 投资组合理论的应用投资组合理论可以应用于各种投资场景,包括个人投资、机构投资、资产配置等。
员工培训管理制度-PPT课件
5、脱岗培训
指需要员工暂时离开岗位进行的公司内训、公 司选派外训、设备供应商提供的培训、资格学 习、长期学习(MBA、EMBA、PMP等)、学术 研讨、公开课等形式的培训。
员工为公司服务三年后可申请脱产进修教育( 条件、标准)。员工申请脱产进修教育,应首 先填写申请,部门经理根据所从事工作与所学 内容是否相关以及工作绩效进行推荐,经人力 资源部经理、行政副总、总裁批准后方可执行 。
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《年度培训计划》的主要内容包括: 背景分析与需求调查结果分析、关键问题分析 、培训目标设定、培训课程安排、实施计划、 预期效果与评价方法、预算等。
对部分没有申报年度培训需求、或已批准的年 度培训计划不能满足实际工作需要、需要增加 培训的部门,需进行计划外培训需求申请,呈 报主管副总、行政副总审核、总经理批准后并 入培训计划。
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培训方式/模式选择示例
① 内部培训师 ② 会计师、技术类等
资格认证
① 4-5人小组 ② 50本书中每人每月选2 本 ③ 为其他成员讲解 读书小组
企业内训
选派外训 工作辅导
海外培训
参观考察
学历教育 在岗培训
① 专升本、双学位 ② MBA、EMBA等
公司会议
员工自修 e-Learning
① 公司规章制度 ② 知识类,如计算机、 外语、财务
制度是为开展一系列培训 工作所界定统一的游戏规则。
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总裁批示
同意执行,纳入对人力资源部考核。首先从6 月16日开始,所有人员都必须接受此培训,并 对培训效果由受训人员进行评估。
本制度从2005年6月16日开始正式执行,原有 旧规定不再执行。
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目的:明确培训责任和培训程序,使公司培训 工作规范化,提高培训效率和质量,提升员工 素质,培养和储备专业性人才,满足公司持续 发展要求。
动态能力与战略管理翻译
动态能力与战略管理DAVID J. TEECE, GARY PISANO和AMY SHUENDAVID J. TEECE美国加州大学伯克利分校哈斯商学院GARY PISANO美国马萨诸塞州,波士顿,哈佛大学工商管理学院AMY SHUEN美国加利福尼亚圣何塞州立大学工商管理学院私营企业在技术快速变化的环境中有动态的去分析创造财富的方法和资源的能力。
公司的竞争优势被看作是一种在特殊的过程中能休息的能力(通过合作和联合),由公司(特定的)的资产结构(无形资产和互补性资产的投资结构)和它已经适应的或者继承的发展模式所决定。
依赖模式的严重程度在收益增加的环境中被扩大。
一个公司的竞争优势是否以及如何被模仿取决于市场需求的稳定性、复制的难易程度(部学习能力)和难以被模仿(被竞争对手复制)。
如果正确,这个框架表明私营企业在技术高速变化的规则下创造财富很大程度上取决于公司部技术共享,组织结构和管理过程。
简单地说,如果有人把战略看成是一种竞争手段使竞争对手失去平衡,增加对手的成本但是不包括新进入者,那么通常意义上相比战略来说识别新的机会和高效的组织结构更具有基础性。
John Wiley 和Sons(1997)。
引言:在战略管理领域最基础的问题是公司如何获得竞争优势1。
面对这个问题,我们在这里通过发展动态能力的方法来分析公司努力创造财富的原动力。
学者们意识到战略理论一直是通过研究公司层战略来分析如何获得和保持竞争优势,但是实际表现不能解释一些公司如何在环境快速变化的规则下建立竞争优势,这个关键词:职能;能力;创新;战略;模式依赖;无形资产1对于战略管理领域基本问题的回顾,参考Rumelt, Schendel和Teece(1994)。
理论框架的发展由此产生。
我们的观点与熊彼特提出的基于创新的竞争,价格/性能对抗,收益递增和现有‘创造性毁灭’的能力这些观点有很特殊的相似性。
这些观点努力去解释公司层的成功与失败。
我们对建立公司业绩方面完善的理论和鼓励管理实践都很有兴趣。
战略定力 英语
战略定力英语Strategic PatienceIn today's fast-paced and ever-changing business landscape, the ability to maintain strategic patience is a crucial skill for leaders and organizations alike. As the world becomes increasingly interconnected and competitive, the temptation to make quick decisions and chase immediate results can be overwhelming. However, the true mark of a successful leader lies in their capacity to resist these impulses and instead focus on long-term, sustainable growth.Strategic patience is the art of taking a step back, analyzing the bigger picture, and making decisions that align with the organization's long-term vision. It requires a deep understanding of the market, the competition, and the ever-evolving needs of customers. It also demands a willingness to forego short-term gains in favor of building a solid foundation for the future.One of the key benefits of strategic patience is the ability to weather the storms of uncertainty and volatility. In an environment where change is the only constant, organizations that can maintain a steadycourse are more likely to emerge stronger and more resilient. By resisting the urge to react hastily to every market fluctuation or industry trend, leaders can focus on developing robust strategies that can withstand the test of time.Moreover, strategic patience fosters a culture of innovation and adaptability within an organization. When employees know that their leaders are committed to long-term growth, they feel empowered to take calculated risks, experiment with new ideas, and continuously improve processes. This, in turn, leads to the development of innovative products, services, and business models that can give the organization a sustainable competitive advantage.Another crucial aspect of strategic patience is the ability to effectively manage stakeholder expectations. In a world where instant gratification is the norm, it can be challenging to convince investors, board members, and other stakeholders to embrace a long-term approach. However, by clearly communicating the organization's vision and the rationale behind its strategic decisions, leaders can build trust and secure the necessary support to execute their plans.One prime example of the power of strategic patience can be found in the story of Amazon. When the company first launched, it faced significant skepticism from investors and industry analysts whoquestioned its ability to turn a profit. However, Jeff Bezos, the founder and CEO of Amazon, remained steadfast in his commitment to building a customer-centric e-commerce platform that would disrupt the traditional retail industry. Instead of chasing short-term profits, Bezos invested heavily in infrastructure, logistics, and customer experience, laying the groundwork for the company's long-term success.Today, Amazon is one of the most dominant and influential companies in the world, with a market capitalization that exceeds $1 trillion. The company's ability to maintain strategic patience and focus on its long-term vision has been a key driver of its remarkable growth and success.In conclusion, strategic patience is a critical leadership skill that can help organizations navigate the complexities of the modern business environment. By resisting the temptation of immediate gratification, embracing a long-term perspective, and fostering a culture of innovation and adaptability, leaders can position their organizations for sustainable success. As the pace of change continues to accelerate, the ability to maintain strategic patience will become an increasingly valuable asset for organizations seeking to thrive in the years to come.。
资产配置中的因子模型考核试卷
B. Carhart四因子模型
C.五因子模型
D.十因子模型
19.在资产配置中,以下哪个因子可以反映企业盈利能力?()
A. RM-RF(市场风险溢价)
B. SMB(小市值股票溢价)
C. HML(价值股票溢价)
D. CMA(盈利质量溢价)
20.以下哪个方法可以用于确定因子模型的因子权重?()
A.市值因子
B.盈利因子
C.动量因子
D.利率因子
14.以下哪个因子模型在解释股票收益率时具有较强的预测能力?()
A. Fama-French三因子模型
B. Carhart四因子模型
C.五因子模型
D.十因子模型
15.在资产配置中,以下哪个因子与经济增长密切相关?()
A.市值因子
B.盈利因子
C.利率因子
A.利率因子
B.通货膨胀因子
C.货币政策因子
D.动量因子
8.以下哪些因子模型在实际应用中需要考虑交易成本?()
A. Fama-French三因子模型
B. Carhart四因子模型
C.五因子模型
D.所有因子模型
9.以下哪些因子可能影响债券的收益率?()
A.信用因子
B.利率因子
C.通货膨胀因子
D.流动性因子
9. ABC
10. ABCD
11. ABC
12. BC
13. ABC
14. CD
15. ABC
16. D
17. AC
18. ABC
19. ABC
20. ABCD
三、填空题
1.收益率
2.市值因子
3.动量因子
4.因子轮动
项目建设的新方式:Partnering模式(伙伴关系)
项目建设的新方式:Partnering模式(伙伴关系)
郑其兵;赵修卫;王米娜
【期刊名称】《工程管理学报》
【年(卷),期】2005(000)001
【摘要】Partnering模式在美国、日本、欧洲及中国香港已经得到广泛使用,与传统项目建设方式相比,有较大的优越性,更利于实现项目的目标.Partnering模式一般经历业主内部合作、partner选择、早期合作、项目协作和工作过程协作5个阶段.信任、承诺和共享是三大基本要素,其中,信任是影响项目是否成功的关键因素,因此必须采取相关措施建立信任.
【总页数】3页(P12-14)
【作者】郑其兵;赵修卫;王米娜
【作者单位】武汉大学商学院,湖北,武汉,430072;武汉大学商学院,湖北,武
汉,430072;武汉大学商学院,湖北,武汉,430072
【正文语种】中文
【中图分类】F280
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2.创新方式提高项目建设管理水平 [J], 冯斌;;
3.公路建设项目管理Partnering模式与CM模式初探 [J], 詹童强
4.公共基础设施项目建设资金运作新方式:工程保 [J], 高檩;杨利贤;白增江;王靖
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因版权原因,仅展示原文概要,查看原文内容请购买。
Workplace Wellness Strategies
Workplace Wellness Strategies Workplace wellness has become an increasingly important topic in today's society. With the rise in stress-related illnesses and the impact of mental health on productivity, organizations are recognizing the need to prioritize the well-being of their employees. In this response, I will explore various workplace wellness strategies from multiple perspectives. From an employee's perspective, workplace wellness strategies can greatly impact their overall well-being and job satisfaction. When employers prioritize the physical and mental health of their employees, it creates a positive work environment where individuals feel supported and valued. This can lead to increased morale and motivation, as employees feel more engaged and committed to their work. Additionally, workplace wellness programs can provide employees with resources and tools to manage stress, improve their physical fitness, and enhance their overall quality of life. By investing in employee wellness, organizations are not only promoting a healthier workforce but also fostering a culture of care and support. From an employer's perspective, workplace wellness strategies can have a significant impact on the bottom line. Research has shown that unhealthy employees are more likely to be absent from work, have lower productivity levels, and incur higher healthcare costs. By implementing wellness programs, organizations can reduce absenteeism and presenteeism, improve employee retention, and enhance overall productivity. Furthermore, workplace wellness initiatives can also serve as a powerful recruitment tool, attracting top talent who prioritize work-life balance and well-being. By investing in the health and wellness of their employees, employers can create a competitive advantage and position themselves as employers of choice. From a societal perspective, workplace wellness strategies have broader implications. The well-being of employees extends beyond the workplace and can impact their families and communities. When individuals are healthy and happy, they are more likely to be active members of society, contributing positively to their communities. Workplace wellness programs can also help address larger public health issues, such as the rise in chronic diseases and mental health disorders. By promoting healthy behaviors and providing resources for prevention and early intervention, organizations can play a role in improving the overall health of society. However,it is important to acknowledge that workplace wellness strategies are not without challenges. One of the main barriers to implementing effective wellness programs is the lack of employee engagement and participation. Many employees may be resistant to change or may not prioritize their own well-being. To overcome this challenge, organizations need to create a culture that values and supports wellness, provide incentives for participation, and ensure that wellness programs are accessible and inclusive for all employees. Another challenge is the cost associated with implementing workplace wellness strategies. Organizations may be hesitant to invest in wellness programs due to budget constraints or a lack of understanding of the return on investment. However, research has shown that the benefits of workplace wellness programs far outweigh the costs. By reducing healthcare expenses, improving productivity, and enhancing employee well-being, organizations can achieve a positive return on investment in the long run. In conclusion, workplace wellness strategies are essential for the overall well-being of employees, the success of organizations, and the health of society. By prioritizing employee wellness, organizations can create a positive work environment, improve productivity, and reduce healthcare costs. However, challenges such as employee engagement and cost must be addressed to ensure the success of workplace wellness initiatives. Ultimately, investing in the health and well-being of employees is not only the right thing to do but also a strategic business decision that can yield significant benefits for all stakeholders involved.。
波特五力模型
一、新进入者的威胁
构成进入壁垒因素
迈克·波特所提出的行业竞争结构分析可以在 下列3个方面帮助企业战略管理者:
(一)预测现有行业赢利的潜力,决定继续从事还是 退出这个行业; (二)分析现处行业的竞争特点,制定相应的竞争战 略,目的是通过调整资源配置或者改变行业竞争结构 提高企业的赢利水平; (三)分析一个新的行业,决定是否有充分的理由进 入和如何进入一个新的行业。
4G时代,通信业迎来前所未有大转变,运营商将面 临全新的竞争环境。加之虚拟运营商进入、微信类 平台快速发展、消费者需求更加多元、内容、应用 等OTT供应商掌握核心内容,等等,竞争环境骤变, 运营商面临巨大挑战。以下从波特五力模型探讨, 分析通信业竞争形势,剖析运营商面临的困境,探 究运营商在新时期、新形势的应对策略。
六、其他影响因素
利益相关者:政府机构、企业股东、债权人、工会组织等
利益相关者
潜在进入者
供应商
产业内现有 企业之间的竞争
客户
六种力量模型
替代品
六、其他影响因素
1、产业增长速度 2、科技进步和创新 3、政府、法律因素 4、互补品
七、常见错误
1、行业定义过宽或过窄 2、用条目罗列代替行业分析 3、同时考虑所有因素,而非深入关注最重要因素 4、重静态分析,轻行业趋势 5、分不清是短暂变化还是长期趋势(油价) 6、用于行业吸引力分析,而非用于战略选择的指导。
案例分析
波特五力模型,包括同业竞争者、新进入者、替代产品、消费者、供 应商共五种力量。五种力量的不同组合变化共同影响企业的竞争环境。
波斯顿矩阵和多因素投资组合之间的关系
波斯顿矩阵和多因素投资组合之间的关系曲靖师院:郑郑在枪炮轰鸣的战争年代,战略决定着一场战役的胜负、一支军队的生死甚至整个战争的成败;在商场如战场的和平年代,战略也关系着一个产品的立废、一项业务的兴衰乃至一个企业的存亡。
战略对于企业的重要性毋庸置疑,而业务组合战略是企业战略管理中重要的组成部分。
波士顿矩阵(BCG Matrix),又称市场增长率-相对市场份额矩阵,是由美国著名的管理学家、波士顿咨询公司创始人布鲁斯·亨德森于20世纪60年代末期首创的。
布鲁斯当时使用这个工具帮助他的客户在几个业务单元之间寻求最优的资源分配方案。
这是一个企业用来分析和规划产品组合的工具,它的核心在于使产品/业务更符合市场需求发展的变化,以及将企业有限的资源有效地分配到合理的产品/业务结构中去,以保证企业收益。
布鲁斯认为决定产品/业务结构的要素可分为2类,市场吸引力与企业实力。
在反映市场引力的众多指标(销售增长率、目标市场容量、竞争对手强弱及利润高低)中,销售增长率是最具代表性的综合指标;而在反映企业实力的指标,如市场占有率,技术、设备、资金利用能力中,市场占有率是最能直接显示出企业竞争实力的指标。
因此,波士顿矩阵选取的纵坐标与横坐标分别是“销售增长率”及“市场占有率”。
由以上2个因素相互作用,产生4个不同的象限,划分出4类性质的产品/业务:销售增长率和市场占有率都较高的产品/业务(简称“明星”);销售增长率和市场占有率都较低的产品/业务(简称“瘦狗”);销售增长率高而市场占有率低的产品/业务(简称“问号”);销售增长率低而市场占有率高的产品/业务(简“现金牛”)。
充分了解了4种业务的特点后,还须进一步明确各项业务单位在公司中的不同地位,从而进一步明确其战略举措。
常见的战略举措有以下4种:①发展。
以提高经营单位的相对市场占有率为目标,甚至不惜放弃短期收益。
要是问题类业务想尽快成为“明星”,就要增加资金投入;②保持。
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Abstract
This paper combines the idea of a hierarchical distributed genetic algorithm with different interagent partnering strategies. Cascading clusters of sub-populations are built from bottom up, with higher-level sub-populations optimising larger parts of the problem. Hence higher-level subpopulations search a larger search space with a lower resolution whilst lower-level subpopulations search a smaller search space with a higher resolution. The effects of different partner selection schemes for (sub-)fitness evaluation purposes are examined for two multiple-choice optimisation problems. It is shown that random partnering strategies perform best by providing better sampling and more diversity.
the problem with a decoder based genetic algorithm [Aickelin & Dowsland 2001]. Finally, both problems are similar multiple-choice allocation problems. For the nurse scheduling, the choice is to allocate a shift-pattern to each nurse, whilst for the tenant selection it is to allocate an area of the mall to a shop. However, as the following more detailed explanation of the two will show, the two problems also have some very distinct characteristics making them different yet similar enough for an interesting comparison of results. The nurse-scheduling problem is that of creating weekly schedules for wards of up to 30 nurses at a major UK hospital. These schedules have to satisfy working contracts and meet the demand for given numbers of nurses of different grades on each shift, whilst at the same time being seen to be fair by the staff concerned. The latter objective is achieved by meeting as many of the nurses’ requests as possible and by considering historical information to ensure that unsatisfied requests and unpopular shifts are evenly distributed. Due to various hospital policies, a nurse can normally only work a subset of the 411 theoretically possible shift-patterns. For instance, a nurse should work either days or nights in a given week, but not both. The interested reader is directed to Aickelin & Dowsland [2000] and Dowsland [1998] for further details of this problem. For our purposes, the problem can be modelled as follows. Nurses are scheduled weekly on a ward basis such that they work a feasible pattern with regards to their contract and that the demand for all days and nights and for all qualification levels is covered. In total three qualification levels with corresponding demand exist. It is hospital policy that more qualified nurses are allowed to cover for less qualified one. Infeasible solutions with respect to cover are not acceptable. A solution to the problem would be a string, with the number of elements equal to the number of nurses. Each element would then indicate the shift-pattern worked by a particular nurse. Depending on the nurses’ preferences, the recent history of patterns worked and the overall attractiveness of the pattern, a penalty cost is then allocated to each nurseshift-pattern pair. These values were set in close consultation with the hospital and range from 0 (perfect) to 100 (unacceptable), with a bias to lower values. The sum of these values gives the quality of the schedule. 52 data sets are available, with an average problem size of 30 nurses per ward and up to 411 possible shift-patterns per nurse. The problem can be formulated as an integer linear program as follows. Indices: i = 1...n nurse index.
function optimisation, as discussed by De Jong [1993]. However, slightly modified versions proved very successful. For an introduction to genetic algorithms for function optimisation, see Deb [1996]. The twist when applying our type of distributed genetic algorithm lies in its special hierarchical structure. All subpopulations follow different (sub-) fitness functions, so in effect only searching specific parts of the solution space. Following special crossover-operators these parts are then gradually merged to full solutions. The advantage of such a divide and conquer approach is reduced epistasis within the lower-level sub-populations which makes the optimisation task easier for the genetic algorithm. The paper is arranged as follows: the following section describes the nurse scheduling and tenant selection problems. Pyramidal genetic algorithms and their application to these two problems are detailed in section 3. Section 4 explains the seven partnering strategies examined in the paper and section 5 describes their use and computational results. The final section discusses all findings and draws conclusions.