团队学习内容的探索性研究

以往研究重视对团队学习过程的描述,忽视对团队学习内容的探讨。本研究在杭州的5家企业选取了30个团队,从中选取1名团队成员进行半结构访谈,对团队学习内容进行探索性研究。研究采用内容分析技术对访谈资料进行分析,结果表明:(1)团队学习具体内容包括11个类别的知识和信息,其分别与团队任务、团队过程、工作技能以及人际关系有关;(2)团队成员重视在工作、任务及技能等方面知识与信息的交流,忽视对人际关系等知识与信息的交流。     

对多功能团队构成的探讨

质量功能配置（QFD）是由日本学者于20世纪60年代末提出的一种产品设计方法，70年代末以来，该方法在日本制造业获得了广泛的推广作用，本文首先分析了多功能团队成员的选择与培训的重要性。然后，描述了绩优团队的特征及团队成员、团队队长的选拔条件，并给出了一些选拔的方法。最后分析了QFD培训的内容。     

跨功能团队研究综述

文章介绍了跨功能团队的基本概念以及组建跨功能团队过程中的成员选择、性别构成以及成员组织地位等问题。同时，文章综述了跨功能团队的内部沟通、信任及绩效管理方面的研究成果，并提出了未来可能的研究方向。     

关于知识团队心理契约的分析

章从分析知识员工的特点入手，提出了管理知识团队仅靠商业契约远远不够，还必须建立心理契约来进行补充的观点：需要改变传统的绩效考核与激励办法，强调对知识员工进行兑现承诺的激励和对其价值观进行报偿；只有那些能够与员工达成心理契约的管理才能成为真正的团队领袖。从树立知识团队的目标、培育知识团队的氛围，以及给予知识员工价值认可和符合其价值观的回报等方面分析了这种心理契约的主要内容。     

团队学习目标导向对创业团队创新绩效的影响:以团队成员交换为中介

目的基于目标导向理论和社会交换理论,探讨团队层面的学习目标导向、团队成员交换对团队创新绩效的影响机制。方法以90个"挑战杯"创业计划大赛参赛团队为研究对象,采用配套成组的问卷进行现场研究。结果团队学习目标导向、团队成员交换均与团队创新绩效正相关,团队成员交换在团队学习目标导向与团队创新绩效之间起部分中介作用。结论该研究加深了对创业团队学习目标导向的认识,同时表明了高学习目标导向的创业团队可以通过提高团队成员交换质量来提高团队创新绩效。     

论工作团队激励与个体行为考评

本文从个体、团队和组织三个层面提炼了团队激励的模型，指出既要注重对团队整体的激励，也应重视对团队成员的个体行为考评，以克服群体情化现象，并进一步激励下一轮团队工作，提高团队绩效，从而为管理人员提供如何进行团队建设的思路。     

兑现承诺与价值观回报是对知识员工的最好激励——关于建立知识团队心理契约的思考

从分析建立动态知识团队的必要性和知识员工的特点入手，对动态知识团队的管理过程中常见的几种假设提出了质疑，并在此基础上对如何管理好动态知识团队提出了新的观点：需要改变传统的绩效考核与激励办法，强调对知识员工进行兑现承诺的激励和对其价值观进行报偿；只有那些能够与员工达成心理契约的管理者才能成为真正的团队领袖。     

面向众包平台的偏好和结构相似度融合式设计团队发现

在复杂产品的众包设计项目中，往往需要设计人员组成团队，不断交互与协作地完成相关任务。为了解决在组建团队时成员偏好不一的问题，提出一种基于成员偏好相似度和结构相似度相结合的团队发现算法S＿Louvain，考虑了团队成员之间的偏好并改进了模块度指标。计算节点的偏好属性相似度和拓扑结构相似度，结合用户给定的节点及其邻居节点，综合考虑其偏好与结构相似性，扩展得到目标团队的候选节点集。以候选节点集为核心，挖掘设计团队的兴趣偏好来计算改进的模块度，并更新优化团队划分。在公开数据集和众包工程实例数据集上的实验结果表明，团队划分的模块度指标得到提高，验证了所提算法的可行性和实用性。     

企业人性化管理探讨

企业管理中要重视员工共性的分析，根据团队的需要，制定合情合理的管理制度，依靠高效执行体系的建立，实现团队向卓越方向发展；同时也要重视员工个性的研究，使对员工的管理做到对症下药、随机应变、分层管理，通过有效的方法与措施，快速提升员工的综合素质，充分发挥每位成员的积极性，实现团队的和谐发展.     

国际化团队的凝聚力与工作效率探讨

一个国际化团队，最重要的就是凝聚力，有了凝聚力才会出现高的工作效率，有了高的工作效率，这个团队才可以持续发展。只有团队发展，团队成员的个人能力和荣誉才会有所体现。本文通过结合国际化团队的凝聚力、国际化团队的工作效率以及如何培养和提高凝聚力和工作效率，对国际化团队的凝聚力与工作效率进行一番探讨。     

Systematic approach for the gap analysis of business processes

Process benchmarking and business process re-engineering (BPR) have become two main methodologies used to implement business process improvement and have attracted much attention in a current fast-changing environment. Leveraging best practice has become the important factor of process benchmarking and BPR. Accurate knowledge of the gaps between best practice processes and a company's business processes is essential for the redesign of business processes. This paper proposes a systematic enterprise model comparison approach to assist a project team in business process gap analysis (BPGA). A three-phased framework including business process modelling, object semantic analysis phase and process gap analysis phase was developed. An approach of applying the concepts of semantic similarity analysis to find the semantic-related objects in different processes was also proposed. In addition, a set of process path patterns and an alternative process path analysis method was developed to facilitate the processed data and process logic gap analysis between two processes. With the proposed BPGA approach, project teams will understand and redesign their processes more effectively.     

工程专业团队的管理

当今社会商业竞争激烈,讲求灵活和创新。现代企业因应时势需要,通常采取以团队为基础的工作小组的组织形式。工程专业机构主要由趋向自我领导和对自己工作表现严格要求的专业人员组成,因而指挥一控制模式不再是有效的管理工具。对于这些工程专业团队,我们需要发展新的思路对其进行管理,并加以激励。本文首先简述与职能部门结构相比,跨职能团队结构日趋流行的原因,进而阐述这类团队领导的典型职责,并根据最近的深入研究结果和笔者的经验,揭示一个有效的团队所具备的特征,因其对团队领导能否有效发挥职责至关重要。     

Empowering production workers with digitally facilitated knowledge processes – a conceptual framework

Recent digital advancements, including social software, mobile technologies and augmented reality, offer promising opportunities to empower knowledge workers in their production environment by leveraging their knowledge processes, decision-making skills and social interaction practices. This paper proposes a conceptual framework for empowering workers in industrial production environments with digitally facilitated knowledge management processes. The framework explores four concrete facets of digital advancements that apply to a wide range of knowledge processes and production strategies in manufacturing companies. Each of these advancements are capable of supporting one specific facet of the individual knowledge management processes of workers; knowledge transfer, discovery, acquisition and sharing. The study contributes to the production research community by aligning emerging digital technologies and current trends in advanced manufacturing environments to benefit workers and improve job satisfaction, efficiency and productivity. The paper also contains suggestions about developing innovative solutions for production environments that support workers with digital technologies for flexible production.     

Advanced product development integration architecture: an out-of-box solution to support distributed production networks

This paper presents novel collaboration methods implemented using a centralized client/server product development integration architecture, and a decentralized peer-to-peer network for smaller and larger companies using open source solutions. The product development integration architecture has been developed for the integration of disparate technologies and software systems for the benefit of collaborative work teams in design and manufacturing. This will facilitate the communication of early design and product development within a distributed and collaborative environment. The novelty of this work is the introduction of an ‘out-of-box’ concept which provides a standard framework and deploys this utilizing a proprietary state-of-the-art product lifecycle management system (PLM). The term ‘out-of-box’ means to modify the product development and business processes to suit the technologies rather than vice versa. The key business benefits of adopting such an approach are a rapidly reconfigurable network and minimal requirements for software customization to avoid systems instability.     

Learners as Knowledge Workers—Some Implications*

Traditionally, behavioristic models have been used for the design of interactive learning environments. In contrast, this paper proposes a pedagogical model based on social constructionism and phenomenology which we believe is more adequate when, for instance, information seeking and WWW become natural components in the learning situation. In this model, learners are seen as persons who continuously alter their conceptions and ideas by working with data, information, and knowledge, i.e. learners as knowledge workers. The most important point in viewing learners as knowledge workers is exactly that the learners change their understanding by working with the information, and that they do that with the help of cognitive tools. I see it as a necessity that the learning environment consists of tools that support them in their learning processes: tools for constructing, processing and observing information, data, and knowledge. Equally important in this new kind of learning situation are tools to establish and maintain focus, manage information overload, to bridge distances in the learning situation, and to communicate.     

我国企业CIMS系统中技术与组织之间相互关系的实证研究

基于对我国ＣＩＭＳ实施企业的调查，研究了企业的适应ＣＩＭＳ中的技术要求而进行组织创新的四大方向：（１）组织结构纵向的扁平化；（２）组织结构横向的合工精简，（３）建立新的信息中心组织；（４）建立各种类型的跨部门团队。指出了ＣＩＭＳ技术适应企业组织的主要方式；（１）开发设计技术系统时充分考虑企业现有的组织管理状况；（２）开发设计技术系统时充分考虑企业今后经营管理和组织体制的改革方向，最后还分析总结了我     

知识型团队内部知识转移与团队绩效的关系

在回顾相关文献的基础上,结合团队知识转移的特点,运用知识转移的工具和技术,构建了知识型团队内部知识转移与团队绩效的整合关系模型,并提出了一系列研究假设。根据模型设计量表,通过对知识型团队的问卷调研获取研究数据,再利用统计软件SPSS AMOS对研究假设进行验证,最后得出相应结论。     

Dissertation Review

Abstract:

This research article provides valuable insights for practicing engineering managers on improving a firm's performance by applying a knowledge management (KM) based approach to quality management (QM). Traditional quality management systems do not provide sufficient knowledge management and knowledge creation opportunities for manufacturing firms to stay competitive in today's fast paced, unpredictable, complex, and rapidly changing global business environment. The world's body of knowledge does not include a quality management strategy where KM is integrated in QM, and where the effectiveness of such a KM/QM strategy is determined through quantitative empirical research over a defined time frame, thus omitting important performance improvement opportunities for manufacturing firms. The objective in addressing this research topic is to present a KM/QM strategy and to demonstrate its effectiveness. Engineering management areas, such as knowledge management and quality management, are leveraged throughout this research. Systems engineering aspects, such as operational efficiency improvement and system performance, are leveraged by integrating knowledge management and quality management to form an enhanced quality management system. The research demonstrates that a company with a KM/QM strategy is more effective than a company which does not have a KM/QM strategy, that the implementation of a KM/QM strategy contributes to product quality improvements over KM/QM strategy application time, and presents a framework that can be applied by practicing engineering managers.