实施质量管理体系塑造科技核心竞争力

针对中海石油研究中心综合性知识产品的特性和实现过程的特点,运用ISO9001:2000标准的系统和过程管理思想,详细阐述了建立和实施ISO9001质量管理体系的思路、过程及经验;内容包括海洋石油勘探研究、开发设计和技术研发等三大类科研成果的质量管理活动。总结了通过质量管理体系的有效运行促进企业基础管理和提升科技核心竞争力的经验,形成了具有海洋石油特色的质量管理文化,对综合性科研机构的质量管理工作具有较好的推广价值和借鉴意义。     

浅谈质量经营与提高企业竞争力

文章针对工程技术企业,阐述了建立以预防为主的质量、工程及测评,推行顾客关系管理,建立质量成本核算及评价系统,企业文化等,系统地分析了质量经营与企业竞争力的关系。环境、职业安全等一体化的管理体系,实施用户满意建立学习与创新型组织机制,培育以质量文化为主的     

基于卓越绩效模式的研发管理体系建设与评价

卓越绩效模式是目前国际上广泛认同的企业运营模式,卓越绩效评价准则是企业运营综合评价的有效方法和工具。基于卓越绩效模式的标准、要求和框架进行了研发管理体系建模。研发管理体系分为三个层次,即核心层、支持层和外延层,其中核心层为组织结构与团队管理、目标管理、流程管理和绩效管理。根据卓越绩效评价准则,诊断了国内主要低压电器企业的研发管理体系的有效性,同时对于我国民营企业的研发管理体系给出了建设思路。     

流域化水电开发企业管理模式研究——以雅砻江流域水电开发为例

流域化水电开发是一项极其复杂的系统工程,负责流域开发的核心企业在组织管理方面面临的任务和问题极为艰巨与复杂,因而迫切需要管理理论上的创新和管理模式的突破.针对这一问题,以雅砻江流域水电开发为例,利用和谐管理理论,从组织结构、管控模式、管理流程和组织职能的优化设计.相关机制和适宜组织文化的建立,以及两者围绕水电开发企业管理模式构建这一主题的整合三个方面探讨了流域化水电开发企业的和谐管理体系,为这一类企业管理提供了新的思路.     

基于工作流的制造业质量管理系统模型

引入工作流对制造企业的质量管理体系进行了分析与研究,建立了制造企业质量管理的过程模型,并以采购质量管理系统为例,基于Petri网构造了其工作流模型;设计开发了基于工作流的计算机辅助质量管理系统,从而实现了过程驱动的质量管理机制,为提升质量管理系统的过程支持能力提供了一种有效的技术方案。     

民机企业质量管理的一些探讨

质量管理的目的是满足和超越客户的需求,民用航空企业质量管理的主体逻辑是从设计符合需求、产品符合设计等基本过程出发,将质量管理体系覆盖至企业产品和服务全业务过程。本文对国际航空企业质量管理实践和国际质量管理标准进行了研究,对传统航空企业质量管理的部分问题进行了分析,对客户需求和质量管理、设计质量和制造质量、第三方认证和企业自我追求等问题进行了探讨,并对国际通用的航空企业质量管理工具集进行了介绍。     

现代企业人力资源管理e化思考

人力资源信息化的过程,是推动企业系统地梳理现有人力资源管理体系和建立新的人力资源管理体系的过程,它使过去常常被企业束之高阁的HR管理体系以可操作的形式表现出来。全面的人力资源生态链的建立,将HR管理的业务流程不断进行固化与优化,当管理者习惯于在该平台上完成日常管理工作时,好的理念与方法已被吸收,变革在潜移默化中悄然渗透到组织中的每个角落。人力资源管理作为知识管理的核心,eHR的建立将有助于企业内部知识资源的整合,提高知识型员工满意度,打造学习型团队。     

基于知识管理的企业研发项目管理体系研究

为了获得持续的竞争优势,企业研发项目管理必须能够获得、保留和整合知识,而且要推动知识的创造。文章在分析企业研发项目管理知识分类的基础上,探讨了企业研发项目知识流失的原因,最后从研发项目管理知识信息体系、研发项目全过程知识管理体系、企业内部研发组织网络体系等方面构建了基于知识管理的企业研发项目管理体系,以期能提升企业研发项目管理水平。     

高校服务质量管理体系构建研究——基于TQM视角

高校为了自身生存竞争与发展,必须建立并完善其质量管理体系。将全面质量管理与ISO9000两者结合起来,设计了高校质量管理体系的过程模式,即管理职责、资源管理、服务实现、测量分析和改进;提出了高校质量管理体系构建的一般程序：质量管理体系策划和设计、质量体系文件的编制、体系的运行与完善。为高校服务质量管理体系的构建和完善提供了重要思路。     

浅谈建筑行业中质量管理体系的建立与实施

ISO质量管理体系是国际通行的质量管理体系标准。在我国,出于增强自身管理水平,以及提高企业声誉、和国际接轨的需要,各行各业对ISO质量管理体系都已普遍重视,建筑业也是如此。目前,很多大型重点工程的招标,都把是否通过ISO认证,作为一个衡量投标企业素质的重要标准。一、认清ISO管理体系的基础与核心 ISO质量管理体系是以过程为基础的质量管理体系,其核心是持续改进。在我国,“PDCA”循环控制方法早已提出,“PDCA”也是以过程为基础的质量管理方法,其模式为;计划(P),实施(D),检查(C),处置,改进(A)。即对产品生产要预先建立完整的技术、管理、资源方案和实施方案;之后投入生产;在生产过程中根据方针、目标和产品要求,对过程和产品进行监视和测量,并报告结果;根据这些反馈上来的信息,管理人员和技术人员分析原因,采取措施,以持续改进过程业绩。ISO质量管理体系所强调的过程控制分为:管理职责,资源管理,产品     

Pricing research and development services in the USSR

Most Soviet applied research and development (R&D) is performed by organizations of industrial branch ministries. Pricing of applied R&D begins with calculations of costs. which are often inflated. Soviet specialists disagree on whether R&D prices should include a profit above cost, and, if so, how the profit should be determined. Current pricing schemes for applied R&D include profits based on planned wage cost, on planned total cost, or on the economic effect of the R&D.The use of the last pricing method is analyzed and evaluated in detail. In principle this method creates incentives for timely delivery of high quality R&D results suitable for assimilation into production. However, in practice the strength of these incentives is considerably weakened by a number of factors.     

Organizational and human resource management and innovation: Which management practices are linked to product and/or process innovation?

We examine the determinants of firms’ innovation success, using the firm-level data from the Japanese National Innovation Survey. We focus on the relationship between organizational and human resource management practices for research and development (R&D) and product/process innovation. We find that interdivisional cooperation/teams and the creation/relocation/integration of R&D centers are positively associated with both product and process innovation. Having board members with an R&D background is positively associated with product innovation, implying that top-down R&D decision-making may be important for firms to introduce new products. Among the factors examined, personnel assessment reflecting R&D outcomes appears to have an especially strong relationship with product innovation. Moreover, the positive relationship between the creation/relocation/integration of R&D centers and innovation success suggests that drastic organizational changes can work as a clear signal of firms’ determination to pursue an innovation-oriented strategy and help to accelerate innovation success.     

The impact of firm participation in R&D programmes on R&D partnerships

R&D subsidies designed to encourage innovation efforts by firms may have intended and unintended effects on the way they organize their innovation process. We present empirical evidence on how R&D subsidies affect firms’ R&D cooperation strategies. In particular, we investigate whether receiving public R&D subsidies affect the probability that a firm will set up an R&D partnership with a public research organization (PRO), or with other firms. Our main findings are: (i) public support significantly increases the chances that a firm will cooperate with a PRO, and (ii) public support also increases the likelihood that a firm will establish private partnerships, but to a smaller extent and only when firms have intangible knowledge assets. These results suggest that public R&D programmes trigger a behavioural change in firms’ R&D partnerships, alleviating barriers to cooperation.     

The impacts of different R&D organizational structures on performance of firms: Perspective of absorptive capacity

To speed up strategic alliance in R&D activities, different forms of R&D organization structures can be summarized into different roles including the input-oriented, the output-oriented, and the matrix organization structure. The most common mode of strategic alliance consists of horizontal and vertical integrations. However, the study adopting absorptive capacity to examine the impacts of different R&D organization structures on the performance of firms at different alliance modes has never been discussed. Therefore, the paper employs absorptive capacity to mediate the relationships between different R&D organization structures and the performance of firms. Since the theory of transaction cost economics is inadequate for addressing how well the technological knowledge develops in the organization. A conceptual model to analyze the tension between product strategies and their strategy implementation is proposed to challenge the vacancy. Practical investigation shows that a matrix R&D organizational structure mainly transfers knowledge to input-oriented R&D organizational structures in horizontal integration, and mainly integrates capabilities from output-oriented organizational structures in vertical integration. The result implies that stronger institutional environments lead to a stronger link between product strategies and their performance in vertical integration. Oppositely, the link is strengthened if more favorable attitudes and weaker management controls are present in horizontal integrations.     

Foreign direct investment in industrial research and development: A study of German MNCs

This paper reports on the international research and development (R&D) investments of German multinational corporations (MNCs). Based on a detailed empirical survey of laboratory sites established by 49 German MNCs, we examine (i) the level and pace of R&D internationalization, (ii) the motivations and mandates of overseas R&D laboratories, as well as (iii) the strength of the laboratories’ internal and external ties. Participating firms account for about 46% of all German enterprises with international R&D activities and approximately 66% of the nation's privately funded R&D expenditures in 1999. The findings indicate that the timing and organization of German owned overseas R&D investments more closely resemble Japanese or French than US or Swedish firms. Furthermore, in line with prior studies, German MNCs increasingly invest in international R&D for resource as opposed to market-seeking motives. The paper also finds significant differences with regard to the laboratory's mission and its geographical location on one hand, and its internal and external embeddedness, on the other.     

面向合作研发项目的企业知识集成管理模式研究

从企业这一知识管理主体的行为角度出发,构建了面向合作研发项目的企业知识集成管理模式,强调了企业知识管理目标、文化、组织、信息、方法和过程的集成性。     

A case analysis of semantic technologies for R&D intermediation information management

It is evident that companies and research centres can find a myriad of instruments to fund their R&D (Research & Development) activities. Due to the dynamics of the information management in these circumstances there is a need for intermediary businesses intervention. Consequently, intermediary companies are thus involved in a complex process that needs to be managed and controlled. Within this scenario an Information Technology (IT) platform, named RDi-Advise, was developed by EgeoIT using semantic technologies to support R&D process decisions. This case analysis describes the development and implementation of the platform including the lessons learned during the activity period.     

Canadian R&D abroad management practices

In the 1980s, Canadian industrial R&D abroad has grown substantially. In 1995, R&D expenditures by Canadian affiliates, only in the United States, represented some US$1.4 billion and employed some 6300 persons. Nearly 60 Canadian-owned and -controlled corporations conduct overseas R&D, mostly in the US, Western Europe, Japan, and Australia. Canadian corporations are performing commercial R&D abroad in order to support their manufacturing subsidiaries and to come closer to customers and markets. A secondary motivation is to hire skilled personnel, monitor foreign technological development and increase the inflow of new ideas into the corporation. They also chose friendly socio-political environments from a regulatory point of view. Technology transfer and adaptation to local markets is also an important mission of the foreign R&D establishment. Foreign R&D activities of Canadian firms are fairly decentralized and autonomous. Most of the foreign subsidiaries undertook R&D abroad before they were acquired by the Canadian corporation; also the number of Canadian managers was reduced and the R&D projects were usually decided in the affiliate. Three main types of expatriate R&D were found: a majority of the subsidiaries were producing goods in the same or related industries as in Canada (such as machines, transportation equipment or housing equipment). A second group of firms were vertically integrated firms, that conducted process research in Canada and advanced materials and final products research abroad, closer to the markets for this type of goods; they were active in the chemical and metal industries. Only one truly global corporation was found, with an international division of labor among its many foreign laboratories. The degree of autonomy varied across the three types of expatriate R&D units. In the last 10 years, the internationalization of industrial research and development has increased very rapidly. Foreign-affiliated corporations operating in the United States represented some 9.3% of all company-funded R&D in that country in 1987, and close to 18% in 1995 (Dalton and Serapio, in this issue). Similarly, foreign R&D expenditures by US-affiliated companies abroad have more than tripled. Canadian industrial R&D abroad has grown at a similar pace. It now includes over 100 research facilities owned by some 60 Canadian corporations, with subsidiaries in the United States, western Europe, Japan, Australia, and several developing countries (China, Brazil, India, Mexico, and Turkey). However, little is known about the characteristics of this foreign R&D: missions, managerial practices, budgets or innovative activity. This study is the first to present original data from a survey of these facilities, complemented by secondary material from annual reports and the financial and technical press. It follows a previous study of Canadian patents abroad, which concluded that diversification into related activities was the overseas strategy of Canadian multinational corporations (MNCs) with foreign R&D activities [Niosi, J., 1997. The globalization of Canadian R&D, Management International Review 37 (4) (in print).]. The first section of this paper presents (1) a short summary of some relevant literature on the management of foreign R&D, (2) the design of the study, (3) the results, and (4) a comparison of theories with Canadian data. It offers conclusions about the existence of three distinctive types of internationalization in Canadian R&D, each with different strategies and outcomes.     

Anticipatory innovation of professional services: The case of auditing and artificial intelligence

With the rise of artificial intelligence (AI), professional services firms (PSFs) need to innovate their services to adapt to AI. However, traditional ad hoc innovations driven by individual professionals have limitations in incorporating new technology outside their expertise. Although service R&D—an organizational function for centralized coordination of service innovations in strategically targeted areas—is potentially effective, studies on service R&D have still been scarce. This case study aims to fill the gap by examining how PSFs can establish and utilize service R&D to innovate services, overcoming the challenges of AI adoption. An in-depth qualitative study was conducted on the process by which the Big Four audit firms incorporated AI into their external audit service in Japan in the 2010s. The analysis shows the detailed process of how newly created service R&D organizations advanced AI adoption in the case firms. This study contributes to the literature on innovations in services and PSFs by (1) demonstrating the neglected but critical role of service R&D as an innovation enabler beyond the existing expertise of service firms, (2) constructing a three-phase model of the evolution of the service R&D function, and (3) suggesting the significance of innovation process design for the legitimation of innovations. This study also expands our knowledge of AI adoption, presenting a process tailored to address the challenges inherent in AI adoption for PSFs.