ISSN:0090-4848    

DOI:10.1002/hrm.3930290401

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930290402

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930290403

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractIndustrial era management models are giving way to a new paradigm. The widespread application of information technology is driving change in underlying business processes and market structures. The impact of such change on management and organization models is only beginning to be felt, but certain principles and directions are becoming apparent. This article describes the mainstream elements of the emerging business paradigm and discusses a series of implications for the human resource management function.

ISSN:0090-4848    

DOI:10.1002/hrm.3930290404

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractAs boundaries between companies blur, the traditional assumptions that have guided relationships between suppliers and customers for much of the past century may need to be recrafted. This article examines these old assumptions and their limitations and suggests a new set of assumptions—a new paradigm—to guide companies towards greater competitiveness in the boundaryless world of the '90s and beyond. The Human Resource function can play a leadership role in the transformation to this new paradigm—using four strategies that are outlined

ISSN:0090-4848    

DOI:10.1002/hrm.3930290405

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractA shift is occurring in traditional views regarding vendors to organizations. The shift moves from the view of suppliers as providing commodities for which the only consideration is price toward recognizing the value they add to the manufacturing process when they contribute higher level assemblies as partners. This article uses an extended example of one company making the shift from vendor to strategic supplier partner. As this shift evolves, major savings of time and dollars occur as do major reductions in complexity. Finally, this article describes the significant contribution that the HR role can make in the transformation of vendors into partners. Specific actions are recommended for the HR professional.

ISSN:0090-4848    

DOI:10.1002/hrm.3930290406

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractIn recent years, Human Resource Development has begun to focus on customers. Involving customers in traditional management development, team building, and value setting activities has enormous payoffs for firms. Customers and firms experience mutual learning, increased commitment, and long‐term unity. Four cases of customer education inside General Electric illustrate the implications of customer education for HR and suggest ways in which firms can implement a customer education strateg

ISSN:0090-4848    

DOI:10.1002/hrm.3930290407

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractThis article examines an approach for breaking down interorganizational boundaries between a company, its customers, and suppliers. Human Resource executives can play an important role in designing and facilitating customer–supplier partnerships and collaboration. A case example of fashioning such a relationship between GE and Sears is used to highlight key issues in the process. Specific guidelines and observations are provided regarding implementation issue

ISSN:0090-4848    

DOI:10.1002/hrm.3930290408

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

摘要:

AbstractIn the 1980s many organizations gained competitive advantage through downsizing and financial restructuring. The 1990s confront us with the need to get back to basics. Large organizations are searching for a competitive advantage by being faster than their competitors in satisfying customer needs. These competitive organizations are capable of ongoing adaptation to environmental demands. In this article the authors speculate on the way these “self‐renewing” organizations are organized, the managerial processes that enable them to capitalize on speed, and the characteristics of the leaders who manage

ISSN:0090-4848    

DOI:10.1002/hrm.3930290409

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930290410

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1990

数据来源: WILEY