Towards integration of supply chain, manufacturing/production and investment decision making, this paper presents a hierarchical model architecture which contains six sub-models covering the areas of manufacturing con...Towards integration of supply chain, manufacturing/production and investment decision making, this paper presents a hierarchical model architecture which contains six sub-models covering the areas of manufacturing control, production operation, design and revamp, production management, supply chain and investment decision making. Six types of flow, material, energy, information, humanware, partsware and capital are clasified. These flows connect enterprise components/subsystems to formulate system topology and logical structure. Enterprise components/subsystems are abstracted to generic elementary and composite classes. Finally, the model architecture is applied to a management system of an integrated suply chain, and suggestion are made on the usage of the model architecture and further development of the model as well as implementation issues.展开更多
An integration of organization culture in the conceptualization and development of Enterprise Resource Planning Systems （ERPs） is critical for an organization to reap potential benefits of the system. In this paper,...An integration of organization culture in the conceptualization and development of Enterprise Resource Planning Systems （ERPs） is critical for an organization to reap potential benefits of the system. In this paper, the authors present an analytical approach through the Structuration Theory： How a university can assess its culture for the purposes of design and development of the ERPs. The authors extend the Structuration Theory by integrating it with the Activity Theory to provide the means of evaluating the activities that the system is to perform. The modified Orlikowski model is applied to depict the relationship between institutional properties, human agents, and technology in the university setup and how this offers a more inclusive approach to ERP systems development and implementation.展开更多
The national health system （NHS） complexity increase requires a review of the managerial human resources evaluation and recruiting methods, considering that nowadays doctors need to improve not just their clinical c...The national health system （NHS） complexity increase requires a review of the managerial human resources evaluation and recruiting methods, considering that nowadays doctors need to improve not just their clinical capabilities, but also managerial competences. At this end it is important to develop performances control models and to identify appropriate results indicators, with the aim of introducing an effective doctors selection system for managerial roles. The paper considers the Italian situation and tests the current evaluation and selection methods, by analysing the literature and the existing legislation and by interviewing experts. Moreover, in order to reach an innovative model, complex organizations have been taken into account as benchmarks. Three different categories of experts have been interviewed and texted： national health care organizations managers, companies managers, and business consultants. The 137 interviewed experts have been asked about four main questions concerning the evaluation for hiring managers as chief medical director, department director, and head of complex units. The conducted research suggests four different options in order to evaluate and to select heads of complex unit for the most strategic roles. By consequence, the analysis shows that required characteristics must be managerial attitudes as well as clinical capabilities.展开更多
基金Supported by the National Natural Science Foundation of China (No. 79931000) and The State Major Basic Research Development Program (No. G20000263).
文摘Towards integration of supply chain, manufacturing/production and investment decision making, this paper presents a hierarchical model architecture which contains six sub-models covering the areas of manufacturing control, production operation, design and revamp, production management, supply chain and investment decision making. Six types of flow, material, energy, information, humanware, partsware and capital are clasified. These flows connect enterprise components/subsystems to formulate system topology and logical structure. Enterprise components/subsystems are abstracted to generic elementary and composite classes. Finally, the model architecture is applied to a management system of an integrated suply chain, and suggestion are made on the usage of the model architecture and further development of the model as well as implementation issues.
文摘An integration of organization culture in the conceptualization and development of Enterprise Resource Planning Systems （ERPs） is critical for an organization to reap potential benefits of the system. In this paper, the authors present an analytical approach through the Structuration Theory： How a university can assess its culture for the purposes of design and development of the ERPs. The authors extend the Structuration Theory by integrating it with the Activity Theory to provide the means of evaluating the activities that the system is to perform. The modified Orlikowski model is applied to depict the relationship between institutional properties, human agents, and technology in the university setup and how this offers a more inclusive approach to ERP systems development and implementation.
文摘The national health system （NHS） complexity increase requires a review of the managerial human resources evaluation and recruiting methods, considering that nowadays doctors need to improve not just their clinical capabilities, but also managerial competences. At this end it is important to develop performances control models and to identify appropriate results indicators, with the aim of introducing an effective doctors selection system for managerial roles. The paper considers the Italian situation and tests the current evaluation and selection methods, by analysing the literature and the existing legislation and by interviewing experts. Moreover, in order to reach an innovative model, complex organizations have been taken into account as benchmarks. Three different categories of experts have been interviewed and texted： national health care organizations managers, companies managers, and business consultants. The 137 interviewed experts have been asked about four main questions concerning the evaluation for hiring managers as chief medical director, department director, and head of complex units. The conducted research suggests four different options in order to evaluate and to select heads of complex unit for the most strategic roles. By consequence, the analysis shows that required characteristics must be managerial attitudes as well as clinical capabilities.
