排序方式： 共有80条查询结果，搜索用时 31 毫秒
31.
基于情绪与认知的双重视角,采用层级回归方法,探索创业激情对员工创造力的影响及心理机制,分析战略认同和工作意义感在创业激情和员工创造力之间的中介和调节作用。通过对251份有效数据进行分析发现,创业激情对员工创造力有显著的激发作用,战略共识在创业激情与员工创造力之间起部分中介作用,工作意义感在创业激情与战略共识、创业激情与员工创造力之间均具有正向调节作用。因此,创业者可以通过激发员工的创业激情、和员工达成战略共识、增强员工的工作意义感,以激发员工的创造力,进而提升企业的创新绩效。 相似文献
32.
调查长沙市的颗粒物污染现状,总结烟囱排烟、建筑灰尘、汽车尾气排放等三大污染源,并分析了长沙市政府关于扬尘污染和燃煤控制的强制性规定.在颗粒物污染问题的三个基本部份——排放源、大气、承受体中,长沙市政府的相关措施直接针对排放源,具有相当的可行性.特别针对飘尘治理提出了路面硬化、增加水域面积及绿化率的手段,并提出通过控制私人汽车拥有量、使用清洁油品和清洁汽车来控制交通污染源的实践方法,为进一步解决长沙市的颗粒物污染问题提供依据. 相似文献
33.
曲倩劼 《牡丹江教育学院学报》2007,(4):84
在重视开展大学生各方面知识积累的同时,"潜课程教育"已成为大学生全面素质教育中不容忽视的重要内容,是大学生个性得到和谐发展、综合素质得到提高的正确导向.要克服"潜课程"中的不良倾向,从转变教育者思想观念入手,更加充实和完善大学生"潜课程"教育的内容,强化"潜课程"育人功能,使学生全面、和谐、个性化地发展. 相似文献
34.
彭艾劼 《中学语文(读写新空间)》2013,(10):19-19
“醉翁之意不在酒,在乎山水之间也,山水之乐,得之心而寓之酒也。”每当想起欧阳修的这句话,眼前就出现一个须发花白的老头,怀抱着一坛酒,惬意地坐在凉亭中,欣赏着环滁皆山、蔚然深秀的美景。 相似文献
35.
本文的目的研究中国罗汉果专利申请趋势、技术领域和申请人等专利现状,提升广西罗汉果技术创新能力,为罗汉果产品出口规避侵权风险保驾护航。通过以中英文关键词、国际专利分类号、主要申请人及相关非专利文献作为检索要素,对国内罗汉果相关技术专利进行检索,通过数据筛选整理后分析,并重点分析了广西罗汉果专利申请情况。结果表明,2010年后专利申请量呈翻倍增长趋势,广西已初步形成了产学研相结合的研究体系。专利申请主要涉及甜味剂制备及医用配制品等技术领域,但品种选育和种苗繁育领域专利申请量少。国外企业已在中国积极布局专利,中国专利布局意识较为薄弱,技术创新机制还没有完全形成。建议积极研发罗汉果高附加值产品,提高专利质量,并利用国内资源优势加强罗汉果品种选育和种苗繁育技术的国外专利布局,广西相关企业积极加强对罗汉果繁育技术及其功能性健康产品的研发。 相似文献
36.
随着现代科学技术的日新月异,人们对于知识的需求与有限的学习时间产生了尖锐的矛盾。21世纪的教育面向的是高速发展的信息时代,要使今天的学生更好的适应明天的社会,就必须充分利用现代教育技术(以多媒体电脑技术为主),使学生在受教育的同时,切实掌握现代信息技术,从而获得持续 相似文献
37.
化劼 《数理天地(高中版)》2003,(3)
对于二元条件最值问题,本刊曾介绍过许多优秀的解法.本文想通过几个例子介绍自己对其中一类问题的巧妙解法,供大家参考. 相似文献
38.
左皓劼 《信阳师范学院学报(哲学社会科学版)》2004,24(2):117-119
美国的史学研究与其社会变动和时代精神都有着密不可分的联系。20世纪中期,随着社会学科的日趋成熟,美国史学的社会科学化为史学这门古老的学科注入了新的活力,社会科学史学在新史学中独占鳌头。当然,美国的社会科学史学在发展过程中也出现了一些偏差,史学家们已经在努力纠正这种偏差。 相似文献
39.
化劼 《数学大世界(高中辅导)》2002,(10)
题1 若x、y满足x2-3xy y2=2则x2 y2的最小值为_____. 题2 已知x2 y2-xy=1求x2-y2的范围. 这两道题是本刊2002年3月号《谈谈求最值问题》中所举的两个例题,笔者在研究性学习中对这两题进行了研究,在此提出自己的解法和想法,望老师、同学们指教. 相似文献
40.
While it is well-known that cross-cultural conflict management is a common problem in multinational joint ventures. The cooperation parties come from different countries and regions, and their social, political and legal systems and cultural backgrounds are different, which leads to the differences in business philosophy, decision-making thinking preferences and management communication modes. The conflict of managerial values caused by cultural differences will inevitably affect the management concept and mode of joint ventures, which will permeate the whole process of enterprise management activities. Employees from different cultural backgrounds may have different acceptance of the rules and regulations of the joint venture or different understanding of the work tasks, which may cause employees′ uncertainty or anxiety and ultimately affect their work innovation behavior and enterprise performance.
However, a fact that can not be ignored is that managers of joint ventures do not know much about cultural differences, the impact of communication modes and how to influence employees′ work innovative behavior. Managers need to manage cultural conflicts and differences between the two countries and even more countries in order to maximize cultural integration and enhance working enthusiasm and creativity of employees. So, this study attempts to reveal the deep-seated impact mechanism of cultural differences between parent company and subsidiary companies and management communication modes on employees′ work innovative behavior. And we also hope to explore the optimal communication mode in cross-cultural conflict management of joint ventures, so as to provide experience for cross-cultural conflict management of joint ventures.
This paper took 211 employees of 12 automobile joint ventures as the research object. Cultural differences perceived by employees were viewed as the independent variable, and communication modes between managers and subordinates were regarded as both independent variables and moderating variables. The theory of anxiety/uncertainty management was adopted to analyze the effect and mechanism of employees′ perceptions of cultural differences on their work innovative behavior. The theory and techniques of Transactional Analysis were used to classify the communication modes between managers and subordinates. The hierarchical regression method was conducted to analyze the samples and compare the impact of different communication modes on employees′ innovative behavior.
Through empirical research, this study mainly draws the following conclusions: (1) Joint venture employees′ perceptions of cultural differences between parent and subsidiary companies affects their innovative behavior. The more cultural differences perceived by employees between parent and subsidiary companies, the more difficult it is for employees to understand the rules and regulations and normative requirements of joint ventures, thus enhancing the risk defense mechanism of employees and curbing their creative and innovative motivation in the process of work. (2) Manager-employee value conflict caused by cultural differences runs through the communication modes between managers and employees, thus affecting the innovative behavior of employees. The three dimensions of communication mode (complementary transactions, crossed transactions and covert ulterior) affect the direction and intensity of employees′ innovative behavior differently. Among them, complementary transactions positively affects employees′ innovative behavior, while crossed transactions and covert ulterior negatively affect employees′ innovative behavior. (3) Different communication modes adopted by manager-employee in the process of communication can moderate the impact of cultural differences perceived by employees on their innovative behavior. Among them, complementary transactions can weaken the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while covert ulterior strengthens the negative relationship between employees′ perceptions of cultural differences and their innovative behavior, while crossed transactions has no obvious moderating effect.
The theoretical contributions of this study are mainly embodied in the following aspects. Firstly, this study confirms the impact of employees′ perceptions of cultural differences and communication modes between managers and employees on employees′ innovative behavior. Different communication modes between managers and employees will not only directly affect employees′ innovative behavior, but also moderate the relationship between employees′ perceptions of cultural differences and their innovative behavior. Secondly, this study reveals the complex mechanism of the relationship between employees′ perceptions of cultural differences and their innovative behavior, and identifies the important moderating role of different communication modes. Thirdly, this study enriches the application fields of the anxiety/uncertainty theory, and expands the research fields of the theory and techniques of Transactional Analysis.
The results of this study have important reference significance for the management practice of joint ventures. Based on the results of this study, the employees′ perceptions of cultural differences are important factors to affect employees′ innovative behavior. Therefore, we put forward the following management suggestions for joint ventures. Firstly, it is suggested that joint ventures should attach great importance to alleviating the uncertainty and anxiety caused by employees′ perceptions of cultural differences, strive to create a safe and harmonious working environment for employees, so as to stimulate their innovative potential and improve their work enthusiasm and creativity. Secondly, joint ventures should popularize the theory of Transactional Analysis and the techniques of Interpersonal Communication Interaction Analysis in the process of human resources training. In addition, managers and employees of joint ventures should choose appropriate communication modes. When communicating, both managers and employees should give priority to complementary transactions, avoiding the use of crossed transactions and covert ulterior.
However, this study still has the following limitations: (1) This study took the employees of automobile joint ventures in China as research object. The representativeness of the samples needs to be improved. The universality of the research conclusions needs to be confirmed further. (2) There are some inconsistencies between self-evaluation and supervisor-evaluation of employees′ innovative behavior. The supervisor-evaluation data did not verify all the theoretical hypotheses. (3) The richness of the models needs to be strengthened. This study used the theory of anxiety/uncertainty management to explain the main effect of perceptions of cultural differences on employee innovative behavior, and tested the moderating effect of communication modes, but did not explore and test the mediating effect of the relationship between perceptions of cultural differences and employee innovative behavior. We will further explore the mediating variables and effects in the future study. 相似文献