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论文作者:留学生论文网论文属性:硕士毕业论文 dissertation登出时间:2011-09-13编辑:anterran点击率:7944
论文字数:13805论文编号:org201109131125091940语种:英语 English地区:美国价格:$ 44
关键词:HRMHuman Resource Management硕士论文定制International InvestigationSolving PerformanceSemiconductor Industry人力资源系统知识系统
摘要:使用独特的调查人员大半导体公司位于日本,韩国,美国,本文分析了企业的人力资源(人力资源)系统(即,做法,结构,发展技能,并rewardperformance)和知识系统(即,信息的获取,共享和控制)相关的问题解决性能工程师。本文探讨的性能工程师方面所花费的时间来解决问题的背景下的企业人力资源和知识系统。
An International Investigation of Problem-Solving Performance in the Semiconductor Industry
Melissa M. Appleyard, Clair Brown, and Linda Sattler
Using a unique survey of engineers in major semiconductor companies located inJapan, South Korea, and the United States, this article analyzes how a firm’s humanresource (HR) system (i.e., practices that structure work, develop skills, and rewardperformance) and knowledge system (i.e., information access, sharing and
control) are related to the problem-solving performance of engineers. Because of theshort product market life cycles in the semiconductor industry, expeditious problemsolving is an important performance goal. Therefore, this article examines the performanceof engineers in terms of the time it takes them to solve problems in the
context of their firms’ HR and knowledge systems. It was anticipated during thisstudy that externally oriented organizational systems, which support individual careerperformance and mobility (an externally oriented HR system) and the use ofprivate knowledge sources (an externally oriented knowledge system), would be
associated with superior performance in terms of problem-solving speed. The findingssupport this hypothesis and demonstrate the importance of externally orientedHR systems and at the same time suggest the surprising insignificance of the orientationof the knowledge systems. These findings are applicable to engineers in thesample from the United States, whereas the findings for the Korean and Japaneseengineers are inconclusive. International variation is found where the U.S. engineerswork under the most externally oriented and the Japanese engineers under the leastexternally oriented systems, and the Korean engineers fall in between. The findings
of this article suggest that when constructing a work environment for new productdevelopment, managers should take into account how the underlying components oftheir organizational systems contribute to an internal or external focus, and howthis orientation may influence performance.
Introduction
How should firms structure their human resource(HR) and knowledge systems to supportknowledge acquisition and problemsolving by their engineers responsible for new productdevelopment? Companies creating new productsin industries with short product generations relentlesslycombine new internal knowledge with external
knowledge to keep pace with the industry (Dosi andMarengo, 1994; Iansiti, 1998; Tyre and von Hippel,1997). In the electronics industry, the value of knowledgespecific to a product generation depreciates
rapidly (Irwin and Klenow, 1994; Teece, 2000, The authors are grateful to colleagues in UC at Berkeley’s CompetitiveSemiconductor Manufacturing Center. In particular, thanks to
Neil Berglund, Ben Campbell, B. Y. Cheon, Michael Flynn, DaveHodges, Kiyoo Itoh, Erling Larsen, Rob Leachman, David Mowery,Greg Pinsonnealt, Dan Rascher, and John Schuler. Insightful comments
from the journal’s editor and two anonymous reviewers are appreciated,as well as helpful suggestions from participants in Darden’sEmerging Research Seminar. Thanks to B. Y. Cheon for assisting with
the translation and distribution of the survey in Korea. The authors arealso grateful to the Alfred P. Sloan Foundation, Portland State University’sSchool of Business Administration Foundation, ITEC/COE
at Doshisha University, the Darden Foundation, and the Batten Institute
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