东欧风险增加决定的搬迁趋势:ANP-TOPSIS方法

IF 1.5 Q3 MANAGEMENT
O. Panazan, Cătălin Gheorghe, G. Calefariu
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引用次数: 0

摘要

背景:新冠肺炎疫情改变了企业对搬迁的看法,给人们的生活带来了不确定性。不确定性是当今全球环境中的一个决定性因素,需要对人力资源和公司进行新的研究。新冠肺炎大流行导致组织内部出现了意外的变革需求,特别是在人力资源管理方面,创造了一个复杂而富有挑战性的环境,干扰了业务连续性,迫使员工应对这种具有挑战性的情况。目的:本文旨在确定2019冠状病毒病疫情在欧盟企业搬迁中产生的变化,评估在这种动荡的宏观经济环境下,欧洲国家世界各地企业的搬迁趋势。公司的可持续性以及克服疫情带来的危机的方式主要取决于搬迁过程中涉及的经济、社会、金融、政治因素和人力资源。研究疫情对搬迁决策的影响有助于更好地管理未来的危机并降低风险。方法:本研究根据理想解的框架,提出了一种集成的ANP-TOPSIS(分析网络过程-与理想解相似的偏好排序技术)来排序偏好。应优先考虑考虑到参与决策的因素之间相互作用的解决办法。所提出的模型将提高调动决策过程的效率,并帮助管理人员根据其对公司和相关人力资源的重要性和影响有效地选择解决方案。结果:除了影响搬迁的因素外,所用指标和方法的综合是对专业文献的补充。结果显示,企业搬迁选择从东向西转变,表明了与新冠肺炎病毒相关的搬迁问题的当前趋势。与疫情前相比,东欧国家对搬迁的公司不再具有吸引力。经济较为稳定、风险较低的国家似乎对搬迁设施的公司更有吸引力。结论:公司的战略定位、其成长或对当前环境的适应以及其地理重点是公司迁移的基本组成部分。选择一个理想的地点是一个研究问题;不仅要找到一个公司可以获得合格人力资源的地方,降低成本,靠近原材料或市场,还要防止相关的搬迁危险。根据研究,当今的现实需要一个以风险为中心的战略。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Relocation trends determined by increasing risks in Eastern Europe: An ANP-TOPSIS approach
BACKGROUND: The COVID-19 pandemic has changed companies’ perspective on relocation and brought uncertainty into people’s lives. Uncertainty, a decisive factor in today’s global environment, requires new research about human resources and companies. The COVID-19 pandemic has caused an unexpected need for change within organizations, especially in terms of human resources management, creating a complex and challenging environment that interferes with business continuity, forcing employees to cope with this challenging situation. OBJECTIVE: The article aims identifying the changes generated by the COVID 19 pandemic in the relocation of businesses from the European Union, assessing the relocation trends of companies around the world in European countries in this volatile macroeconomic environment. The sustainability of companies, the way they can overcome the crises generated by the pandemic depend mainly on economic, social, financial, political factors and human resource involved in the relocation process. Studying the influence of the pandemic on relocation decision contributes to better management of crises in the future and to reducing risks. METHODS: The study proposes an integrated ANP-TOPSIS (Analytic Network Process- Technique for Order of Preference by Similarity to Ideal Solution) for ordering preference according to the ideal solution framework. Priority should be given to solutions that consider the interactions between factors involved in decision-making. The proposed model will increase the efficiency of the transfer decision-making process and help managers choose solutions effectively based on their importance and impact on the company and the human resources involved. RESULTS: The synthesis of the indicators and methods used, in addition to the factors that affect relocation, complements the specialized literature. The results showed a shift in business relocation options from east to west, demonstrating the current trend in the relocation issue associated with the COVID-19 virus. Eastern European countries are no longer as attractive for companies relocating compared to the pre-pandemic period. The countries with more stable economies, characterized by lower risks, seem to become more attractive to companies that relocate their facilities. CONCLUSIONS: The strategic positioning of the firm, its growth or adaptation to the present environment, and its geographic focus are fundamental components of a company’s migration. The selection of an ideal site is a research problem; not only to find a place where firms will have access to qualified human resources, to lower their costs, to be close to raw materials or the market, but also to prevent associated relocation hazards. According to research, today’s reality necessitates a risk-focused strategy.
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来源期刊
CiteScore
3.50
自引率
30.40%
发文量
56
期刊介绍: Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.
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