知识创新与产业集群竞争优势的关系研究

产业集群的竞争优势要求集群内的企业能够在经营活动中不断进行知识创新,因此,产业集群竞争优势的形成实质上是集群内企业私人性知识的形成过程,只有知识不断创新,产业集群内的产品和服务才具有更强的难模仿性,才能保证竞争优势的持续性。基于此,本文从知识的社会化、外部化、整合化和内部化四个角度分析了知识创新与产业集群竞争优势的关系,得出二者之间的关系是共同作用、相互促进的。     

创新集群的知识转移研究

知识转移是知识经济时代企业取得竞争优势的基础,因而知识转移成为当前企业发展研究领域的一个热点问题,回顾国内外研究可以发现,创新集群的思想发展已经突破了早期的产业集群的地域集中相关影响因素,逐渐认识到产业集群的升级需要走创新发展的道路,走产学研结合,由劳动密集转向知识、技术密集方向发展的道路。国内集群中知识转移研究主要集中在概念的区分、单纯知识转移模型的建立上,具体的如何操作,特别是创新集群如何实现知识转移,进而提高集群的创新能力研究较少。     

创新集群的知识转移研究

知识转移是知识经济时代企业取得竞争优势的基础,因而知识转移成为当前企业发展研究领域的一个热点问题,回顾国内外研究可以发现,创新集群的思想发展已经突破了早期的产业集群的地域集中相关影响因素,逐渐认识到产业集群的升级需要走创新发展的道路,走产学研结合,由劳动密集转向知识、技术密集方向发展的道路。国内集群中知识转移研究主要集中在概念的区分、单纯知识转移模型的建立上,具体的如何操作,特别是创新集群如何实现知识转移,进而提高集群的创新能力研究较少。     

构建产业集群推动西部经济发展——培育长虹配套产业集群的思考

一个国家的竞争优势来源于优势产业,而优势产业的竞争优势来源于产业集群。产业集群可以带来外部规模经济和范围经济、深化专业分工、降低交易费用,能够加强企业竞争力和增强集群所在区域的竞争优势。     

中小企业集群竞争理论与集群竞争优势

中小企业集群的发展早已引起人们的关注.企业竞争从过去注重单个企业发展,向企业联盟及企业集群转化.企业集群化发展的优势逐渐体现.中小企业集群是指在某产业领域内相互联系、在地理位置上集中的中小企业和机构的集合体.成本优势、资源优势、市场优势、创新优势是中小企业集群竞争优势的主要来源.我国中小企业集群竞争优势核心来源的分工、创新和网络等机制还远未形成,政府的作用还有待发挥,因此,发展过程中要引导企业集群发展竞争优势.     

企业行为战略视角下的产业集群竞争优势探讨

要素条件、市场条件以及政府行为都是产业集群竞争优势的重要影响因素,作为集群经济活动的主体,企业更是集群竞争优势形成中的关键因素,不仅体现在企业间的关联与互动影响集群竞争优势,也体现在企业自身的行为与战略上。本文从企业行为与战略视角分析了企业在集群竞争优势形成中的重要作用。     

基于企业集群竞争优势的产业调整研究

根据竞争优势理论,本文对企业集群的资源和竞争优势进行了归纳、总结,分析了产业调整对企业集群的资源和竞争优势的影响情况,研究了产业调整与企业集群发展的相互关系,认为产业调整并未对企业集群发展产生重大影响,而是企业集群的演变导致了产业调整的出现。     

产业集群的网络化关系及治理模式的多元化研究

随着产业集群的进一步深化,产业集群内部逐渐催生出一种新的力量,被称为产业集群治理。对于集群中参与到国际竞争中的企业来说,如何有效利用网络组织间的关系与互动,从外部网络中所包含的各种知识来提高自己的竞争能力,已经成为企业建立竞争优势的重要课题之一。本文在网络组织关系的视角下探究了产业集群的多元化治理模式,对于企业进一步发展竞争优势、产业集群内部的协同发展以及相关部门制定合理有效的政策有重大意义。     

集群环境下知识协同优势及其形成机理研究

本文在阐述集群环境下知识协同的概念及其运作优势的基础上,分析了知识协同优势的形成机理,这是深入理解集群环境下知识协同内涵,明确知识协同竞争优势构建途径的客观前提。     

从竞争优势角度探讨集群中企业外迁

相对于非集群企业,集群企业可以享受到集群共享性资源提供的非对称竞争优势,正因此,集群会吸引企业向这一区域聚集,但为什么随着集群的发展,集群中的企业会往外迁移?将从竞争优势的角度探讨集群中企业的外迁。     

Enhancing knowledge-based service quality: A knowledge management perspective

The research proposes a framework of corporate knowledge management for enhancing knowledge-based service quality of franchise stores in the service industries. Knowledge management can provide businesses with many competitive advantages including average level of knowledge enhancement, service quality improvement, cost and time reductions, strengthened relationships among colleagues and quicker knowledge creation. The proposed framework emphasises the link between knowledge management and corporate mission and vision. Understanding the importance of enhancing knowledge-based service quality and competitive advantage, a framework and a case study demonstrating and explaining how it operates are provided in detail to encourage businesses to implement knowledge management.     

核心能力、财务核心能力与企业价值创造

核心能力是确保企业在市场竞争中获得持续竞争优势的关键 ,核心能力的本质特征在于其价值创造性。随着核心能力战略的发展和推动 ,价值成为财务的核心范畴。从价值创造角度将企业能力理论引入公司财务 ,企业财务能力和财务核心能力的提高保证了企业持续竞争优势的延续及核心能力的培育和形成     

企业剩余资源与多元化扩张战略

企业资源剩余在企业中是普遍存在的 ,但并不是所有的剩余资源都可以用于企业的多元化扩张。许多企业多元化失败的原因之一在于将不具有竞争优势的剩余资源用于扩张战略上。以海尔为案例就如何识别企业剩余资源和利用剩余资源进行多元化扩张作了理论上的探讨。     

The Influence of Corporate Environmental Ethics on Competitive Advantage: The Mediation Role of Green Innovation

This study utilizes structural equation modeling (SEM) to explore the positive effect of corporate environmental ethics on competitive advantage in the Taiwanese manufacturing industry via the mediator: green innovation performance. This study divides green innovation into green product innovation and green process innovation. The empirical results show that corporate environmental ethics positively affects green product innovation and green process innovation. In addition, this study verifies that green product innovation mediates the positive relationship between corporate environmental ethics and competitive advantage, but green process innovation does not. Therefore, corporate environmental ethics can not only affect competitive advantage directly, but also influence it indirectly via green product innovation in the Taiwanese manufacturing industry. Taiwanese manufacturing companies can increase their corporate environmental ethics and green product innovation to enhance their competitive advantages.     

论中小型企业内部知识转移与管理创新

知识经济时代要在市场竞争中取得优势,中小型企业必须加强内部知识转移,提升其知识竞争力。为此,中小型企业必需利用自身的结构特征和知识转移的要求进行管理创新。本文通过对中小型企业时代竞争特点和其内部知识转移内涵的描述,进而分析中小型企业内部知识转移过程模型以及其作用和影响因素,并从激励机制、企业文化、学习型组织、知识转移情境、信息化建设和知识主管的设立等六个方面进行企业管理创新方面的探讨。     

中印金融服务外包的竞争格局与策略

印度是世界金融服务外包市场中居于领先地位的承接大国,具有人才、基础设施、政策、企业管理等方面的竞争优势,对中国金融服务外包的竞争产生了挤压。面对印度的领先优势,中国应抓住当前时机发挥优势、弥补不足,学习印度的经验,从政策支持、总体战略、比较优势、人才培养四个方面来提高竞争力,改善中国在国际金融服务外包市场上的竞争格局。     

企业社会责任与SA8000认证

企业社会责任和企业伦理是一个问题,国外学者在这方面的研究已走在了前面,他们认识到企业社会责任是公司的一种无形资产,这种无形资产可以为公司带来比较优势。然而,对于我国这一市场化起步较晚,企业参与国际竞争仍处于较低水平的国家而言,社会责任问题还是一个新课题。     

竞争优势来源研究的理论演进

面向21世纪知识经济的挑战,如何在变革的环境中获取竞争优势是制定企业战略的关键因素。企业竞争优势从何而来,在激烈竞争的动态环境中,企业的持续竞争优势越来越依赖于无形的核心能力,企业只有通过培育和加强核心能力,有效的组织学习和不断的知识创新,才能帮助企业获得持续的竞争优势。     

Modeling the Relationship Among Perceived Corporate Citizenship,Firms’ Attractiveness,and Career Success Expectation

Drawing on propositions from the signaling theory and expectancy theory, this study hypothesizes that the perceived corporate citizenship of job seekers positively affects a firm’s attractiveness and career success expectation. This study’s proposed research hypotheses are empirically tested using a survey of graduating MBA students seeking a job. The empirical findings show that a firm’s corporate citizenship provides a competitive advantage in attracting job seekers and fostering optimistic career success expectation. Such findings substantially complement the growing literature arguing that corporate citizenship brings firms competitive advantages without solid evidence from the perspective of recruitment and human resources. Finally, managerial implications and limitations of this study are also discussed.     

Cognitive Maps and a Hyperknowledge Support System in Strategic Management

Strategic management is defined as the system of action programs which form sustainable competitive advantages for a corporation, its divisions, and its business units in a strategic planning period.We have developed a system called Woodstrat to serve as a support system for these action program activities on both the corporate, the divisional, and the business unit levels. The system is modular and is built around the logic of strategic management, i.e., the main modules cover the market position; the competitive position; the production position; and the profitability, investment, and financing positions. The innovation in Woodstrat is that these modules are linked together, i.e., when a strong market position is built into some market segment, it will have an immediate impact on profitability through links running from the assumptions on an expected development to the projected profit/loss statement. There are similar links making the competitive position interact with the market position, and the production position interact with both the market and the competitive positions, and with the profitability and financing positions.The intermodular links are based on expert knowledge of strategic management; expert knowledge is also worked into the modules such that the logic of strategic management guides the user through the process of working out sustainable competitive advantages. The process is made user-supportive with a hyperknowledge user interface. The support is made intuitive and effective with the use of object-oriented expert system technology. The basis for this is rather unusual: the Woodstrat system was built with Visual Basic, in which the objects to create a hyperknowledge environment were built.It is shown that the conceptual constructs which form strategic management can be described with cognitive maps, and that these can be adequately represented with our hyperknowledge objects. It is also shown that the knowledge formation which takes place in a management team when strategic plans are formed can be described and validated with a hyperknowledge support system. It is finally shown that a support system with hyperknowledge features, which are close to the cognitive maps of a management team, will have a profound impact on the depth and the structure of its strategic management processes.