战略管理思想与战略管理会计

20世纪60、70年代的战略管理思想指出了战略的长期导向以及组织内外部相互匹配的本质;80年代的波特战略管理思想对企业外部产业环境与竞争对手更加关注;90年代迄今的战略管理思想则聚焦于企业内部资源尤其是无形资源与能力。80年代产生的SMA突破了传统管理会计的内向性局限,具有明显的外向性与长期性特征。90年代迄今的战略管理思想拓展了SMA的研究视角,为21世纪的SMA提供了新的研究维度——企业无形的资源与能力。本文认为,需重新认识SMA的特征。随着战略管理思想的不断发展,21世纪的SMA作为交叉学科,内容与方法将更加丰富和完善。     

企业战略管理的战略思维比较

本文简要介绍了战略管理理论的发展,重点比较分析了三种战略思维:以资源为本的战略思维、以竞争为本的战略思维和以顾客为本的战略思维,并探讨了知识经济条件下企业制定战略时所面临的挑战.     

Strategic learning and entry-equilibrium

This paper describes the nature of equilibrium for a dynamic game between a monopolist and an entrant who adopts a learning strategy for cost reduction. The learning process is characterized as a continuous-time Poisson process where each success reduces a part of the entrant's cost difference with the incumbent. The entrant chooses a stream of expenditure after every success to control the instant probability of the next success. The techniques of semi-Markov decision processes are used to characterize equilibrium learning decisions at every stage, distribution of entry times, and the effects of subsidies, technical progress, etc. on pre-entry and post-entry learning strategies.     

战略联盟到战略网络的演化分析

随着市场竞争的日趋激烈,战略联盟已经成为企业间合作的主要形式。然而,任何一种组织为了生存和发展必须不断适应环境的改变,因此,战略联盟的演化逐渐成为研究的焦点。文章通过战略联盟与战略网络的比较,基于企业熵理论,分析战略联盟向战略网络演化的途径,找到战略联盟向战略网络演化的关键点——核心企业的形成。     

Strategic restructuring

Never before has there been so much organizational restructuring, in spite of consistently mixed results. This article argues that the reason organizational restructuring so often fails to increase productivity and profit is that it is not guided by business strategy. While most managers agree that structure should follow strategy, few have a process for moving from strategy to restructuring at the business level where most restructuring occurs. A number of businesses, however, have based restructuring decisions on a clear and well-understood strategy. This article describes what is common to the processes these businesses have followed. Human resource managers, whose role and competence should include the alignment of change processes with business needs, have often abdicated responsibility for ensuring that restructuring efforts are strategic and are competently implemented. © 1996 by John Wiley & Sons, Inc.     

Strategic management and public leadership

Abstract

As a new and flatter organization replaces the traditional public organization, it would need more of strategic public management. Key decisions in team production relate to the employment of outcome measures for both monitoring of real activities as well as the reform of the structuring of these activities. Only outcome measures could constitute the starting-point for public sector strategic management. A concept of strategic management for public services must include a theory of public leadership, resulting from the mechanism of credit and commitment on the part of the team providing services. A theory of strategic public management must take into account the specific features of the public sector as well as include the implications of rule of law. Given the criticisms of the rational decision model, a theory of strategic management must pay attention to the lessons from public administration about bounded rationality and the possibility of pathologies or organized foolishness in public organization.     

Strategic Activism and Nonmarket Strategy

Activist NGOs have increasingly foregone public politics and turned to private politics to change the practices of firms and industries. This paper focuses on private politics, activist strategies, and nonmarket strategies of targets. A formal theory of an encounter between an activist organization and a target is presented to examine strategies for lessening the chance of being a target and for addressing an activist challenge once it has occurred. The encounter between the activist and the target is viewed as competition. At the heart of that competition is an activist campaign, which is represented by a demand, a promised reward if the target meets the demand, and a threat of harm if the target rejects the demand. The model incorporates target selection by the activist, proactive measures and reputation building by a potential target to reduce the likelihood of being selected as a target, fighting a campaign, and credible commitment.     

Strategic Delegation and Vertical Integration

This paper proposes a game‐theoretic model to analyze owners' vertical integration choices if they delegate pricing decisions to their managers. We find that all three vertical structures are possible Nash equilibrium outcomes. If the products are weak substitutes, then the outcome is that both owners adopt vertical integration. When the products are close substitutes, both owners adopt vertical separation in equilibrium. When substitution between the products is medium, the coexistence of vertical integration and vertical separation is the equilibrium outcome, and the owner corresponding to vertical separation offers exactly a profit‐maximization contract to his or her manager under this situation. Copyright © 2014 John Wiley & Sons, Ltd.     

Strategic interaction and aggregate incentives

We consider a model of interdependent efforts, with linear interaction and lower bound on effort. Our setting encompasses asymmetric interaction and heterogeneous agents’ characteristics. We examine the impact of a rise of cross-effects on aggregate efforts. We show that the sign of the comparative static effects is related to a condition of balancedness of the interaction. Moreover, we point out that asymmetry and heterogeneous characteristics are sources of non-monotonic variation of aggregate efforts.     

Strategic automation and decision-making authority

This paper studies how automation impacts the structure of decision-making in organizations. We develop a theoretical model of a firm, where a principal makes a decision about how much to prioritize the new product development division when the division is led by a manager who holds private information specific to this division and has misaligned preferences with the principal. The principal chooses whether to decentralize this decision by delegating it to the manager, resulting in more informed but unbiased decision. In this setting, we investigate how automation which reduces operational variability may alter this choice of organizational structure. The findings from our analysis show that firms deploy automation resources differently depending on their organizational structure: centralized firms choose to automate divisions that face more uncertainty, while decentralized firms do the opposite. Moreover, increasing access to automation results in higher centralization of decision-making in firms. In the extensions, we show that the strategic use of automation reduces the informativeness of intrafirm communication, and also, that automation can be a strategic substitute to monetary contracts.     

论战略投资者

2020年的再融资新规中明确了战略投资者的定位与角色,这一界定对于企业各个阶段都是适用的.由此,本文首先基于股东资源视角,分析公司各个成长阶段对战略性资源的不同需求,揭示了"战略投资者"的角色定位.接着,本文以案例方式呈现了战略投资者的行为,即股东资源投入、全面治理参与等,从而诠释了战略投资者概念的具体含义和作用.不仅如此,本文还对权益融资市场中的对赌协议进行反思,建议通过创新金融工具、规范投资行为等方式,引导战略投资者回归其"战略合作伙伴"的基本定位.     

港口战略联盟-企业战略联盟理论的应用

介绍了港口战略联盟的理论应用,及欧美港口物流联盟的运作实践情况,并对我国港口战略联盟的未来发展前景作了展望。     

物流中心战略分析与选择

分析了中国运载火箭技术研究院物流中心目前存在的一些问题,并总结了物流行业发展的趋势和关键要素,最后提出了物流中心发展的战略。     

战略规划的认识与思考——基于不同发展形势下的战略规划取向

由于我国城镇化进程中新条件和新问题的出现,城镇化与大都市区化并存,地方政府与上级政府的利益博弈催生了中国城市战略规划,以广州总体发展概念规划的编制为先河,我国战略规划编制拉开了序幕.到目前为止,国内战略规划经历了两个发展阶段,战略规划与总体规划等法定规划从最开始的双方对立,前者突破后者转变为相互协调,相互支撑的关系,产...     

国有经济的战略性调整与改组

本文立足于基础材料分析 ,明确了国有经济在固定资产投资、城镇从业人员数量和财政收入贡献等基本经济层面上仍处于主体地位。但处于粗放经营、低效运行状态。因此 ,对国有经济实施战略性调整与改组 ,是最紧迫的任务。收缩国有经济过长的战线、调整不合理的布局和结构最重要、最核心的内容应是调整国有经济应有的作用与功能、改革已不适应社会主义市场经济发展的经营管理体制。在新的形势下 ,探索国有经济的最佳实现形式 ,应是对国有经济实施战略性调整与改组的基本战略指向。     

论6西格玛与战略策划的一体化

世界贸易的发展加速了市场和竞争的整合.要想取得长期的成功,必须在操作有效性(将事情做正确)和战略策划(做正确的事情)中取得突破性的进展.任何两者孤立于另一方都不会取得圆满的成功.     

绿色物流的战略分析与对策研究

随着社会经济的不断发展与进步,人类的物质文明和精神文明也随之提高。但是我们所生活的地球上的资源却日益减少,工业垃圾、汽车尾气等与日俱增。给我们的生活造成了严重的污染,时刻威胁着我们赖以生存的生态环境和家园。所以绿色物流作为可持续发展战略也背负着艰巨的任务,并且开展绿色物流也逐渐成为企业的重要任务之一,同时也是社会重视的问题之一。绿色物流贯彻了可持续发展战略,在社会发展和企业成长中起着不可替代的作用。     

谋局胜于夺势——战略营销的理性思考

随着世界经济迅速发展,科学技术突飞猛进,经济全球化趋势日益明显。中国面临着全新的挑战,产业和市场竞争更加激烈,以往传统的营销手段已失去了往日的辉煌。面对强大的竞争对手,每个企业的生存都必须立足于全球竞争战略的高度来认识战略营销,才能发挥企业的竞争优势,推动企业的可持续发展。