企业人员激励体系研究

随着社会经济的发展,企业之间的竞争越来越激烈。而企业之间的竞争实际上就是人才的竞争,如何通过激发员工的内在动力,达到提升企业人员能力、素质、工作绩效以及企业的核心竞争力、经营业绩,从而保证企业、社会的长期稳定和发展,已经成为企业所有者和经营者必须面对的重大课题。     

论物流企业的经营战略

企业在正确的管理哲学指导下开展物流经营管理的一个重要步骤,就是制定切实可行的物流经营计划与战略,而物流经营战略的形成又与企业自身的具体情况和经营特点密切相关。因此,在研究企业物流经营战略时,必须结合企业经营特点进行分析,本文为此将具体分析物流经营企业的各种类型,以及与之相应的战略。 一、竞争企业的战略类型 竞争企业的战略尽管有各种形式,但是,根据其共同的特征可以将战略划分为几种类型。在此,我们以物流服务的范围和机能整合性来分析物流企业的战略形式。物流服务的范围主要是指营业区域的广度、输送机构的多样…     

基于价值链的竞争对手成本分析研究

随着经济全球化,企业所面临的经营环境和管理模式发生了深刻的变化,企业必须站在战略的高度,培育企业长期的竞争优势,以适应不断变化的竞争环境。了解企业所在行业和市场以及参与竞争的对手,从而采取有效的竞争战略,是企业经营者们必须考虑的重要课题。本文探索通过与竞争对手价值链进行定性的和定量的比较发现本企业的优势和劣势,并通过控制成本动因、重构价值链等途径达到持久成本领先的目的。     

我国中小企业绩效考核问题浅谈

当今社会经济全球化发展迅猛,竞争也日趋激烈,在这种激烈的竞争中如何保持优势,如何持续稳定发展,实现经济利润的增长,是所有企业思考的主要问题和需要解决的根本问题。对我国中小企业来说问题更甚,其模糊、传统、相对落后的管理模式越来越难以适应全新的竞争环境,更加难以适应企业长期发展战略的实现。从根本上说,企业的竞争就是人才的竞争,想要在竞争中不被淘汰必须从管理入手,制定符合本企业的管理方式对企业进行有效管理,从而提高企业经营水平和经营能力,最终达到企业综合实力的提升。     

论会计处理方法的选择在纳税筹划中的运用

在经济全球化的情势下,如果企业想要在越来越激烈的竞争中脱颖而出,必须提高自己的竞争力。纳税筹划作为财务管理的一个重要手段,可以降低企业的经营成本,从而提高企业的竞争力。     

基于学习力的企业可持续竞争力的培育探析

知识经济的发展是企业面临着环境的不断变化和知识的持续更新,任何企业要想获得竞争优势,就必须坚持不断有效的学习,学习力是企业在动态竞争环境中制胜的利器。文章系统分析了学习力是企业获取竞争优势的原动力,并在此基础上,进一步探讨了企业如何通过构建学习型组织来增强整体学习力,从而实现企业可持续竞争优势的途径和策略。     

未来企业经营新理念

市场经济是竞争经济。在竞争条件下经营的企业,如欲求得生存和发展的机会必须具有某种相对于其它企业而言的竞争优势。所谓竞争优势,是指企业相对于竞争对手而言的在经营上的某些特点。面对经济全球化浪潮所带来的机遇与挑战,企业应当创新企业经营理念,以形成企业竞争优势。     

儒学精髓对构建中国企业文化的启示

企业文化作为一种现代管理科学理论，是企业的经营竞争哲学，而儒家思想源远流长，构成中国民族文化的核心，从而以儒家思想为基础来构建企业文化有助于企业在发展中具有延伸性和保持性。面对经济全球化浪潮的洗礼，中国企业要走的路还很长。运用儒家思想的精髓来进行中国企业的文化建设是有必要的。     

变动成本法在我国船舶制造业的应用

船舶制造业的国际竞争力反映了船舶工业整体在国际市场上参与竞争的能力。随着国际化进程的加快,我国各大企业引以自豪的低劳动力成本、低原材料成本优势逐渐消失,国家船舶制造业不得不同日韩国家开展深层次竞争优势的竞争。在日益激烈的船舶制造市场竞争中,中国船舶制造企业要想占有一席之地,必须科学地经营,最终取得利润。控制企业产品成本,是企业求得生存、抵御风险     

新形势下如何加强和改进企业文化建设

企业文化是企业在长期生产经营过程中逐步形成的、全体成员共同遵守的行为规范和价值观念,一个优秀的企业要想在不断变化的市场经济条件下生存和发展,必须注重企业文化建设。依靠优质的企业文化引领职工自觉地去实现企业的生产经营目标,从而达到增强企业整体竞争力和提高效益的目标。     

Developing Theories of Strategy Using Dominance Criteria

This article identifies key features of the strategy concept as a basis for reviewing existing theories of strategy. It also provides an agenda for future research. the article argues that there is a decision hierarchy in a firm, and defines strategy as the highest-level decision in the hierarchy. Consequently, strategy has to exhibit what may be called three features of dominance: vertical dominance, horizontal dominance, and dynamic dominance. A vertically dominant strategy is one that determines, directly or indirectly, other decisions of a firm. A horizontally dominant strategy seeks to optimize the value of the firm according to some criteria. Dynamic dominance implies that strategy should affect the subsequent decisions of a firm over a relevant period of time. With few exceptions, existing theories of strategy are issue-oriented and focus largely on horizontal dominance. More research should, therefore, be directed towards vertical and dynamic dominance criteria. If a comprehensive theory of strategy which satisfies the three dominance features cannot be developed, it is suggested that development should be directed towards integrating behavioural and economic approaches.     

The dynamic adjustment of environment, strategy, structure, and resources on firm performance

Under the uncertainty of external environment, how do the firms exploit resources, adjust organizational structures, and adopted proper strategies to gain the better performance is an important issue. Many theories have been proposed to explain this phenomenon. Structure-conduct-performance model suggest that industry structure influences the firm behavior and determines the performance of individual firms and of the industry as a whole. Strategy-structure-performance model suggest that strategy must dictate organizational structure, which in turn influences performance. The environmental perspective considers external environments. Resource-Based View suggests that management must focus on the values of resources to generate sustained competitive advantages and to improve performance. Dynamic adjustment among environment, strategy, structure, and resources can become primary causes of the firm performance. The purpose of this paper is to clarify the gaps between different theories and to complement the existing theories. This paper confirmed the measurement of the constructs first and competing models were used to examine dynamic adjustment among constructs and the relationships to firm performance. The results demonstrated that most of the relationships among constructs were supported and support the dynamic adjustment of the constructs. When facing uncertain environments, firms tend to use competition strategies as well as cooperation strategies; firms tend to formalize organizational structures and to amass resources. Firms which conduct cooperation strategies and possess more resources will attain better performance levels than those that do not. As to the theoretical models, the structure-conduct-performance model and the environmental perspective were supported. Practitioners should recognize the importance of the industrial and environmental factors.     

Firm Productivity and the Foreign‐Market Entry Decision

We use Japanese firm‐level data to examine how a firm’s productivity affects its foreign‐market entry strategy. The firm faces a choice between exporting and foreign direct investment (FDI). In the case of FDI, the firm has two options: greenfield investment or acquisition of an existing plant (M&A). If it selects greenfield investment, it has two ownership choices: whole ownership or a joint venture with a local company. Controlling for industry‐ and country‐specific characteristics, we find that the more productive a firm is, the more likely it is to choose FDI rather than exporting and greenfield investment rather than M&A.     

Examining green policy and sustainable development from the perspective of differentiation and strategic alignment

The study seeks to explain the influence of green policy on sustainable development from the perspective of differentiation and strategic alignment. The study examined the relationships among a divergent green management strategy, green competencies, and firm performance. The results indicate that a divergent green management strategy is associated with higher firm performance and that such relationship is moderated by green competencies. The study confirms that a differentiation strategy pays off for firms that implement green management. The study also confirms that green policy should consider the strategic alignment between green management strategy and green competencies.     

Recasting Enterprise Strategy: Towards Stakeholder Research That Matters to General Managers

As well as specifying functional, business unit, and corporate levels of strategy, early strategy scholars delineated enterprise level strategy as the uppermost level of strategy. Enterprise strategy articulates how the firm engages with actors in its economic, social, and political environment to ensure long‐term corporate performance. As a growing body of evidence shows, heterogeneity in how firms identify, and engage with, their stakeholders can explain why some firms outperform their peers. However, my literature survey of more than three decades of published research reveals that enterprise strategy has stayed firmly in the shadows behind business and corporate strategy. Furthermore, many theories of firm–stakeholder relationships are normative (i.e. explain how firms should act) and do not inform strategy effectively. In this paper, I argue why enterprise strategy research is required as a cohesive body of work that connects with research in business and corporate strategy. I finish by proposing three research domains – strategic goals, organization design, and organization boundaries – that hold the potential to link stakeholder issues with mainstream concerns in strategy research and, thus, to revive a coherent research programme in enterprise level strategy.     

Avoiding the loss of a gain: Retaining top managers in an acquisition

The turnover of management following a merger or acquisition is a significant, yet understudied, human resource issue. We propose that the relevant HR question is not merely how to retain top managers, but of equal importance, whether or not top management retention should be an objective. We present a model that integrates the retention process with the overall integration strategy being pursued by the acquiring firm. The model prompts a discussion of those factors that influence the decision as to whether the top management of the acquired firm should be retained. We conclude by identifying appropriate HR tactics for managing the retention process.     

Cost-reduction innovation under mixed economy

This paper analyzes the innovation strategies of mixed duopoly with a (semi-) public firm and a private firm, and the welfare effects of public ownership are captured. The findings indicate that the private firm is more active in research and development activities than the (semi-) public firm. Meanwhile, the total production increases with the degree of public ownership, and both firms have to suffer losses in profits. From the viewpoint of social welfare, partial nationalization is the optimal strategy. The policy implication of the findings highlights that partial nationalization should be encouraged under mixed economy.     

大学生创业孵化基地运营模式探讨

在高校创建创业孵化基地,是深入实施国家创新驱动发展战略、深化高校创新创业教育改革、激发全社会创新潜能和创业活力的重要措施。在创建的过程中,高校要根据孵化平台投资共建的实际情况,科学、合理地选择运作模式、设计运营机制、策划运作流程、创新盈利模式,以探索大学生校内创业孵化基地的运营新模式。     

HR flexibility: Precursors and the contingent impact on firm financial performance

Using data from 170 for‐profit U.S. firms with 100 or more employees from 27 North American Industry Classification System (NAICS) industry subsectors, we investigated firm‐level precursors of HR flexibility and industry‐level boundary conditions of the HR flexibility—firm financial performance relationship. The findings denote that a contingency illumination is warranted in which consideration should be given to firm‐level factors such as flexibility business strategy and high‐performance work systems, which may play a key role in engendering HR flexibility, and external factors such as industry dynamism and growth, which may serve as boundary conditions that influence the relevance and impact of HR flexibility. This study is an important extension of extant HR flexibility research and adds clarity regarding the roles and relevance of HR flexibility and the circumstances in which HR flexibility and/or its focal factors may augment (or diminish) firm competitiveness and performance.     

Research in the Strategic Theory of the Firm: 'Isolationism' and 'Integrationism'

It has been increasingly often argued that strategy research should aim for a 'strategic theory of the firm', that is, a theory explains the existence, boundaries, organization and competitive advantage of the firm within a unified theoretical framework. This paper discusses two archetypal strategies in research in the strategic theory of the firm, namely 'isolationism' and 'integrationism'. While the former is representative of the positions that either the knowledge-based view or the modern economics of organization can develop into full-blown strategic theories of the firm, the integrationist strategy stresses that progress is more likely to emerge from a combination of insights and research procedures from both the knowledge-based view and the modern economics of organization. The paper argues in favour of integrationism. In addition, the paper presents some novel criticisms of both the knowledge-based view and the modern economics of organization.