产业集群的组织性质:属性与内涵

产业集群是一种中间性体制组织,企业间交易的不确定性、交易频率和资产专用性的不同匹配,决定了产业集群组织存在的效率边界。从不同的角度看,产业集群具有不同的组织内涵。具体而言,从制度经济学的角度看,产业集群是一种介于纯市场和科层之间的中间性体制组织;从组织生态学的角度看,产业集群是一个产业种群生态系统;而从创新经济学的角度看,产业集群又是一个具有柔性生产性质的地方企业网络系统和区域创新系统。因此,产业集群的竞争优势是相对的,集群战略不应成为地方惟一的产业战略。     

中国工业产业组织的现状及合理化途径

由于转轨过程中所存在的制度性因素以及政府、企业具体运作过程中的操作性失误，当前我国工业的产业组织总体呈现出规模经济水平不高、专业化协作程度偏低、地区间重复建设严重、生产能力低水平过剩、企业运作绩效不高等不合理状态。进一步深化体制改革，培育和发展大型企业集团，加强企业间专业化协作，合理制定并实施产业进入与退出政策，以管理和技术创新提高企业竞争力，是我国工业产业组织合理化的基本途径。     

优化施工组织设计合理确定工程造价

在竞争日益激烈的市场环境下，施工企业为了生存和发展，就必须编制一份具有竞争力的投标书。投标标书包括技术部分，主要指施工组织设计和商务部分，主要指工程造价。只有施工方案进步科学，投标报价合理，才具有竞争力。施工企业应重视施工组织设计对工程造价的影响，不断优化施工组织设计是施工企业承揽更多施工任务的重要环节。     

施工组织设计与工程造价

在竞争日益激烈的市场环境下，企业为了生存和发展，必须编制一份具有竞争力的投标书，投标书的编制包括施工组织设计和工程造价两部分．通过分析施工组织设计和工程造价的相互关系．提出优化施工组织设计对合理确定工程造价的意义，指出优化施工组织设计、合理确定工程造价的具体措施。     

纺织服装企业营销系统组织创新研究——以陕北地区毛纺织服装企业为例

国内纺织服装企业适应市场能力普遍较弱,市场淘汰率较高,大多数还处于职能式进行单一的产品生产,市场反应能力较差。纺织服装企业要提高市场竞争力,就必须建立起科学、合理的营销组织机构,通过组织创新,合理地配置资源,提高企业的营销能力,从而提升企业的市场竞争力。本文在对陕北毛纺织服装产业进行深入调研的基础上,结合理论分析与实证研究,通过结构方程模型(SEM),分析了毛纺织服装企业在营销组织创新时存在的问题以及营销组织创新与营销能力和绩效间的关系,为陕西省服装企业提升市场竞争力提供具有针对性的对策建议。     

企业集团组织规模与边界的有效性

企业集团组织设计是一项比企业组织设计更重要也更为复杂的工作。著名经济学家科斯教授认为,企业组织和市场体制是两种可以互相替代的协调生产的手段,企业组织是通过行政命令来引导生产,市场体制是通过价格来引导生产。在现实生活中,除了企业和市场两个极端的经济形态外,还存在一种过渡性或中间性的绿济形态,那就是企业集团。企业集团把诸多企业联合在自身的组织之中,但又包含了种种市场因素,是一种把企业组织同市场体制有机地融合起来的新型的经济组织形式。这种组织的有效规模应该多大,边界范围如何确定,条边界内经营单位的管理…     

企业的进入退出与产业组织的演进

产业组织是企业市场关系的总和，包括市场结构、市场行为和市场绩效三个方面。产业组织演进，也就意味着市场结构改进、市场行为合理和市场绩效提高。而产业组织演进又是企业不断进入和退出市场作用的结果。本就企业进入退出与市场结构、市场行为和市场绩效之间的关系展开论述，以探讨产业组织演进的根本动因。     

企业集团的组织与管理

一、企业集团的组建（－）关于组建企业集团的目的和条件组建企业集团的目的一定要明确，这就是优化产业组织，增强市场竞争力，提高经济效益。组建企业集团还需要具备一定条件，首先是核心企业必须有雄厚的实力，可以以资金、土地、技术装备、独占技术或特许权等向一批企业投资，以形成资本联结纽带；其次是核心企业的业务有相当大的战略发展空间，可以通过扩大规模，形成产业优势；再次是核心企业的领导班子有雄心、有能力、有团结奋斗共创大业的精神。（二）选择好自己的核心企业与核心产业组建企业集团，必须确定其核心企业、核心产业，…     

商品煤铁路运输的网络组织特征

传统理论认为 ,大多数商务关系要么是纵向一体化关系 ,即企业内的交易 ;要么是市场契约关系 ,即企业间的交易。实际上 ,商务关系的构成是相当复杂的 ,中间性组织 (长期契约关系 )的出现 ,使企业与市场之间的界限模糊了。本文从商品煤铁路运输涉及的双方关系入手 ,从单一的连接说明煤炭铁路运输的网络实质 ,提出煤炭铁路运输应采用网络组织治理模式加以管理。一、企业、网络组织与市场的比较分析根据分工理论 ,企业只是从生产和服务过程中截取某些阶段从事分工活动 ,它从事与自身能力相应的活动 ,而把其他活动留给市场。由于分工活动的相互依…     

网络型寡占市场结构与中国产业的国际竞争力

产业竞争力归根结蒂是一个产业组织问题，形成有效竞争的产业组织和市场结构是培育和增强我国产业国际竞争力的根本途径和决定性条件。在经济全球化和网络经济条件下，为迅速提升产业的国际竞争力，我国必须形成一种网络型寡占市场结构。     

企业间网络的效率边界:经济组织逻辑的重新审视

企业间网络是一种既不同于市场也不同于企业科层的组织形式，它是一些经过筛选的独立的企业通过正式契约和隐含契约所构成的互相依赖、同担风险的长期合作的交易模式。本文综合交易成本理论以及企业能力理论对影响企业网络边界的因素分别进行了阐释，对资产专用性、企业能力、不确定性等因素对企业边界的影响机制进行了分析。随着资产专用性的逐步提高，在其他条件不变的情况下，交易的治理机制逐步从市场过渡到企业网络，当资产专用性进一步提高时，企业科层将替代企业网络。当企业之间的能力是互补但不相似时，交易将通过企业网络来进行。同时，产品需求的不确定性也将导致企业间网络组织的出现。     

基于网络的企业学习与治理机制

随着经济全球化和市场竞争加剧，战略联盟、虚拟企业等形态的网络组织大量出现。在这种背景下，解决企业网络中知识资源治理的问题成为关键。交易成本经济学把企业网络视为一个交易平台，提出了基于“专用性投资”的解决方案。本文认为．企业网络具有知识性质，网络学习是解决企业网络中知识资源“公地悲剧”现象和提升网络价值的关键。成员企业的网络学习的效率不仅取决于其知识学习能力积累和网络的知识学习能力积累，而且还取决于网络知识共享平台。网络知识共享平台是提高成员企业知识吸收、结合和创新能力的重要机制．     

信息技术、交易成本与激励:论经济组织形式的中间化

基于交易成本理论的分析框架难以对信息技术作用下的经济组织变革趋势作出很好的解释．本文融合了资源基础观的相关观点，建立了一个新的分析框架，比较全面地分析了企业、中间组织和市场这三种经济组织形式。进一步的，通过考察信息技术应用的相关影响，我们得出了信息时代经济组织形式趋于“中间化”的结论。     

Farmer organization,collective action and market access in Meso-America

Farmer organization and collective action are often seen as key factors in enhancing farmers’ access to markets. Often, too little attention is directed at (a) the most appropriate types of organization; (b) whether organization makes less or more sense in the case of producers of an undifferentiated commodity or a higher value product; (c) whether the public or private sector is best placed to support farmer organizations; and (d) the conditions necessary for ensuring their economic viability. Research in Mexico and Central America explored these issues for commodity maize and high value vegetables, respectively. The benefits of farmer organization are more evident in the vegetable sector, characterized by high transaction costs associated with market access. However, horticultural farmer organizations in Honduras and El Salvador include less than 5% of total horticultural producers. This is possibly due to farmer organizations’ limited business skills and non-replicable organizational models. There is less incentive for maize farmers to organize to access output markets as the transaction costs are relatively low. The benefits of maize farmer organization are clearer when it comes to accessing inputs such as credit, seed and fertilizer. Farmer organization is a critical factor in making markets work for the poor, but the role and timing of public and private investment in these organizations is poorly understood.     

Developing network insight

A challenge facing organizations is that of amalgamating possibilities which do not exist in a transparent and concentrated form, but rather as dispersed individual cognitive ‘pictures’ perceived by managers embedded in business networks. Based on our research of business networks involving manufacturers of consumer goods, pharmaceutical companies, producers of semiconductors and telecommunication and utility service providers, we propose the concept of network insight, which does not consist merely of extant pictures held by individual managers, but is grounded in the practice of inter-firm exchange. We argue that developing network insight is a managerial challenge encompassing the amalgamation of dispersed pieces of atomized network pictures through heedful, multilateral interactions. Such a managerial activity transcends the task-specific knowledge base of managerial cognition and leads to objectified organizational learning within a business network. Managers that develop insight in business networks are able to mobilize other actors and create a competitive advantage for their organization that is crucial for innovation and growth.     

The construction of managerial knowledge in business networks: Managers' theories about communication

In this article we regard managers' knowledge as a nuanced construction of reality that produces particular ‘espoused theories’ about the self as a practitioner and the environment in which they practice. Everyday managerial practices take place within the context of these theories. We argue that a subtle analysis of managerial talk can enhance the study of inter-firm relationships by revealing the espoused theories on the basis of which boundary spanners act. To demonstrate the construction of managers' knowledge, we introduce and explore materials collected in interviews with marketing and purchasing managers in several industrial contexts. We restrict our focus to talk about instances of communication to explore in depth how this talk establishes perceived ‘facts’ about inter-firm communicative work. We identify key discursive repertoires that are deployed to establish the range of communicative work, the difficulty in managing the directionality of communication and the complexity of managing in sometimes ambiguous situations — managerial ‘facts’ that are absent in some communication research. At the same time, discursive repertoires are deployed to establish the self as an able practitioner and a capable participant in communication. Our study has implications for boundary spanners and their organizations. We consider how boundary spanners' understandings of communication may be better deployed by the organizations that employ them and also in management education and training.     

Determinants of firm performance: The relative importance of economic and organizational factors

We decompose the inter-firm variance in profit rates into economic and organizational components. Using a representative model from each paradigm we find that both sets of factors are significant determinants of firm performance. Further findings are that the two effects are roughly independent and that organizational factors explain about twice as much variance in profit rates as economic factors.     

The impact of the product to service shift in industrial markets and the evolution of the sales organization

Marketing is undergoing a paradigmatic shift that involves a change in focus from the exchange of goods, which are usually manufactured output, to providing a service, which is fundamental to economic exchange (Vargo & Lusch 2004).Evidenced by three decades of marketing transformation in B2B (business-to-business) sales organizations, this paper examines the evolution of sales organizations as a result of the shift from product- to service-focused commerce. This paper also identifies areas of future research and practice in marketing. Findings suggest that the traditional product-focused sales organization will evolve in two directions. First, enhanced use of technology will reduce some traditional sales functions and even face-to-face contact. Second, customers who are important to marketers will experience improvements in the level of customer contact—leading to growth in customer-focused sales organizations and an increase in global account management teams. Changes in sales organizations will also lead to changes in the selection, training, and recruitment of salespeople as well as their roles.Direction for future research and managerial implications are highlighted throughout the paper as are changes likely to occur in sales organizations.     

The Sources and Advantages of Japanese Industrial Organization

Using agency theory, this paper investigates advantages linked to Japanese industrial organization. Three variables theoretically linked to keiretsu organization, ownership structure, inter-firm investment, and financing flexibility were able to correctly classify U.S. and Japanese firms. We detect polarization of U.S. and Japanese firms in terms of performance and strategic decisions.     

Infusing flexibility into business-to-business firms: A contingency theory and resource-based view perspective and practical implications

Two questions motivate this research. What conditions foster flexibility and how might business-to-business firms infuse flexibility throughout their organizations? A synthesis of the strategic management, marketing, and new product development literature was undertaken, which provided an updated interdisciplinary focus. Contingency theory and the resource-based view perspective were utilized to enhance our knowledge and emphasize the importance of flexibility and organizational performance. Superior intra- and inter-firm flexibility are proposed to influence business-to-business marketplace success.