工作—生活多角色责任感的测量及影响研究

本文在分析责任感相关理论的基础上,通过访谈、项目收集、多次预试等方法,发展了中国管理者工作—生活多角色责任感量表。通过对355份有效问卷数据的探索性因素分析,发现中国管理者工作—生活多角色责任感的四维度结构:自我责任感、工作责任感、家庭责任感、社区责任感。对另外554份调查问卷的数据进行的验证性因子分析确认了上述结构。信度和效度分析表明在中国文化背景下开发的管理者工作—生活多角色责任感量表具有良好的信度和效度。层次回归分析结果表明,工作—生活多角色责任感各维度对管理者的工作—家庭融合、任务绩效、积极情绪等有积极影响。本研究也有利于明确管理者的多重角色责任,改善企业人力资源管理实践。     

企业外部知识网络能力的结构测量——基于结构洞理论的研究

以开放式创新模式下企业外部知识网络建设面临的挑战为基点,引入结构洞理论,基于对外部知识网络中结构洞的规划、占据、利用、剖析和拓展,识别企业外部知识网络能力的结构体系和内部作用机理;利用实证研究确定了涵盖网络构想能力、网络建构能力、网络利用能力、网络解构能力和网络重构能力等5个维度,共12个子维度和37个题项的企业外部知识网络能力测量量表。在此基础上,提出了"一纵一横"的企业外部知识网络能力的提升路径,即从战略层面到战术操作再回归到战略的纵向动态循环,以及从知识结点到知识链再到利益的横向持续推进。本研究从结构洞理论的视角揭示了企业外部知识网络能力的多维度构成和内部演化机理,研究结果弥补了现有研究中知识网络能力和一般网络能力之间、外部知识网络和内部知识网络之间模糊不清的不足,并能够为后续研究提供理论支撑和实证基础。     

企业家精神评价的量表开发及检验——以国有大型企业为例

在对企业家精神理论研究文献回顾的基础上,结合企业家精神的特质,借鉴个体企业家精神和公司企业家精神的测度量表,设计了包括创业精神、创新精神、冒险精神、进取精神、合作精神和奉献精神6个维度的评价国有大型企业企业家精神水平的测度量表,并通过调查数据分析,对量表的信度和效度进行了实证检验,以期为国有大型企业建设与可持续发展提供一套切实可行的评估方法。     

浅谈水利设计企业项目团队执行力影响因素及对策

随着国家经济结构的转型和调整,水利设计企业面临着巨大的外部环境压力,企业需要充分发挥内部的执行力来抵抗环境的变化,基于对深圳市水务规划设计院有限公司(以下简称SZ企业)项目团队开展问卷调查,以探索提高项目团队执行力的方法。具体来说,首先分析了SZ企业项目团队的执行力情况,然后从项目团队执行力的影响因素入手,通过实证研究找出了影响SZ企业项目团队执行力的重要因素,并据此提出改善性建议,为水利设计企业解决项目团队执行力问题提供了理论依据。     

社会资本与企业债务融资

本文从社会组织数量、社会参与及社会信用三个维度对中国各地区的社会资本发展状况进行度量,而后探索性地研究了社会资本对企业负债融资结构的作用。我们的研究发现:在社会资本发展较好的地区,企业更容易获得负债、长期负债,而且企业可以使用较少的抵押物获得债务融资。本文的贡献在于:一方面从微观层面验证了社会资本作为一种非正式社会制度的经济价值,另一方面也对理解企业的资本结构选择提供了一种新视角。     

执行力

进入21世纪后,执行力将对一个企业的发展起着越来越重要的作用,它将是构成企业竞争力的重要组成部分,从而成为决定企业成败的一个重要因素。如果没有执行力,无论战略蓝图多么宏伟或者组织结构多么科学合理,都无法发挥其本身的威力。在激烈的市场竞争中,一个企业的执行力如何,将决定企业的兴衰。执行力是使企业达成计划和目标的必然途径,因而也是管理的一项重要任务。执行力是实现战略的重要保障。要制定有价值的战略,企业必须同时确认企业是否有足够的能力来执行。执行力是将战略规划落到实处,是一种由企业领导者发起并最先掌握,继而带动整…     

绿色价值:顾客感知价值的新维度

本文探讨顾客对绿色产品的感知价值维度。以绿色化妆品为例，提出顾客感知价值包括功能价值、情感价值、社会价值、绿色价值和感知付出五个维度的假设。通过设计测量绿色产品顾客感知价值的量表．并通过问卷调查的方式收集数据。对数据进行探索性和验证性因子分析．验证了顾客对绿色产品的感知价值因子中存在包括绿色价值维度在内的五个维度的假设；最后．对研究结果的理论和实际意义进行了总结，并指出未来的研究方向。     

我国煤炭行业上市公司资本结构研究

资本结构研究的目的是确定影响企业资本结构的相关因素,为企业优化资本结构提供参考。通过对煤炭行业的分析和把握,研究煤炭行业上市公司当前资本结构状况,深入分析煤炭行业资本结构与其影响因素之间的关系,通过线性回归,特别是逐步线性回归的方法,找到资本结构与各影响因素的线性关系。同时,通过分析线性模型与传统资本理论的相异点,查找产生相异点的原因,为煤炭行业上市公司筹资提供支持。     

赢在基层

执行力是指通过一套有效的系统、组织、文化或技术操作方法等把决策转化为结果的能力,是贯彻战略意图,完成预定目标的操作能力。某种意义上说,企业的核心竞争力在于执行力。区队作为煤炭企业基层组织,其执行力的强弱很大程度上决定着企业竞争力的强弱。     

竞争战略的测量方法及其应用

本文使用文献回顾的方法,通过对国内外竞争战略实证研究的文献分析,发现:(1)竞争战略的测量重在突出企业的战略维度特征而非战略类型,低成本战略和差异化战略仍是研究重点,差异化战略维度的细微差异得到更多关注;(2)战略维度的确定以演绎方法为主;(3)使用国外成熟的测量量表和数据分析方法.基于中国情境的特殊性,研究人员应关注低成本战略维度的细微差异,使用多种数据来源,采用多种测量方法,尤其需加强测量方法改进与创新的基础研究.     

投资者保护执行与高管薪酬关系的研究

文章以我国2005-2008年度沪深两市所有上市公司为样本,考察了投资者保护执行对高管薪酬的影响。研究发现,在控制了其他因素的影响后,投资者保护执行对上市公司高级管理人员的薪酬具有显著的正向影响。研究结果表明,投资者保护执行制度没有对公司治理起到应有的促进作用。     

Strategic marketing in global supply chains: Four challenges

Supply chain management has emerged as a critical arena in which firms can find significant cost reduction opportunities, giving them a cost advantage over competitors. When supply chain management orientations are adopted by several firms in a supply chain, together they can significantly reduce supply chain costs pitting supply chain against supply chain. However, the pursuit of cost savings opportunities is not the only objective of supply chain management. Superior supply chain management can facilitate marketing strategy and lead to the creation of superior customer value, satisfaction, and loyalty, which in turn lead to improved product profit margins, overall firm profitability, and overall corporate growth. However, marketing strategy is problematic in global supply chains. Specifically, four significant strategic marketing challenges exist that relate to the development and execution of marketing strategy in global supply chains. This article draws attention to these challenges to stimulate managerial and research efforts that will move marketing strategy through the 21st century.     

The effects of ownership concentration and corporate debt on corporate divestitures in Chinese listed firms

This study examines how ownership concentration and corporate debt impact corporate divestitures in China. Corporate divestitures reduce the asset base of a company and the opportunity for expropriation by majority shareholders. In emerging economies, weak legal institutions, combined with equity ownership concentration and high corporate debt, allow majority shareholders to avoid such disciplines. Consequently, the relationship between these governance mechanisms and divestiture activity exhibits a pattern that is different from that in developed economies. Using archival data collected from 1,210 Chinese listed companies during 1999–2003, we found that ownership concentration by the largest shareholder depressed corporate divestitures both in state-controlled and in non-state-controlled firms. The negative effect of corporate debt on divestitures only existed for state-controlled firms. Our finding provides corroborating evidence for principal–principal conflicts in emerging economies. It suggests that corporate strategy in these countries can be better explained by taking into account the unique agency problems that are prevalent in these economies.     

Linking corporate strategy to capital structure: diversification strategy,type and source of financing

This study examines the relationship between corporate strategy and capital structure, specifically the diversfication and financing strategies of a firm. The results show that equity financing is preferred for related diversification and unrelated diversification is associated with debt financing. Additionally, firms diversifying through acquisitions are more likely to use public sources of financing and those emphasizing internal development of new businesses depend primarily on private sources of financing. Using simultaneous equation estimation, we found a reciprocal relationship between a firm's financial strategy and its corporate diversification strategy. Mode and nature of diversification are also reciprocally interrelated. © 1998 John Wiley & Sons, Ltd.     

Strategy transformation through strategic innovation capability – a case study of Fanuc

This paper presents a theoretical framework under which large companies should be able to bring about strategy transformation. First, we present the concept of ‘strategic innovation capability’, a corporate system capability to achieve corporate strategy transformation by strategic innovation. Then, we consider strategic innovation capability by comparing it with previous theories (dynamic capability, major innovation, dynamic capability, breakthrough innovation capability). Second, we present the case example of strategy transformation at Fanuc, a company that holds the top global share in the numerical control (NC) market. In this case study research, we consider and analyze historically how the company aimed for new creativity in the NC market, developed innovative NC technology for the machine tool market, and used that technology energetically for commercialized products. From the strategic innovation capability framework, the core theory of this paper, we also analyze and consider how top management made conscious efforts to form a new development organization within the company, and the processes involved in achieving strategy transformation to establish competitive superiority in this field. Finally, we discuss the implications drawn from this case analysis, and the issues for future research.     

Corporate brand strategy formation: Brand actors and the situational context for a business-to-business brand

Prior literature on corporate branding in the business-to-business (B2B) context fails to provide insight into the dynamics of corporate brand strategy formation, despite the critical need for industrial organizations to move beyond a traditional understanding of brands. This article examines the corporate brand strategy formation of a European-based industrial organization by drawing on strategy-as-practice research and thereby identifying the brand actors who participate in corporate brand strategy formation, the construction of manifestations that subject the brand values to experience, and the situational context—all within a single, ongoing, recursive interaction process.     

What does a small corporate effect mean? A variance components simulation of corporate and business effects

In a widely cited paper, Rumelt (1991) presents estimates of the relative influence of corporate, business unit, and other influences on business unit profitability and finds the corporation explains almost none of the variability in business unit profitability. Using a Monte Carlo simulation, we examine the relation of variance component magnitudes to other indicators of the importance of a particular effect. Our results demonstrate that variance components can be an extremely nonlinear indicator of importance. We also question whether Rumelt's corporate effect represents the possible contributions of corporate strategy to business unit performance. This addresses a puzzle raised by Rumelt (1991) concerning the small effect of corporations in explaining performance, and suggests that Rumelt's findings should not be seen as demonstrating the insignificance of corporate strategy. © 1997 John Wiley & Sons, Ltd.     

Research findings in strategic management with implications for R&D management

Abstract
The author has reviewed the literature, predominantly North American, on the relationships between corporate strategy and corporate performance.
The general context is the question of where and how a firm should diversify. The author considers three areas of decision: corporate strategy, (where to compete), business strategy, (how to compete), and corporate organization (receptiveness to diversification). It appears that the most advantageous corporate strategy is to diversify into a high-profit area but to maintain a substantial relatedness to existing businesses; the best business strategy is to have a market-related perspective, to use R&D to develop new products with a marked competitive advantage rather than new processes, to minimise investment but to enter the market on a sufficiently large scale. This last condition presupposes a high degree of top-management commitment to the venture. Furthermore, consideration has to be given to whether the organizational culture is such as to nurture rather than stifle the venture by insisting on administrative controls appropriate to the firm's traditional base.
The author points to three areas deserving of further investigation: How a firm in a mature industry can find a related area that is sufficiently attractive; how to fix on the correct scale of an entry taking into account the long lead times before the venture shows a net return; and how to ensure that the corporate culture will be able to accommodate novel interests and procedures.
All the above matters pose questions for the management of technology and the direction of R&D.     

The effects of perceived corporate brand personality on individuals' exploration and exploitation orientations: the moderating role of self-brand connection

Our knowledge is limited regarding the psychological antecedents of individuals' exploration and exploitation in general and regarding the identity-related antecedents in particular. The corporate brand of the organisation we work for is an important element of our collective identity, and the way we perceive the corporate brand personality of our organisation affects how we define ourselves. In this paper, using data from 417 individuals working in sales-related jobs and taking the behavioural strategy perspective, we examine the effects of perceived corporate brand personality on the individuals' identities and, therefore, strategic tendencies. More specifically, we find that the responsibility and activity dimensions of the corporate brand make the corresponding aspects of employees' identities more salient and affect their orientations towards exploration and exploitation. We also investigate the moderator role of the self-brand connection. This paper has contributions and implications, especially for the literature on exploration–exploitation at the individual level.     

Corporate Social Responsibility and Governance: The Role of Executive Compensation

This article examines the relationship between corporate governance and corporate sustainability by focusing on an essential component of companies' governance structure: executive compensation programs. We propose an original empirical strategy based on a large set of the biggest capitalizations in Organization for Economic Cooperation and Development (OECD) countries over the period 2004–2018, with explicit measures of how companies integrate into executive managers' remuneration precise criteria of corporate social responsibility, an incentive scheme called corporate social responsibility (CSR) contracting. Our results show that proposing executive compensation programs including CSR criteria has a negative impact on financial performance, and a large positive impact on extra-financial performance based on the following dimensions: relationship with customers and suppliers, and community involvement. Second, we explore the moderating role of the corporate governance model by distinguishing the impact between firms with a shareholder or stakeholder corporate governance model and reveal significant differences in the impact of CSR contracting. For firms with a stakeholder corporate governance model, CSR contracting is no longer associated with a fall of financial performance and has a large positive impact on human resources, environmental, and human rights performance. On the other hand, CSR contracting has a negative impact on financial performance but no impact on extra-financial performance for firms with a shareholder corporate governance model.