供给侧改革下广州市制造业企业服务化绩效分析研究

制造业服务化与企业绩效关系紧密。广州市作为全国首批六个服务型制造示范城市,近年来服务型制造发展迅速。文章论述了制造业服务化的文献研究情况,探讨了广州市制造业服务化发展现状,分析了广州市制造业服务化与企业绩效之间的关系。认为广州市制造业服务化与企业绩效是一种“马鞍型”曲线关系,呈现的是“上升—下降—再上升”的过程。     

Servitization across countries and sectors: Evidence from world input-output data

This paper uses the supply tables underlying WIOT data to explore the provision of services by manufacturing. The service shares differ substantially across countries and sectors, while they remain largely stable over time. A latent class analysis assigns broadly defined manufacturing sectors to economy-wide growth models, differentiating between service- and manufacturing-driven models in catching-up and developed economies. Servitization increases with labor productivity. The service intensities in the sectoral production mix are lower in countries with higher manufacturing shares. This holds for both catching-up and developed economies. However, servitization is largely unrelated to productivity and employment growth. We therefore argue that the degree of servitization is contingent on and an attribute of the respective economic model in which a sector operates.     

Connecting strategic orientation,innovation strategy,and corporate sustainability: A model for sustainable development through stakeholder engagement

This paper aims to enhance our understanding of the relationship between organizations' strategic orientation (i.e., instrumental, equidistant, and stewardship) and their innovational strategy (i.e., organizational ambidexterity and open innovation), and this relationship's influence on their sustainability performance. We expected organizations' strategic orientation to influence their innovational strategy and exhibit better corporate sustainability. We focused on 12 different multinational organizations in the Eurozone and found that inbound open innovation acts as a driver for corporate sustainability while simultaneously positively enabling organizations to pursue both financial and social initiatives. After suggesting open innovation as a new corporate sustainability antecedent, we only found empirical evidence of inbound open innovation. However, we would suggest that if organizations incorporated outbound open innovation in their strategy, they could likely improve their corporate sustainability. Also, we found that achieving an equidistant or stewardship orientation paves the way for sustainability to become an integral part of an organization's innovational culture and actualizes the organization's strategic behavior. Our findings further contribute to a deeper understanding of organizations' characteristics as their sustainability commitment grows and as they move from an instrumental to a stewardship orientation and implement an open innovational strategy.     

制造业服务化、技术路径选择与高质量发展

制造业服务化是制造业高质量发展的重要趋势和内在要求,将对制造业技术路径选择产生显著影响。本文基于产业融合视角,解析推动制造业高质量发展的技术路径选择的内在机理。在理论分析的基础上,利用中国制造业微观企业数据和世界投入产出表数据,实证分析了制造业服务化对技术路径选择的影响机制,并检验了制造业服务化进程中能够推动制造业高质量发展的适宜性技术路径。研究结果显示,制造业服务化产生了创新效应、反馈效应和成本效应,对制造业技术路径的转换产生了显著的促进作用;随着服务型要素的嵌入,自主研发和原始创新是制造业实现高质量发展的适宜性技术路径。加快制造业服务化进程、及时转换产业技术路径,能够提升制造业全要素生产率,推动制造业实现高质量发展。     

Environmental strategy and low waste operations: exploring complementarities

Organizations require guidance on the most effective functional areas in which to invest in order to improve and sustain environmental performance. As managerial practices progress from concerns with compliance towards practices seeking competitive advantage, more theory is needed regarding the manner in which corporate strategy and operational practices influence environmental performance. This research considers the potential for previously under‐researched complementarities between strategy and operations and the bridging role of environmentally specific practices such as the use of environmental experts as determinants of environmental performance. Using a sample of manufacturing firms, this study explores the relative contribution to environmental performance of strategic intentions, core operational practices such as data and quality management and environmentally specific practices that link strategy to operations. The most significant influence on environmental performance was found to be environmental expertise – which creates a bridge between strategy and operations – and information‐intensive practices such as quality and data management. Strategic intentions or core operational practices in isolation were not considered sufficient support to successfully maintain or improve environmental performance. This research provides a contribution to our understanding of interactions between those functions that have the greatest influence on environmental performance management in manufacturing firms. Copyright © 2008 John Wiley & Sons, Ltd and ERP Environment.     

The role of supply management innovativeness and supplier orientation in firms’ sustainability performance

Questions about the influencing factors and measurement of firms' sustainability performance have attracted growing research interest, as the requirements for sustainability have steadily increased. This study examines whether supply management innovativeness and supplier orientation make positive impacts on firms' overall sustainability performance. An empirical study based on a survey targeting large- and medium-sized manufacturing companies in Finland shows that innovativeness in supply management considerably influences a firm's overall sustainability performance and that supplier orientation positively relates to sustainability performance. The benefits of innovativeness in supply management and strategic supplier orientation are directly realised in sustainability performance. Therefore, supply management is not only a gatekeeper against sustainability risks arising from the supply base but is also a function by which new ideas aiming to influence supply markets and firms' sustainability are presented.     

Understanding managerial preferences in selecting equipment

Industry continues to look for methods of gaining competitive advantage through manufacturing techniques. These techniques, however, can be matched by competitors if used without the guidance of a strategic framework. Similarly, structural capacity choices can be matched by competitors without the infrastructural benefits of a well defined operations strategy. In this study, multiattribute utility (MAU) theory analysis was used in an experiment to quantify the contribution of various structural and infrastructural strategic factors toward sustaining competitive advantage within the context of a capital equipment selection decision. The experimental respondents were manufacturing managers and professionals from the plastics industry. This research provides groundwork for understanding the role of strategic infrastructural factors in sustaining competitive advantage within the structural capacity decision of selecting capital equipment in the plastics industry.     

Green process innovation and operational performance: The role of proactive environment strategy,technological capabilities,and organizational learning

With increase in the focus on environmental protection, firms are integrating sustainability issues in process and product innovations. Firms can contribute toward sustainability and also improve operational performance through green innovation practices. However, the adoption of green innovation practices depends on the proactivity of top managers toward environment management. In this paper, we study the relationships between proactive environment strategy, green process innovation (GPRI), and operational performance. Further, we examine the mediating effect of dynamic capabilities (DCs) (technological capabilities and organizational learning) between GPRI and operational performance. The proposed framework is tested by data collected from the Indian manufacturing industries and using partial least squares (PLS) technique. The findings demonstrate proactive environment strategy as an important antecedent for GPRI practices. Second, technological capabilities and organizational learning mediate between GPRI and operational performance. The results of the study are useful for managers in the manufacturing firms, who are interested to implement GPRI practices or who are in the early stage of implementing the GPRI practices.     

Servitization: Disentangling the impact of service business model innovation on manufacturing firm performance

As manufacturing businesses operate in an ever more competitive, global economy where products are easily commoditized, innovating by adding services to the core product offering has become a popular strategy. Contrary to the economic benefits expected, recent findings pinpoint implementation hurdles that lead to a potential performance decline, the so-called ‘servitization paradox’. In this paper, we analyze this paradox by disentangling the value creation and value appropriation processes of 44 national subsidiaries of a global manufacturing firm turned product-service provider, in the 2001–2007 period. Our findings show that the firm under study is able to successfully transcend the inherent substitution of products by services and to enact complementary sales dynamics between the two activities. Moreover, labor-intensive services such as maintenance, which imply higher levels of customer proximity, further enhance product sales. Empirical results also reveal a positive yet non-linear relationship between the scale of service activities and profitability: while initial levels of servicing result in a steep increase in profitability, a period of relative decline is observed before the positive relationship between the scale of services and profitability re-emerges. These findings suggest the presence of initial short-term gains but also indicate the existence of a ‘profitability’ hurdle; profitable growth seems feasible only to the extent that investments in service capability are translated into economies of scale. In helping to clarify the performance implications of service innovation, our findings suggest pathways to sustainable growth through servitization for manufacturing firms.     

The manufacturing strategy formulation process: Linking multifunctional viewpoints

While there has been considerable research on the content of manufacturing strategy, there is a paucity of literature concerning the process of manufacturing strategy formulation [Ward, P.T., Brickford, D.J., Leong, G.K., 1996. Configuration of manufacturing strategy, business strategy, environment, and structure, J. Manage., 22(4) 597–626; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. Many researchers have highlighted the need to overcome this deficiency by studying the process of developing manufacturing strategy [Adam, E.E., Swamidass, P.M., 1989. Assessing operations management from a strategic perspective, J. Manage., 15(2) 181–203; Anderson et al., 1989; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. To effectively link the manufacturing strategy of a firm to the needs of the marketplace, critical competitive factors or order-winning criteria must be understood and agreed upon both by operations and marketing managers [Hill, T.J., 1983. Manufacturing's strategic role, J. Operational Res. Soc., 34(9) 853–860; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL]. For this study, we created and examined a process of establishing a set of order-winning criteria for a consumer pharmaceuticals firm which involved the participation of sixteen managers from seven functional areas over four months. The foundation of the process was developed by Hill [Hill, T.J., 1989. Manufacturing Strategy—Text and Cases. Irwin, Homewood, IL; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL], however it was soon evident that additional steps were required. The expanded process we developed both exposed significantly differing views among the managers and raised several questions with important managerial and research implications.     

Exploring the financial consequences of the servitization of manufacturing

Commentators suggest that to survive in developed economies manufacturing firms have to move up the value chain, innovating and creating ever more sophisticated products and services, so they do not have to compete on the basis of cost. While this strategy is proving increasingly popular with policy makers and academics there is limited empirical evidence to explore the extent to which it is being adopted in practice. And if so, what the impact of this servitization of manufacturing might be. This paper seeks to fill a gap in the literature by presenting empirical evidence on the range and extent of servitization. Data are drawn from the OSIRIS database on 10,028 firms incorporated in 25 different countries. The paper presents an analysis of these data which suggests that: [i] manufacturing firms in developed economies are adopting a range of servitization strategies—12 separate approaches to servitization are identified; [ii] these 12 categories can be used to extend the traditional three options for servitization—product oriented Product–Service Systems, use oriented Product–Service Systems and result oriented Product–Service Systems, by adding two new categories “integration oriented Product–Service Systems” and “service oriented Product–Service Systems”; [iii] while the manufacturing firms that have servitized are larger than traditional manufacturing firms in terms of sales revenues, at the aggregate level they also generate lower profits as a % of sales; [iv] these findings are moderated by firm size (measured in terms of numbers of employees). In smaller firms servitization appears to pay off while in larger firms it proves more problematic; and [v] there are some hidden risks associated with servitization—the sample contains a greater proportion of bankrupt servitized firms than would be expected.

关于机械制造企业战略绩效管理体系建设的思考

随着我国社会的发展,各行各业均在向着更加科学化的方向发展,对于科学管理带来的企业效益不断得到关注和重视。战略绩效是将企业发展战略和绩效管理相融合,实现企业发展和企业效益的同步提升。论文主要分析机械制造企业战略绩效管理体系的特点和存在的问题,思考机械制造企业战略绩效管理体系的建设策略。     

制造业服务化环境中的供应链模式创新研究

制造业服务化是现代制造业发展的新阶段。文中介绍了制造业服务化的基本概念,分析了制造业服务化对制造业供应链的影响,探讨了支持制造业服务化的供应链组织结构及运营模式创新。     

International diversification of manufacturing operations: Performance implications and moderating forces

The strategic importance of diversifying international manufacturing for firms with global operations has been extensively documented in a series of studies. There is a lack of studies, however, of the performance implications of strategically spreading manufacturing operations across the globe. In fact, most research on international manufacturing to date has generalized from findings by researchers that examine international diversification at the level of the whole value chain, rather than specifically looking at the performance impact of dispersing production operations. Building on the concept of international manufacturing diversification, we show that its relationship with financial performance is inverted U-shaped, and that this relationship is positively moderated by product diversification and co-location of manufacturing and sales activities in the same geographic market. We place the development of international manufacturing diversification processes in the context of the resource based view and transaction costs economics. Hypotheses are tested using data on 38 firms with home base in 15 countries and car and light truck production activities in 45 countries from 2002 to 2008.     

The link between supply chain fit and financial performance of the firm

The bottom-line financial impact of supply chain management has been of continuing interest. Building on the operations strategy literature, Fisher's (1997) conceptual framework, a survey of 259 U.S. and European manufacturing firms, and secondary financial data, we investigate the relationship between supply chain fit (i.e., strategic consistencies between the products’ supply and demand uncertainty and the underlying supply chain design) and the financial performance of the firm. The findings indicate that the higher the supply chain fit, the higher the Return on Assets (ROA) of the firm, and that firms with a negative misfit show a lower performance than firms with a positive misfit.     

Should everybody be in services? The effect of servitization on manufacturing firm performance

The servitization of the manufacturing sector refers to the evolution of manufacturers' capabilities to offer services as complements to or substitutes for the goods that they produce. A vast literature has described these strategies and has shown that this phenomenon is widespread and growing in most developed economies. However, very little systematic evidence of the extent or consequences of servitization based on a comprehensive data set of firms exists. In this paper, we provide such evidence using exhaustive data for French manufacturing firms between 1997 and 2007. We find that the vast majority of French manufacturers sell services in addition to producing goods. The shift toward services is growing steadily but at a slow pace. We also estimate the impact of servitization on firm performance. Controlling for various sources of endogeneity bias, our most conservative results show that firms that start selling services increase their profitability by 0.4%, their employment by 2.1%, and their total sales by 0.6%. For small businesses, we also find a positive impact on the production of goods. We also uncover strong heterogeneity across manufacturing industries.     

制造企业服务化转型的商业模式研究——以空中客车为例

商业模式是当今企业核心竞争力形成和发展的关键问题,特别是在制造企业服务化的趋势背景下,如何通过商业模式的转变实现服务化转型是制造企业关注的重点。本文基于国内外制造企业服务化转型的相关研究,以空中客车公司为例进行案例研究,以时间为主线从多维度对其服务化转型过程进行描述和分析;在此基础上构建出制造企业服务化转型的三阶段演化模型,即从技术管理到服务管理再到协同管理,揭示了服务型制造企业的商业模式;最后得出通过高层管理者支持推动和建立外部关系网络拉动来促进服务化转型的启示。     

Sustainable procurement practice

Procurement has a key role in sustainability as policies and practices need to extend beyond organisations' boundaries incorporating their whole supply chains. Guidelines on sustainability encourage procurement to make decisions that encompass the environmental, economic and social elements of the Triple Bottom Line (TBL). Taking a supply chain perspective, procurement also need to analyse how decisions impact on the TBL in respect of suppliers. The results of a survey of sustainable procurement practices in 44 English‐based UK Housing Associations (HAs), who are responsible for the provision of social housing, confirms prior research of other sectors that suggests 1) a failure to overcome inertia in relation to sustainable procurement; and 2) in the few examples where practices have been established, only the environmental element of the TBL is considered. The organisations surveyed have sustainability‐related issues in their missions and external and internal pressures to embed sustainability, yet this has not translated into widespread establishment of sustainable procurement. Recommendations to neutralise inertia are: firstly, take the experiences from other areas, e.g. innovation management, which stress the importance of inter‐organisational relationships; secondly, develop a small number of sustainable development indicators for procurement and, to take advantage of the relatively more‐advanced environmental practices to show how these elements have socio‐economic impacts; and finally, rather than focus on just the pressures and drivers of sustainability (as suggested in strategic models of sustainability), emphasise the triggers that overcome inertia and lead to changes in behaviour amongst procurement staff i.e. the establishment of ethical pricing models. Copyright © 2010 John Wiley & Sons, Ltd and ERP Environment.     

Concurrent and disconnected change programmes: strategies in support of servitization and the implementation of business partnering

For many leading engineering companies, the integration of services into product offerings is seen to comprise an important shift in the underlying business model. This movement has been termed the ‘servitization of business’. Within this debate, however, scant attention has been given to the human resource (HR) implications of servitization. An exploratory case study illustrates the HR challenges associated with servitization and the way in which these interact with a concurrent change programme concerned with the implementation of ‘business partnering’. The findings highlight the emergent complexities resulting from these two change programmes being rolled out simultaneously. Although contested across different divisions, the shift to servitization continuously disrupts the implementation of business partnering with little alignment between the two espoused initiatives. Furthermore, the rate of strategic change within the company in response to changing markets continuously acts to erode the coherence of the acclaimed move to business partnering. In consequence, the HR policies and practices struggle to maintain contact with the company's strategic direction.     

制造业企业产出服务化战略的影响因素及其绩效：理论框架与实证研究

目前，制造业企业的产出服务化趋势日益明显，但相关的理论研究尚有欠缺。针对已有研究存在的不足，界定了产出服务化战略的维度，对产出服务化战略的影响因素及其绩效进行识别，形成概念模型，据此提出一系列研究假设，并利用来自中国企业的问卷调查数据和基于PLS的结构方程模型实证检验研究假设，得出一些管理启示。