企业的竞争优势来源及其战略选择

本文在综合产业分析理论与核心能力理论的基础上,提出了一个分析企业竞争优势来源的动态架构,即“产业景气-战略群组-核心能力”这样一个一般分析范式。同时刻画了企业所处的“竞争优势空间”,分析了在位企业和潜在进入者如何根据这一范式制定有效的竞争战略。     

产业竞争优势模型:基于黑龙江省绿色食品产业的实证研究

自1990年以来我国绿色食品产业呈持续快速发展态势,对农产品出口发挥了重要作用.但产业市场集中度低、企业规模小、驰名品牌少和品牌杂乱等问题制约着产业和企业进一步发展,归结为一点就是产业竞争优势不明显.本文应用钻石体系理论,建立竞争优势评价模型,并以黑龙江省为例分析和检验,得出竞争优势指数和影响因素权重,并提出对有竞争优势的要素进行优化和对有比较劣势的要素进行改进,以达到提高产业竞争优势的目的.     

进一步提升浙江产业集群竞争优势对策分析

产业集群强劲的竞争优势已成为了国家或地区竞争力的重要来源之一.浙江产业集群在国内市场上具有较为明显的竞争优势,但同时由于其仍处于成长和完善的时期,在发展中还存在诸多问题,并没有完全形成坚实稳固的竞争优势.本文试图从产业集群中的企业和地方政府两方面探讨如何进一步完善和提升浙江产业集群竞争优势.     

产业集群生命周期演化机理研究

产业集群是在一定区域范围内由附加值生产链连接起来的众多企业及相关辅助机构呈网络型态的集合,是一种介于市场和企业的生产性制度安排,往往代表着区域的核心竞争能力。自20世纪80年代起,产业集群陆续出现在世界各地,以其独特的组织形态赢得了原子式竞争中单个企业难以获取的竞争优势,如市场议价优势、区域营销优势、融资优势、人力资源优势、信息获得优势及研发创新优势等,     

基于资源整合观的企业战略重构

资源整合是运用科学方法对不同来源、不同层次、不同结构、不同内容的资源进行综合和集成,实施再建构,使企业个体资源与组织资源、传统资源与新资源、内部资源与外部资源经过整合提升而形成新的资源体系。在界定新资源的内涵及其特征的基础上,提出了基于资源整合的竞争优势理论,阐述了企业如何通过有效的资源整合来重构企业战略,旨在提升企业竞争力、增强企业可持续竞争优势。     

论技术密集型产业的发展优势

本文比较系统地讨论了技术密集型产业发展优势的来源和动态变化,以及产业政策在技术密集型产业发展优势形成中的作用。技术密集型产业发展优势主要有三个来源,即由国家特征决定的比较优势、由产业内企业内生的竞争优势和介于国家和企业之间的部门支持体系。面对技术和市场需求的重大变化,技术密集型产业发展优势的变动形式在不同产业之间存在显著差异。尽管一些“上游”产业政策在技术密集型产业发展优势的形成过程中发挥了重要影响．但其效果和作用也显示出很强的产业特定性。     

网络产业的联盟结构研究

网络产业中的企业技术联盟成为标准竞争的行动主体，市场表现为一定的联盟结构。本文通过引入企业选择技术标准的博弈模型揭示了网络效应与联盟结构的内在联系，重点分析了联盟结构分散化趋势的成因，指出较之垄断型联盟结构，竞争型联盟结构尽管损失了部分网络效应，但它促进了产品多样化，增加了消费者福利，有利于技术进步，从动态发展的视角看增进了社会福利。最后，本文对我国企业参与国际化网络竞争提出了一些政策建议。     

企业的异质性假设和企业竞争优势的内生性分析

与完全竞争模型的描述根本不同，现实企业之间普遍存在着利润差距在企业内质性假设条件下，无论是新古典经济、传统产业组织理论的SCP分析范式，还是企业竞争战略的产业分析方法，都把企业的利润归结为外在的市场结构因素，而动态地看，现实企业是异质的，它表现为企业长期发展过程中积累的核心知识和能力的差异。作为企业实施竞争战略的关键性要素，核心知识和能力是非竞争性的，难以模仿和替代。它构成了企业长期利润或竞争优势真正基础。在企业异质性假设条件下，企业的竞争行为及其竞争优势是内生性的。     

基于竞争优势模型的浙江高技术产业战略思考

发展高技术产业是知识经济时代的必然要求，是浙江省优化产业结构的关键。高技术产业具有特殊的特点和发展规律，笔者通过对高技术产业特点和发达国家高技术产业的发展措施进行分析，结合波特的国家竞争优势理论，整合构建了高技术产业竞争优势模型；并利用该模型对浙江省高技术产业发展的机遇、优势因素和对策进行分析和思考。     

领先市场转移动因分析

由于领先市场的企业可以通过学习获得持续的竞争优势,因此,一个国家的领先市场地位具有一定的持久性.然而,当制度环境和产业竞争态势发生变化时,一个国家的领先市场地位可能发生转移.本文探讨了领先市场转移的内涵,从扩散理论、产业组织理论和内生增长理论等角度对领先市场转移的动因进行分析,并对其带给我们的启示意义进行探讨.     

Exploring the characteristics of the market-driven firms and antecedents to sustained competitive advantage

During the last few decades, identifying and examining the characteristics of market-driven firms have been a dominant theme in strategic marketing research. It has been argued that market-driven firms are superior in their market sensing and customer linking capabilities, enabling market-driven firms to outperform their competitors. This paper reports the findings of a study that examines the role market-focused learning capability and marketing capability in innovation-based competitive strategy on sustainable competitive advantage. The findings indicate that entrepreneurship is an important factor in sustained competitive advantage (SCA) and while market-focused learning capability leads to higher degrees of innovation, marketing capability enables SCA.     

Android and the demise of operating system-based power: Firm strategy and platform control in the post-PC world

The emergence of new mobile platforms built on Google׳s Android operating system represents a significant shift in the locus of the platform “bottleneck,” or control point, in the mobile industry. Using a case study approach, this paper examines firm strategies in a market where the traditional location of the ICT platform bottleneck—the operating system on a device—is no longer the most important competitive differentiator. Instead, each of the three firms studied has leveraged different core competencies to build complementary services in order to control the platform and lock-in users. Using platform theories around bottlenecks and gatekeeper roles, this paper explores these strategies and analyzes them in the broader context of the changing mobile industry landscape.     

Taking industry structuring seriously: A strategic perspective on product differentiation

Given legal impediments to consolidation and collusion, firms often resort to product differentiation to attain market power. This paper provides a formal analysis of product differentiation as a tool for such industry structuring at both the firm and industry level. We examine: how industry structure differs when firms collaborate on their differentiation decisions, and when the profitability of such collaboration is greatest; how an individual firm's differentiation decisions affect subsequent market outcomes under price competition, such as margin, market share, and profit; how mere differentiation differs from a ‘differentiation advantage’; and how changing a firm's differentiation affects its rivals through both positive externalities (by restraining rivalry) and negative externalities (by shifting competitive advantage). Our results have implications for empirical research, strategy theory, and pedagogy.     

Employer discrimination and market structure: Does more concentration mean more discrimination?

We formalize Gary Becker’s dynamic conjecture that competitive forces drive discriminating employers from the market in the long run, using a dynamic model of a monopolistically competitive industry characterized by sunk costs and sequential entry. An advantage of this formalization is that it demonstrates the importance of the structure of production costs, as well as market power, in explaining the long-run survival of discriminatory firms. In addition, we show that, despite decades of empirical research on this connection, there is no consistent theoretical relationship between the degree of market concentration within an industry and the degree of discrimination. However, we do find an indirect link in which market liberalization has a more pronounced effect in reducing discrimination in more concentrated markets.     

Vertical integration in the TV market: Exclusive provision and program quality

We study how vertical integration in a media market affects investments in premium content. We show that a content provider provides the premium content exclusively to a platform, regardless of the vertical structure of the industry. However, a vertically integrated content provider has lower incentives to invest in quality than an independent one. With asymmetric platforms, the platform with a competitive advantage in the advertising market obtains the exclusive content, and the content provider invests even less when it is integrated with it. We show that the content provider prefers to merge with the platform with a competitive advantage in the advertising market. Vertical integration reduces both consumer and total surplus. Our results suggest that authorities should carefully assess the effects of vertical mergers on the incentives to invest in content quality, incorporating non-price measures in merger analysis. An intervention at the distribution stage that enforces non-exclusive provision reduces quality and may have adverse effects on consumer and total surplus.     

企业核心竞争力与管理优势浅析

企业核心竞争力是指企业所拥有的独特能力和优势。企业竞争能力体现在资本、人才、管理、技术、产品、成本、营销网络等方面的优势，其中，管理优势是核心优势，企业的竞争力归根到底是企业的管理优势。企业拥有的核心竞争力是其他各种优势得以发挥作用的联结点，是其可持续发展的根本。企业核心竞争力的培育在于管理素质，企业核心竞争力的关键在于管理好关键员工，企业核心竞争力的保持离不开战略管理。     

Firm and industry effects within strategic management: an empirical examination

This study brings out the complementarities between resource-based and industrial organization schools within strategic management through an empirical examination of firm and industry effects. A variance component analysis of 264 single-business companies from 69 industries using 5- and 15-year periods suggests that firm effects are more important than industry effects on firm performance, but not on core strategies such as technology and marketing. The findings also point to the need to study core strategies at lower levels of aggregation to understand the sources of competitive advantage. © 1998 John Wiley & Sons, Ltd.     

唐山钢铁产业群发展前景分析

成本是决定钢铁企业生存与发展的关键因素。唐山地区发展钢铁工业有得天独厚的区位和资源优势，出现在这一地区的钢铁产业群是企业追求成本优势的必然产物。随着进口矿比重不断增加，地方政府应以降低物流成本，减少耕地占用，合理使用淡水资源，改善中心城市居住环境等原则为指导，积极引导钢铁产业群向沿海转移，并与港口建设统筹规划，全面提升产业群的国际竞争力。唐山钢铁产业群的发展对传统的均衡区域经济布局理论提出了挑战。     

The effect of within‐industry diversification on firm performance: synergy creation,multi‐market contact and market structuration

This paper examines the effect of diversification upon intra‐industry performance. We propose that intra‐industry diversification promises three sets of benefits, which, separately and in combination, provide firms with a competitive advantage: synergies arising from economies of scope; premiums from mutual forbearance enabled by multi‐market competition; and efficiencies derived from market structuration. The additive and integrative effects of the first two have not been explored. The benefits of market structuration remain untheorized and thus untested. The test of our theoretical model in the Canadian general insurance industry indicates that mutual forbearance provides advantage under specified conditions, that market structuration also provides advantages, but that diversification per se does not. Copyright © 2004 John Wiley & Sons, Ltd.