中国汽车产业市场结构与市场绩效研究

本文利用中国汽车工业1998—2008年的数据,通过多元回归分析方法,对中国汽车产业市场结构和市场绩效进行实证研究。实证表明,中国汽车产业市场已从竞争型转向了中下集中寡占型,市场集中度对汽车产业的市场绩效为正效应,但对内资企业、外商投资企业、港澳台投资企业的影响程度不同。本文剖析了中国汽车企业通过市场集中度提高提升市场绩效的主要影响因素及市场集中度对内外资企业市场绩效影响程度差异的原因,并探讨相关政策建议,以期对中国汽车产业发展提供有益的思路。     

电力市场中的市场势力及其治理

电力市场中市场势力受供给和需求刚性、市场竞争政策和制度安排，以及输电堵塞等因素影响表现出特殊性。电力市场势力不仅受到主导企业市场份额的影响，还更多地受企业之间战略相互作用或博弈效应、市场需求弹性、竞争性边缘企业供给弹性、边缘企业的市场份额等因素的影响。这些因素与电力生产经营过程中的技术性结合在一起，使规制很难有效进行，在电力市场中产生了明显的市场势力结果。限制电力市场中市场势力的根本途径是设计特别的市场竞争政策和交易制度。     

市场交易制度与市场绩效关系的实验经济学研究--对SCP分析范式的修正

实验经济学方法的出现和大量应用使市场交易制度问题研究得以深入，并取得了大量重要的研究成果。市场交易制度与市场结构共同影响市场绩效是对传统的SCP分析范式的修正．交易制度可以将需求因素作为一个形成市场绩效的力量和评估主体，使对市场绩效形成的考察更加全面、深入。本文据此构造了市场交易制度影响市场绩效的假说并进行了理论和实验的证明。这一假说可以成为分析市场绩效、设计市场交易制度、制定政府规制和评估制度效果的重要方法。     

Competitive Advantage Through Product Performance Innovation in a Competitive Market

Superior product performance does not necessarily ensure commercial success. In many industries, companies seek competitive advantage primarily through product innovation. Competition in such markets is based on claims of technological superiority. However, unless a company can clearly establish the superiority of its products in its customers' minds, a differentiation strategy based on relative product performance is likely to be ineffective. This is particularly true in markets characterized by numerous product introductions from many competitors.
Product innovation success declines as the intensity of market competition increases. This may be caused by customers' inability to differentiate products on the basis of functional performance. John H. Friar tests this hypothesis by examining an industry, medical diagnostic ultrasound equipment, that is characterized by frequent product introductions from numerous companies.
Technical experts from the competing manufacturers believe there are differences in the image quality of their equipment and strongly agree on the factors that distinguish better performance. In most cases, however, customers could not distinguish product performance. Ironically, in a market where everyone is competing by improving product performance, product performance innovation alone may not be enough to create meaningful differentiation.
To succeed in such an environment, companies must compete on two levels. Continued emphasis on product innovation is necessary to keep pace with the competition. However, because product innovation alone is not sufficient to provide market differentiation, companies must shift their competitive thrust to other dimensions.     

Market Vision and Market Visioning Competence: Impact on Early Performance for Radically New,High‐Tech Products*

Having the “right” market vision (MV) in new product scenarios involving high degrees of uncertainty has been shown to help firms achieve a significant competitive advantage, which can ultimately lead to superior financial results. Despite today's increased rate of radical innovation, and hence the importance of effective vision, relatively little research has been undertaken to improve our understanding of this phenomenon. The exploratory and empirical investigation undertaken herewith responds to this research gap by focusing on MV and its precursor, market visioning competence (MVC), for radically new, high‐tech products. MV is a clear and specific mental model/image that organizational members have of a desired and important product‐market for a new advanced technology, and MVC is a set of individual and organizational capabilities that enable the linking of advanced technologies to a future market opportunity. Based on samples of high‐tech firms involved in early technology developments, the measurement study indicates that five factors comprise MV (i.e., clarity, magnetism, specificity, form, and scope) and that four factors underlie MVC (i.e., networking, idea driving, proactive market orientation, and market learning tools). Structural equation modeling is used to demonstrate that MVC significantly and positively impacts MV and that each of these constructs significantly and positively influences certain aspects of early performance (EP) in new product development. This is the first empirical study to develop a comprehensive set of scales to measure these constructs and then to combine them in a model by which to examine their interrelationships.     

Market orientation, interdepartmental integration, and product development performance

Various research studies have shown that a market orientation and interdepartmental integration can positively influence product development performance. Addressed in this article is whether market orientation and interdepartmental integration both equally influence product development performance, whether one of these constructs is more influential than the other, and whether such influence is dependent on the type of department being examined? Analyzing survey data from 156 marketing, manufacturing, and R&D managers, the tentative results suggest that a market orientation and interdepartmental integration correlate to improved product development and product management performance in varying degrees across these three manager sets. It appears that a positive relationship between market orientation and product development petformance is likely to be reflected by the marketing department, while marketing and manufacturing departments are likely to reflect a positive relationship between the general construct of market orientation and product management performance. Manufacturing managers also reflect a positive relationship between interdepartmental integration and product development and product management performance. Further analyses involving the elements of a market orientation and interdepartmental integration find that a customer orientation appears important to performance in the case of marketing managers, and that collaboration is important to performance in the case of manufacturing managers. R&D managers did not reflect any statistically significant relationships between market orientation, interdepartmental integration, their constructs, and performance. These results should not be taken as refuting the claim of an important relationship between market orientation and product development performance, however. The present results refine our understanding of market orientation to consider department‐specific effects, as well as temper the claims that implementing a market orientation will readily lead to improved product development performance across all departments in an organization. This may or may not be the case, depending on the focal department.     

Market Orientation and the New Product Paradox

The extant literature shows that the strength of the market orientation–performance relationship decays as the terminal measure of performance shifts from new product success to profitability to market share. As Day (1999) concluded, a broader nomological inquiry is needed to more fully understand the nature and limits of market orientation's effects. This suggests that a broader nomological inquiry is needed to fully understand the nature and limits of market orientation's effects.
Utilizing a national sample of marketing executives, the present study's purpose is to build a fuller understanding of the effects of market orientation on firm performance. Its structural equations model includes measures of new product success, profitability, and market share.
The research reinforces a strong positive relationship between market orientation and new product success. The expanded nomological network under study, however, implies barriers to market orientation's effectiveness. First, market-orientation-inspired increases in the priority firms place on "breakthrough" learning without commensurate increases in the priority placed on "breakthrough" innovation capabilities can boomerang and negatively impact new product success. Second, market-orientation-inspired new product development programs that are unable to increase market share can negatively impact profitability. These gatekeepers to the success of market orientation underscore the need for firms to coordinate a strong market orientation with resources and capabilities that increase the effectiveness of the marketing function. Without such coordination, the positive effect of market orientation on new product success may be limited to incremental innovations, and the overall effect of successful new products on profitability may be limited.     

Supportiveness of Organizational Climate, Market Orientation, and New Product Performance in Chinese Firms

Most knowledge development efforts in new product development have focused on Western economies and companies. However, due to its size, rapid growth rate, and market reforms, China has emerged as an important new context for new product development. Unfortunately, current understanding of the factors associated with new product success in China remains limited. We address this knowledge gap using mixed methods. First, we conducted 19 in‐depth interviews with managers involved in new product development in 11 different Chinese firms. The qualitative fieldwork indicated that firm behaviors and employee perceptions consistent with the phenomena of market orientation and the supportiveness of organizational climate both are viewed as important drivers of the new product performance of Chinese firms. Drawing on the marketing, management, and new product development literature this study develops a hypothetical model linking market orientation, supportiveness of organizational climate, and firms' new product performance. Direct relationships are hypothesized between both market orientation and supportiveness of organizational climate and firms' new product performance, as well as a relationship between supportiveness of organizational climate and market orientation. Data to test the hypothetical model were collected via an on‐site administered questionnaire from 110 manufacturing firms in China. The hypothesized relationships are tested using structural equation modeling. Results indicate a positive direct relationship of market orientation on firms' new product performance, with an indirect positive effect of supportiveness of organizational climate via its impact on market orientation. However, no support is found for a direct relationship between the supportiveness of a firm's organizational climate and its new product performance. These findings are consistent with resource‐based view theory propositions in the marketing literature indicating that market orientation is a valuable, nonsubstitutable, and inimitable resource and with similar propositions in the management literature concerning organizational culture. However, this study's findings also indicate that in contrast to a number of organizational culture theory propositions and empirical findings in some consumer service industries, the impact of organizational climate on firm performance in a new product context is indirect via the firm's generation, dissemination, and responsiveness to market intelligence. These results suggest that an effort to improve firms' new product performance by enhancing the flow and utilization of market intelligence is an appropriate allocation of resources. Further, this study's findings indicate that managers should direct at least some of their efforts to enhance a firm's market orientation at improving employee perceptions of the supportiveness of the firm's management and of their peers. This study indicates a need for further research concerning the role of different dimensions of organizational climate in firms' new product processes.     

Market Information Acquisition,Use, and New Venture Performance*

A substantial body of existing research has linked firm performance to the acquisition and use of customer, competitor, and other market information. This paper examines the impact on new venture performance of formal processes for market information collection and use. This study hypothesizes that new venture performance will be an increasing function of both market information and use. Two moderator hypotheses are also tested. In particular, it is expected that the impact of formal market information processes will be greater in market‐driven new ventures than in technology‐driven new ventures. These hypotheses were tested using data collected from 222 Chinese new ventures. The empirical analysis confirms the positive role of formal processes in new venture performance. However, the analysis does not support the moderator hypotheses. This study finds that (1) formal processes for information acquisition are equally important in technology‐driven and market‐driven firms and (2) formal processes for information use have a greater impact on new venture performance in technology‐driven firms than in market‐driven firms.     

The Role of Market Information in New Product Success/Failure

Although no single variable holds the key to new product performance, many of the widely recognized success factors share a common thread: the processing of market information. Understanding customer wants and needs ultimately comes down to a company's capabilities for gathering and using market information. And another well-acknowledged success factor the integration of marketing, R&D, and manufacturing focuses on the sharing of information. In other words, a firm's effectiveness in market information processing—the gathering, sharing, and use of market information—plays a pivotal role in determining the success or failure of its new products. Brian D. Ottum and William L. Moore describe the results of a study that examines the relationship between market information processing and new product success. They also explore the organizational factors that facilitate successful processing of market information, and thus offer ideas for better managing the development of new products. The respondents—marketing, R&D, and manufacturing managers from Utah-based computer and medical device manufacturers—provided information about 58 new products, including equal numbers of successes and failures. The survey responses reveal strong relationships between product success and market information processing, with success most closely linked to information use. In other words, the gathering and sharing of information are important, but only if the information is used effectively. In 80 percent of the product successes studied, the respondents ultimately possessed and used a greater than average amount of market information. And in 75 percent of the failures, the respondents knew less than average about the market at project inception, and gathered or used less than the average amount of market information during the project. For the projects in this study, the integration of marketing, R&D, and manufacturing contributed not only to the sharing and use of information, but also to overall project success. However, the results of the study suggest that the way in which a project is organized plays only an indirect role in determining new product success—most likely by improving the processing of market information. From a managerial perspective, the most important variables identified in the study are market information shared, market information used, and financial success.     

电力市场中发电商市场力的博弈分析

电力市场中市场力的存在不利于电力市场的健康发展,本文从市场力的定义出发,对影响市场力的因素进行了分析,并介绍了博弈论在竞价上网决策和降低市场力方面的应用.     

寡头竞争均衡、效率促进与市场稳定--一个福利经济学视角

多种条件约束决定了真实经济世界的资源配置效率必然偏离古典微观经济学完全竞争均衡模型关于效率问题的推演逻辑。短期边际成本定价趋势与固定成本长期补偿之间的矛盾决定了完全竞争均衡结构内生着不稳定性。“产品竞争度周期假说”在一定程度上证伪了传统的市场结构进化理论。寡头结构有寡头垄断均衡和寡头竞争均衡之别,后者作为市场结构自然演化的结果,能够增进组织绩效和提高行业效率,并实现市场稳定。因此,市场行为基础上自然演进的行业集中度提高是有益的。市场从竞争到垄断都不惠顾社会公平问题。市场结构、组织效率与经济稳定之关系研究无论对产业组织理论创新还是对产业政策制定来讲都具有重要的现实意义。     

Market orientation,marketing capabilities,and firm performance

Drawing on traditional resource‐based theory and its recent dynamic capabilities theory extensions, we examine both the possession of a market orientation and the marketing capabilities through which resources are deployed into the marketplace as drivers of firm performance in a cross‐industry sample. Our findings indicate that market orientation and marketing capabilities are complementary assets that contribute to superior firm performance. We also find that market orientation has a direct effect on firms' return on assets (ROA), and that marketing capabilities directly impact both ROA and perceived firm performance. Copyright © 2009 John Wiley & Sons, Ltd.     

基于资源和能力观的内部市场边界确定

内部市场作为一种组织运行调节机制,必须满足其必要条件:分权、竞争和在竞争基础上的价格形成机制。根据资源和能力观的战略管理理论,内部市场边界取决于市场机制引入企业内部后对企业竞争优势的贡献,主要影响因素是:内部市场主体是否拥有特殊资源和能力、特殊资源和能力的可转移性、内部企业的经营绩效、公司总部的资源整合能力等。这些因素的作用体现为内部企业生产经营自主权大小配置和竞争关系,不同的自主权大小和竞争程度形成了实践中权威机制与内部市场机制不同的边界模式。     

我国商业银行市场结构现状分析及其优化研究

本文基于我国13家商业银行2000-2006年的面板数据。对我国商业银行业市场结构、绩效等情况进行实证分析。得出我国商业银行业市场集中度趋于下降.我国银行的垄断状态逐渐被打破。在商业银行市场结构与银行绩效的回归结果上表现为:伴随着市场集中度下降,各商业银行绩效得到提高;商业银行资产规模对其绩效带来负的影响;银行管理水平、创利能力对其绩效产生显著的正向影响;产品差异化与银行绩效则显示弱的正向关系。本文认为完善银行业微观基础、降低政策性市场壁垒、提高银行差异化产品的服务能力、拓展银行国际业务等是我国银行市场结构优化的方向。     

Labour Market Incentive Structures and Employee Performance

Abstract : This paper uses data from the International Social Science Programme Work Orientations Module to investigate whether there is empirical support for Soskice's (1990, 1991) hypothesis that there is a difference in labour market incentive structures between northern European 'flexibly co-ordinated' systems and the 'uncoordinated' or 'deregulated' systems of the UK and the USA, which generates improved employee co-operation and performance in the former. Labour markets in 'uncoordinated' systems are found to generate the better employee work performance. Little support is found for the existence of a 'flexibly co-ordinated' type of labour market incentive structure. Instead, labour market incentive structures are found to be heterogeneous.     

Achieving Fit between Learning and Market Orientation: Implications for New Product Performance

Drawing on the learning and market orientation literature, this study examines how responsive and proactive market orientations interact with exploitative and exploratory learning to affect new product performance. Despite advancements in understanding the distinctions between the different types of learning and market orientations, little evidence exists regarding which types of market orientation work best with exploitative or exploratory learning to improve new product performance. Using a sample of 216 high‐tech Canadian firms, the authors find that new product performance is elevated only when exploratory learning is bundled with proactive market orientation. New product performance suffered when exploratory learning was complemented with responsive market orientation and when exploitative learning was complemented with proactive market orientation. Implications for marketing theory and practice are discussed.     

The Composition of the Market Portfolio and Real Estate Investment Performance

This study investigates whether the composition of the market portfolio leads to different inferences on real estate performance. As a point of departure, this paper first explores whether the omission of assets in a market proxy leads to a biased measurement of investment performance. The study finds that ranking investment performance is not meaningless even though investment performance is inaccurately measured. Furthermore, the composition of the market proxy does not necessarily lead to different inferences on real estate investment performance although superior real estate investment performance arises from the omitted asset phenomenon and also from smoothing bias in general.     

Market orientation and performance: an integration of disparate approaches

A series of five Strategic Management Journal articles has debated several issues concerning the role of market orientation in shaping firm performance. This debate has defined market orientation as a cultural emphasis. Yet, a large body of research in the marketing field views market orientation as an emphasis on certain market information‐processing activities. Using data from 217 firms, we test a model that includes both cultural and information‐processing elements. The findings suggest that both approaches to market orientation help explain performance, but their effects are mediated by organizational responsiveness. Thus, researchers should not only account for both definitions of market orientation, but they should also investigate market orientation in combination with other important performance antecedents. Copyright © 2005 John Wiley & Sons, Ltd.     

The Impact of the Corporate Mind‐set on New Product Launch Strategy and Market Performance

In the last decade, there has been an increasing interest in the link between new product launch strategy and market performance. So far, new product launch research has focused on this performance relationship without giving much attention to background factors that can facilitate or inhibit successful launch strategies. However, investigating such antecedents that set the framework in which different strategic launch decisions enable or prevent the market performance of new products is useful for enhancing the current state of knowledge. Drawing on the concept of a firm's orientation, the present study discusses the influence of the corporate mind‐set on new product launch strategy and market performance. It is hypothesized that the capability to successfully launch new products is based on the interplay between a firm's mind‐set (i.e., an analytical, risk‐taking, and aggressive posture) and its strategic launch decisions on setting launch objectives, selecting target markets, and positioning the new product. A research model with mediating effects is proposed, where the corporate mind‐set determines the launch strategy decisions, which in turn impact market performance. The model is tested with data on 113 industrial new products launched in business‐to‐business markets in Germany using a multiple informant approach. The results support the mediated model as the dimensions of the corporate mind‐set have a significant impact on most strategic launch decisions, which in turn significantly contribute to market performance. It is found that while an analytical posture relates to all three strategic launch decisions, risk taking and an aggressive posture have a significant impact on two, respectively one, launch strategy elements. These findings confirm the importance of investigating antecedents for a successful new product launch, as the corporate mind‐set serves as a background resource that sets the framework for successful new product launch decisions. In the final section implications for research and managerial practice as well as limitations of this research are provided.