基于扎根理论的西部物流集群中横向物流协同制约因素及作用机制研究——以五省市为例

物流集群是物流业降本增效的重要形式，本质是其内部相互竞争的企业之间的物流协同。但企业在开展协同活动时，却受到诸多制约因素的影响。文章通过对中国西部7个大型物流集群的管理方、企业代表以及相关的政府官员、专家、学者等进行半结构化深度访谈。借助扎根理论研究方法进行编码分析，构建出由“协同环境”“合作伙伴”“信任”“信息系统”四个主范畴共同构成的“横向物流协同制约因素”模型，并编织故事线，说明它们之间的逻辑关系。制约因素“作用机制”模型揭示了上述制约因素在计划、实施和评估阶段的内在联系与相互影响。在此基础上，针对性地提出相应对策与建议，以便消除阻力，推动协同，促进物流集群的发展和中国西部物流业的转型升级。     

供应链物流金融集成化协同服务创新管理

供应链物流金融是物流与金融业务的有机结合,它为商品流通的全过程提供服务.供应链物流金融涉及不同企业、不同业务,其服务运作非常复杂.而供应链物流金融集成化协同服务融合了供应链的集成性、协作性与风险共担性,为其良好运作提供了保障.供应链物流金融集成化协同服务体系由货主企业、第三方物流企业、金融机构等组成.该体系面向资金流、物流和信息流协同运作,提供物流金融服务,满足货主企业对配套流动资金的需求,提高企业资产的流动性,加快企业贸易周转,减少企业资金占用.供应链物流金融集成化协同服务方式与管理运作机制,包括面向资金流的物流融资、物流结算,面向物流的质押监管、价值评估,以及面向信息流的供应链金融集成化协同服务系统.有利于改善上下游供应链关系,整合与优化资金流、物流及信息流,提高企业竞争优势;有利于实现银行金融服务创新、物流企业物流服务创新及企业经营运作创新的协同管理,达到三方共赢.     

基于供应链视域构建“双循环”新发展格局的理论框架及实践路径

构建以国内大循环为主体、国内国际“双循环”相互促进的新发展格局,是重塑我国国际合作和竞争新优势的战略抉择,是实现我国经济安全稳定和高质量发展的必由之路。文章立足供应链与“双循环”之间的逻辑关系,深度揭示供应链促进“双循环”的形成机理,即通过锻造供应链的韧性,提升供应链的柔性,促进国内大循环;通过增强供应链的安全性和自主可控能力,实现“双循环”的互促协调;通过提高供应链的可持续性,优化国内大循环的质量,疏通国际经济循环的堵点,进而助力“双循环”新发展格局的形成。在此基础上,基于供应链的新视角,通过供应链跨境协同将由需求侧、供给侧、供应链本身的结构优化与机制创新所形成的内循环与外循环有机结合,形成“你中有我、我中有你”的相互嵌套、互促协调的“双循环”新发展格局完整理论框架。最后,基于供应链视域提出助力“双循环”实现的具体路径。     

目的国网络嵌入、本土化服务能力与跨境B2C出口企业绩效：海外仓策略的一个理论解释

为探索海外仓情境下跨境B2C出口企业绩效的提升路径，以本土化服务能力为中介解释目的国网络嵌入和企业绩效之间的关系，将目的国网络嵌入区分为知识嵌入、商业嵌入和政治嵌入三个维度，把本土化服务能力区分为本土化物流服务能力、本土化分销服务能力和本土化冲突协调能力三个维度，从而构建了“目的国网络嵌入→本土化服务能力→跨境B2C出口企业绩效”模型。基于PLS-SEM结构方程建模方法对问卷调查数据进行实证分析，研究结果表明：海外仓情境下目的国网络嵌入和本土化服务能力对跨境B2C出口企业绩效都具有显著影响；本土化服务能力在目的国网络嵌入对跨境B2C出口企业绩效的影响路径上具有完全中介作用；知识嵌入仅通过本土化物流服务能力的中介对跨境B2C出口企业绩效产生影响。     

高管危机警觉性是如何影响组织创新的？一个双中介模型

文章基于信息加工理论以及“信息→认知→行动”框架，探索并验证了高管危机警觉性与组织二元创新策略间（渐进式创新和突变式创新）的内在机制与路径模型，即组织响应和组织自省的双中介效应。本研究基于218家企业调研数据，所采用的层次回归、结构方程建模和Bootstrapping等方法的检验结果显示，高管危机警觉性正向影响组织渐进式创新和突变式创新；高管危机警觉性通过组织响应影响渐进式创新，通过组织自省影响突变式创新。研究结论为企业在危机下实现绿色创新与可持续发展提供理论与实践启示。     

鱼与熊掌兼得：平台经济二元监管框架及其福利效应

基于平台型企业“社会人”与“经济人”的双重角色，提出了一种平台自我监管与政府公共监管相协同的二元监管框架，并从理论和案例层面探讨了该框架的福利效应。研究发现：首先，从平台场域内部看，平台自我监管的实质是平台型企业将自身商业行为嵌入社会责任的一种功能，集中体现了平台的“社会人” 角色，而其掌握的大数据优势能为这种自我监管功能的实现提供技术支撑。其次，从平台场域外部看，平台型企业之间也在为争夺用户而相互竞争，表现为典型的“经济人”角色，其商业化动机偏差将削弱平台自我监管功能，需要政府公共监管必要的介入。最后，平台自我监管与政府公共监管组成的二元监管框架，在功能目标、技术手段和法律效力三个层面存在既互补又制衡的协同关系，对生产者福利和消费者福利均具有增进作用。上述发现对于“十四五”时期加快推进数字中国建设具有重要的政策启示意义。     

第三方物流企业的资源整合

当前，我国物流企业规模偏小，功能单一，服务水平不高。针对这种情况，本文通过对比分析国内外第三方物流发展的现状，提出资源整合这条途径。企业资源整合是企业通过组织和协调，把物流企业内部彼此相关但却彼此分离的职能，把物流企业外部既参与共同使命又拥有独立经济利益的合作伙伴整合成一个为客户服务的系统，取得整体规模效益的效果的手段。本文把第三方物流企业资源细分为企业内部资源整合和企业外部资源整合。第三方物流企业内部资源整合包括能力资源整合、客户资源整合、信息资源整合；企业外部资源整合的途径是建立物流战略联盟。     

老字号沉淀价值的失效、激活与实现分析——基于沉淀投入动态模型

鉴于老字号价值优势的主要来源是其长期的历史沉淀,构建了沉淀投入动态模型对老字号价值失效、激活与实现过程进行分析,并通过南京冠生园案例和2005～2016年30家老字号上市企业的样本数据分别进行创新资本投入对老字号价值影响的实证检验。研究结果表明：有形与无形沉淀赋予老字号人文、历史意涵,成为其独有的价值优势;“沉淀”的两面性需要老字号注重它的合理与有效利用,避免成为老字号价值激活的阻碍;激活“沉淀”的创新资本投入可成为企业承继核心能力的重要手段,并有效促进老字号价值恢复与实现。据此,老字号应积极搭乘“一带一路”之车,加强自身本土化与现代化建设,提高企业创新驱动能力,并呼吁政府实施“激活”老字号战略,以营造良好的发展环境。     

中国企业出海“航母”模式：泰中罗勇案例研究

建立海外工业园、打造企业海外经营的“航母”，正成为本土企业构筑全球价值链的新模式。区别于传统的对外直接投资模式，不确定性和非对称性异域经营环境的“航母”模式，具有节约交易成本、风险规避、快速学习、规模递增以及贸易便捷等多种优势。文章以泰中罗勇工业园为例，分析了“航母”模式的资源基础、组织网络、运行机制和能力架构，形成“航母”的实体资源能力、与众多利益相关者的协作能力以及“航母”平台与栖驻企业之间的边界决策能力。结合案例分析，提出了“航母”模式的“高集聚、本地化与合法性”三大动态构建路径与潜在风险，并提出了相应的政策建议。     

中国物流企业战略管理探析

在中国,从事物流行业的本土公司在网络布局、资源整合、信息化建设、品牌塑造、文化建设等战略管理方面存在这样或那样的问题。面对前所未有的挑战和威胁,中国物流企业必须在战略管理上做出回应,以实现超常规、跨越式发展。     

第三方物流与第四方物流的战略协作式发展

第三方物流(3PL)与第四方物流(4PL)是物流发展的两种不同形式,从各自的优势及3PL与4PL战略协作式发展的构想,可以达到整合社会资源,提高物流效率,实现双方共赢的结果。第三方物流与第四方物流紧密合作,可以在供应链内部创造一个关系融洽、和谐而又长久的利益共存体。     

Executive GDSS: Behavioral considerations at individual,organizational, and environmental levels of analysis

This article emphasizes the importance of behavioral considerations at individual, organizational, and environmental levels of analysis when researching and evaluating the design, implementation, and use of group decision support systems (GDSS) within complex organizations. Discussion is based on interview and archival data collected on an executive level GDSS used within a corporate setting. Issues that are considered generalizable to organizational computing, coordination, and collaboration technologies concern (a) viewing organization participants as strategic, intuitive information processors, (b) understanding the importance of organizational power, politics, and situational constraints on decision making, and (c) appreciating the symbolic value of advanced information technologies to an organization's external environment.     

Corporate heritage identity management and the multi-modal implementation of a corporate heritage identity

This article advances the theoretical and instrumental understanding of corporate heritage identities. This exploratory, empirical study focuses on both the nature and the relevance of corporate heritage identity as employed by managers for corporate identity management purposes. The research is undertaken within Britain's oldest brewery – one of the oldest corporate entities in Great Britain with a provenance spanning many centuries – and utilizes a qualitative and theory building case study. The research reveals two classes of management responsibilities vis-à-vis corporate heritage identity management, namely corporate heritage management activities and corporate heritage implementation strategies, which follow a particular corporate heritage identity implementation pattern identified. A normative framework synthesizes and marshals the findings. The empirical study provides insight into corporate heritage identity management and is potentially useful to both scholars and practitioners. This study advances the nascent area of corporate heritage identity management by providing empirical and theoretical insight into the salience and strategic relevance of corporate heritage identity as a resource for corporate marketing. The article provides a normative framework of actionable categories of activities related to the management and implementation of substantive corporate heritage identity dimensions.     

价值链管理与品牌竞争力:一个分析框架

通过分析企业品牌竞争力的逻辑起点与内涵,本文认为品牌是一种战略性的资源与无形资产,品牌通过垄断效应使企业处于不完全竞争状态并产生经济租金,品牌竞争力的培育依赖于使用价值的有效嵌入和交换价值的低成本实现;提升企业品牌竞争力的价值链管理策略在于通过品牌质量管理实现品牌自然价值的嵌入,通过品牌形象管理实现品牌符号价值的嵌入,通过品牌关系管理提升品牌的交换价值。     

Institutional ownership of stock and dimensions of corporate social performance: An empirical examination

Collectively, institutions own an increasing proportion of outstanding corporate equities. As an emergent force in shaping corporate America, the linkages between institutional ownership and corporate social performance (CSP) require empirical examination. Not only do corporate policy makers need to know those areas where social performance may lure or inhibit capital infusions, lawmakers also need a better understanding of the social forces guiding corporate policy. As anticipated, this study found a positive relationship between the amount of institutional ownership of corporate stock and a company's social responsiveness as measured by the representation of women on its board of directors; however, no statistically significant relationship with social responsibility as measured by charitable giving was found. The exemplar of social issues management — compliance with the Sullivan principles — showed an unexpected, negative relationship with the level of institutional ownership.Betty S. Coffey's research interests are in the area of strategic management, organizational change, and social issues.Gerald E. Fryxell is Assistant Professor of Management at the University of Tennessee, Knoxville. His current research interests are in the area of corporate culture, innovation, and strategic management.     

线上线下与物流协同的逻辑推演、影响因素与构建策略

线上线下与物流协同是"新零售"发展的核心。总体看来,我国"新零售"发展已跨越初级阶段向中高级阶段进化,也对线上线下与物流协同提出了新的要求。基于"新零售"发展现实,围绕线上线下与物流协同发展的四个阶段对协同发展进行逻辑推演,结合零售系统、物流支撑、技术应用等多要素探讨协同的影响因素。研究发现,从动态视角来看,电商与物流协同和线上线下融合为线上线下与物流协同奠定基础,而线上线下与物流协同要经历由线状协同向网状(立体)协同进化过程,也预示由初级协同向中高级协同的迈进;线上线下与物流协同主要受底层逻辑(线上线下协同融合程度、零售业网状协同水平)、核心支撑(物流网络建设、物流运营管理水平、物流生态体系协同)、升级保障(数智化技术协同应用、供应链整合与创新)三个方面共七类因素的影响,而不同因素又具有不同的作用方向。基于此,线上线下与物流协同要秉承"四化"理念,即以规模化运营为基础,以创新化模式为引领,以数智化技术为依托,以生态化体系为关键,提升协同服务水平和效率,构筑协同系统。     

Technology and Flexibility: Enablers of Collaboration and Time‐Based Logistics Quality

Collaboration has been cited as one of the most important elements in leveraging supply chains to achieve competitive advantage. Literature in the field of collaboration tends to focus on strategic level initiatives; this research examines the benefits of implementing collaborative approaches at the logistics operations level. We find that leading strategic indicators, including technological innovativeness, technological complementarity, and flexibility are positively related to higher levels of collaboration and logistics service quality at the operational level in retail firms.     

Strategic Leadership of Corporate Sustainability

Strategic leadership and corporate sustainability have recently come together in conspicuously explicit fashion through the emergence of top management team (TMT) positions with dedicated corporate sustainability responsibilities. These TMT positions, commonly referred to as “Chief Sustainability Officers,” have found their way into the upper echelons of many of the world’s largest corporations alongside more traditional TMT positions including the CEO and CFO. We explore this phenomenon and consider the following two questions: Why are corporate sustainability positions being installed to the TMT? What effects do corporate sustainability TMT positions have at their organizations? We consider these questions through strategic leadership and neoinstitutional theoretical frameworks. Through the latter, we also engage with Weberian considerations of bureaucracy. We find that the reasons why corporate sustainability TMT positions are installed can be in response to a crisis at the corporation for which its legitimacy is challenged. We also find the corporate sustainability TMT position can be installed proactively in an effort to realize external opportunities that may have otherwise gone unrealized without concerted attention and coordination afforded by a strategic level position. Regarding effects, we determine the position can relate to the establishment of bureaucratic structures dedicated to corporate sustainability within the corporation through which formalized processes and key performance indicators to drive corporate sustainability performances are established. In the face of our finding that many corporate sustainability TMT positions are being removed despite having only relatively recently been introduced to their respective TMTs, we find that the successful implementation of bureaucratic machinery can help considerations to sustainability extend beyond the tenure of a corporate sustainability position within the TMT.     

第三方物流企业文化建设研究

在激烈的市场竞争中,企业文化逐渐成为获取竞争优势的法宝。作为专业的物流服务提供商,企业文化对于第三方物流具有特别重要的作用。第三方物流企业只有采取多种措施,从表层、中介和深层构建完整的企业文化体系,才能实现"文化制胜"。     

Towards hierarchical linking of marketing resource allocation to market areas and product groups

In this paper a marketing resource allocation model is developed that is intended as a decision support tool for management at a country level in a multinational multiproduct firm. At the same time overall company objectives and portfolio considerations are taken into account by imposing a set of constraints on the countries. Output of the models from the different countries can help corporate management in allocating resources to countries and in evaluating the short term opportunity cost of its strategic constraints. As such, the model is seen as a first step in working towards hierarchically linked allocation models.