基于动态核心能力的战略联盟绩效评价体系研究

战略联盟已成为众多企业加强竞争优势、提升核心能力、拓展市场的首选方式,但战略联盟最终成功的几率却很低。针对这个问题,本文从企业动态核心能力角度入手,研究战略联盟绩效评价指标体系。以达到提高战略联盟绩效和构建联盟伙伴企业动态核心能力的双赢效果。     

高管激励、R&D投入与高新技术企业绩效——基于内生视角下的研究

基于内生视角,选取2009—2017年A股中小板块的高新技术企业数据为研究样本,以附加价值的资本增值率来衡量企业绩效状况,构建联立方程组模型,实证分析研发投入、管理者薪酬激励和股权激励对高新技术企业绩效的影响。研究结果表明：薪资激励对R&D投入和企业绩效均存在倒U型关系,股权激励与企业绩效正相关,与R&D投入存在倒U型关系,R&D投入对当期企业绩效存在负向影响,但其对企业绩效的滞后效应为正。进一步研究发现,上述结论在民营企业中普遍存在,而在国有企业中并不明显。     

跨国公司国际化程度与绩效相关性研究综述

随着经济全球化的不断发展,学术界针对跨国公司的全球化扩张对其绩效的影响做出了大量的研究。近30年来,企业国际化程度的衡量指标越来越全面,由单维度单一指标不断扩展到多维度单一指标和多维度多指标。现有的经验研究的结论显示,企业国际化程度与企业绩效之间呈现出线性正相关、线性负相关、倒U型、U型、S型以及倒S型等多种相关关系。对国际化与绩效关系问题的研究将对中国企业国际化扩张战略以及资源分配有重要指导意义。     

电子商务环境下动态联盟企业信任治理机制

电子商务环境下企业动态联盟是面向某一市场机遇或者共同目标而组建的一种组织形式，它以网络信息系统为支撑，是各个企业核心能力节点的优化整合。动态联盟企业间的合作关系是通过契约、合同、承诺等机制建立起来的，存在着巨大的优势，但由于信任等因素的综合影响，实际合作的成功率并不高。因为信任是动态联盟稳定、持久合作，发挥联盟优势的基...     

绿色治理视角下企业联盟绩效评价与差异化——以房地产行业为例

以可持续发展的三重底线(TBL)原则为理论基础,结合联盟特征,运用文献研究、专家咨询和问卷调查的方法,从经济、社会、环境、关系和发展5个维度构建包括20个指标的联盟绩效评价体系,采用德尔菲法(DM)和群组决策特征根法(GEM),计算得到一级和二级指标的权重。以房地产行业为例,借助绿色建筑项目的相关调研数据,运用模糊TOPSIS模型,对我国企业联盟绩效进行具体评价,利用BP神经网络模型对结果进行佐证,并进一步从联盟伙伴数量、研发投入强度、企业内部绿色管理重视程度、政府支持力度4个方面探讨我国企业联盟绩效水平的差异性。结果发现：①目前我国基于绿色治理视角下的企业联盟虽然尚处于初步阶段,但整体绩效处于中等偏上水平。②从地域上看,绩效水平由高到低依次为西北地区、华中地区、华东地区、华北地区、西南地区、华南地区。③联盟伙伴数量总体上对联盟绩效水平产生倒U型的影响;研发投入强度、企业内部绿色管理重视程度对不同维度绩效水平的影响具有显著的差异性;政府支持力度整体上对绩效水平的影响呈倒U型的关系。     

创业期企业动态能力构建及其对绩效影响研究

首先对创业期企业动态能力进行研究,定义了新创企业动态能力的概念;初步概括了创业期企业一般能力内容,给出了一般能力变革和动态能力发展的时机;提出创业型企业动态能力分析框架,详细分析了动态能力的建构对经营绩效的影响并提出了相关研究结论。     

市场导向、企业家导向对技术创新选择的影响分析

文章分析了企业不同战略导向对技术创新选择的影响,在此基础上建立概念模型并提出了6个命题。分析表明市场导向与企业渐进创新正相关,与突变创新负相关;企业家导向与突变创新正相关而与渐进创新具有倒U型关系;同时企业家导向负向调节市场导向与突变创新的关系,倒U型调节市场导向与渐进创新的关系。这一结论丰富了现有关于战略导向与创新关系的研究。     

同行竞争者合作对新产品开发绩效的影响——企业的政府关系与政府支持的调节作用

本文从参与合作的同行竞争企业数量的角度,以2002—2013年国有上市公司所公告的308个新产品项目为样本,研究企业与同行竞争者合作开发新产品的策略及其效果,以及这种效果如何因企业的政府资源差异而不同。结果表明：（1）参与新产品合作开发的同行企业的数量与新产品项目的绩效呈倒U型关系,而非线性关系;（2）核心企业与政府的正式关系弱化了上述倒U型关系,而企业与政府的非正式关系强化了上述倒U型关系;（3）虽然企业获得的政府针对整个企业的创新支持未被检测出对上述关系存在显著影响,当企业获得的政府针对具体新产品项目的支持则强化了上述关系。     

组织间学习及其控制模式与企业创新关系的实证研究

竞争环境的变化使得学习型联盟成为企业间合作的一种重要形式,但是在学习型联盟中如何选择恰当的控制方式从而实现企业创新是困扰学习型联盟管理的一项难题.文章以实证研究的方法检验了组织间学习及其控制方式与企业创新之间的关系,揭示了控制方式选择的依据及其对不同类型企业创新的影响.     

社会资本、知识冗余与创新绩效:对知识密集型服务企业的实证检验

通过从关系维度和结构维度两个方面对社会资本进行研究,并以189家知识密集型服务企业为样本,对社会资本、知识冗余和创新绩效三者之间的关系进行实证检验,结果表明:企业间联系的强度与知识资源的冗余程度正相关;企业间联系结构的分散程度与知识资源的冗余程度正相关;知识资源的冗余程度与创新绩效之间存在倒U型的曲线关系。在此基础上,为知识密集型服务企业知识资源的培育机制和创新实践提供可供参考的理论指导和管理建议。     

企业外部能力与突变创新

在动态能力理论和产业组织理论的基础上,本文分析了企业构建组织外部能力与突变创新的关系,从政治战略观点的角度提出了两种动态能力,即：影响政府的能力和影响行业的能力。其中,影响政府的能力与突变创新具有倒U型关系;影响行业的能力对突变创新具有促进作用;影响政府的能力与影响行业的能力对于企业突变创新的作用是互补的。     

Alliance portfolio diversity,radical and incremental innovation: The moderating role of technology management

In this paper we test whether the use of a set of technology management tools (TM-tools), a specification of alliance portfolio capability, influences the relationship between alliance portfolio diversity and a firm's innovation outcomes. With this model, we add to the theoretical literature on the performance effects of alliance portfolio diversity and specific contingencies allowing to appropriate benefits from this diversity. Based on a sample of South African firms, we first confirm the inverted U-shaped relation between alliance portfolio diversity and a firm's innovation outcomes found by earlier research. We also show that the shape of this inverted-U differs for incremental and radical innovation outcomes. Subsequently, we test the moderating effect of the use of TM-tools on this relationship, for which find a strong positive moderating effect. In particular, for firms intensively using TM-tools, the negative effect of high levels of alliance portfolio diversity on innovation outcomes turns into a positive effect. This suggests that the use of formal technology management practices is beneficial to manage highly diverse alliance portfolios.     

战略联盟提升企业的动态能力

文章运用动态能力理论,从组织与管理过程、学习、位势、路径依赖4个方面来分析战略联盟的形成,旨在为战略联盟理论与实践提供一个整合的理论框架。     

The perilous effects of capability loss on outsourcing management and performance

The outsourcing of manufacturing activities and business processes has emerged as a prevalent business practice in many industries. Given this state, the lackluster performance of an alarmingly high proportion of outsourcing initiatives is somewhat surprising. In an effort to achieve aggressive cost savings objectives, many outsourcing engagements are associated with organizational resources being disposed of which can lead to a significant operational capability loss on the part of the outsourcing firm. Surprisingly little empirical research has dealt with the issues arising from this capability loss frequently associated with outsourcing. This study strives to address this void. Drawing on multiple theoretical perspectives, this study investigates the direct impact that capability loss has on outsourcing performance, and also the impact it has on the outsourcing firm's ability to effectively manage its relationship with the outsourcing provider. Results from our hierarchical regression analysis on 198 outsourcing initiatives suggest an inadequate capability evaluation up front can lead to a more substantive capability loss. Subsequently, we find that a more extensive capability loss has a direct negative effect on outsourcing performance. Prior studies have established the significant positive effect that developing a committed and cooperative relationship with the provider has on outsourcing performance. Our results corroborate these previous findings, and also demonstrate that capability loss inhibits the outsourcing firm's efforts to develop a committed and cooperative relationship with the outsourcing provider.     

Bridging the gaps or fecklessness? A moderated mediating examination of intermediaries’ effects on corporate innovation

Intermediaries are frequently used as external institutions to bridge knowledge gaps and enlarge innovation search. Although there is a consensus that ties with intermediaries have a significantly positive impact on firms’ innovation performance since external knowledge sources are important to firms’ innovative activities, far less is known about how these intermediaries become effective drivers of corporate innovation. From the capacity-based view, this study proposes that intermediaries facilitate the development of dynamic capability which further causes remarkable innovation. A firm's dynamic capability acts as a mediator in the relationship between intermediaries and innovation performance. It is also observed that organizational structure formalization and strategic conformity negatively moderate the mediation effect. This proposed theoretical framework is proven by empirical results from a moderated mediation analysis using a sample of Chinese manufacturing firms.     

基于业务相关性的母子公司文化控制与子公司绩效研究

组织文化的研究大多以单体企业为对象,本文将企业文化的研究提升到了母子公司文化控制的高度,在理论与实践结合的基础上构建了文化控制量表,并探讨了文化控制强度与子公司绩效的关系。结果表明,母子公司文化控制强度对子公司绩效有显著的正向影响,并且母子公司的业务相关程度越高,这种影响越显著。本文同时认为母子公司文化控制应注重母子公司间的文化培训沟通、行为模式、组织凝聚力和制度一致性四个方面。     

供应链伙伴关系、供应链动态能力与企业竞争优势关系的研究

通过分析供应链伙伴关系、供应链动态能力和企业竞争优势之间关系,构建了三者之间的概念模型。其中供应链伙伴关系包括信任和承诺两个维度;供应链动态能力包括运作能力、学习能力、协调能力和重构能力四个维度;企业竞争优势包括财务绩效和非财务绩效等两个维度。利用结构方程分析实证结果表明:供应链伙伴关系对企业竞争优势有正向作用关系;供应链动态能力对企业竞争优势有正向作用关系;供应链伙伴关系对供应链动态能力有正向作用,并且通过供应链动态能力对企业竞争优势有间接作用。     

Does alignment matter? The performance implications of HR roles connected to organizational strategy

For the HR function to have a positive impact on performance and thus strategically add value to the organization, it has been suggested to redefine its traditional operational role. However, to gain a deeper understanding of the relationship between these HR roles and performance, their alignment with the organizational strategy should not be ignored. In this paper, we therefore focus not only on whether the operational and strategic HR roles are linked to performance, but also on the extent to which their alignment with the applied organizational strategy actually matters for performance. We carried out a survey study among 336 respondents either holding an HR function or being responsible for HR-related tasks in various organizations. We found a positive effect of the strategic role on performance, and also how it might substitute a lack of innovation strategy. Further, we found an alignment effect between a cost strategy and the operational HR role in relation to organizational performance. We discuss these findings based on the literature and provide some practical recommendations for further developing the role of HR.     

Linking improved knowledge management to operational and organizational performance

This research empirically examines the importance of knowledge management processes to operational and overall organizational performance (OPERF). Specifically, results indicate that a shared interpretation of knowledge among operational personnel mediates how knowledge is disseminated and used to design and implement a unified operational response to that knowledge. Further, results collected in a logistics operations (LO) context support a strong positive relationship between this knowledge management process and operational and organizational performance. Importantly, psychometric measures for organizational performance collected from managerial respondents were strongly correlated with secondary financial data for participating firms obtained from Compustat, thus supporting a link about operational performance and hard organizational performance data.     

Capability hierarchy in electronic procurement and procurement process performance: An empirical analysis

This paper examines the interrelationship between two hierarchically structured functional capabilities pertinent in the organizational procurement process, and the impact of these capabilities on procurement process performance. These functional capabilities operate at different levels in an organization's procurement process. We draw upon resource- and knowledge-based views of the firm to theorize that in this hierarchy of information technology-enabled procurement capabilities, the higher-level capability – procurement integration competence – enables firms to develop and deploy a lower-level capability – digital procurement competence. Further, we theorize that the lower-level capability impacts procurement process performance directly and completely mediates the relationship between higher-level capability and performance. Thus, although performance is impacted directly only by the lower-level capability, the higher-level capability facilitates the development and use of the lower-level capability. Our research model is tested using survey data from a large sample of 412 manufacturing firms. The results provide strong support for the proposed research model. In particular, we find that as hypothesized, the impact of procurement integration competence on performance is completely mediated by digital procurement competence. Our results suggest that when examined at the procurement process level, the impact of higher-level capabilities may be manifested completely through the lower-level capabilities. Theoretical and practical implications of the research are discussed.