浅议企业战略矛盾

企业战略管理是 2 0世纪 5 0年代在美国兴起的一门新兴管理科学 ,也是一门管理艺术。企业战略管理过程中充满着错综复杂的矛盾 ,归纳起来主要有八大矛盾 :组织与环境的矛盾 ;资源与目标的矛盾 ;旧业与新业的矛盾 ;生存与发展的矛盾 ;专业化与多元化的矛盾 ;引进来与走出去的矛盾 ;竞争与合作的矛盾 ;兴办企业与保护环境的矛盾。认真研究并解决好这些矛盾 ,对搞好企业战略管理 ,实现战略制胜很有必要。     

战略管理会计初探

战略管理会计是企业战略管理与管理会计相结合的产物,主要是帮助企业管理当局为取得企业的整体战略目标和持续的竞争优势而设计的。它要解决的主要问题是：如何适应变化中的内外部条件,企业资源在内部如何分配和利用,如何使企业内部之间协调行动以取得整体上更优的战略效果。战略管理会计具有丰富的内容,本文仅就其主要问题作些初步探讨。　　　　一、战略管理会计的内容　　　　1.制定战略目标　　战略管理会计首先应协助高层管理者制定战略目标。企业的战略目标可以分为三个层次,即公司战略目标、竞争战略目标和职能战略目标。公司战…     

战略决定命运——企业“战略危机”的九种表现

战略制定、战略实施和战略评价，构成企业战略管理过程的三个重要阶段，在这三个阶段，我国企业均不同程度地存在一些问题，有些表现也正是企业隐含“战略危机”的征兆。     

企业战略管理的几个问题

９０年代以来,企业掀起了“企业战略热”,许多大企业大集团都在研究和制订自己的企业战略。抓好企业战略管理,已成为我国大中型企业和企业集团面临的迫切任务。自１９８７年以来,笔者先后参与了２８家企业或企业集团发展战略的制订,感到在企业战略管理上,存在一些问题。“成也战略,败也战略”,企业若战略失误,就会衰落。企业战略管理是否科学、及时、得当,关系着企业的命运。一企业战略的概念首先,要搞清楚:什么是企业战略？结合我国具体情况,我们认为:企业战略是在社会主义市场经济条件下,根据企业内外环境及可获取的资源情况,为争得生存和…     

企业战略与企业文化的协同作用探究

企业战略理论与企业文化管理，作为企业管理中的两种不同的管理模式，是相互联系，相互影响的。本文主要论述了这两种理论在企业管理应用中的内在关联性，即企业战略的优势与企业文化管理相容的原理；重点论述了企业战略的优势与企业文化的协同作用；最后，构建与企业战略的优势相适应具有中国特色，富有效率的企业文化。     

基于企业领导者的企业战略管理分析

企业战略管理是人为性的管理科学,是战略管理主体与战略管理客体之间的一种对象性活动。企业领导者在企业战略管理中发挥着至关重要的作用,在企业战略发展的起点、过程、内容和环境整合全部过程中处于决策地位。本文首先对企业领导者理论进行理论溯源,进而分析企业领导者在企业战略管理中的决策地位,再结合实际分析国内企业领导者现状,最后对企业领导者的企业战略管理提出建议。     

技术和企业战略：角色、关联机理及融合途径

技术对社会经济发展的影响是建立在它对企业成长的作用基础上的。本文从企业战略管理的角度切入，分别从技术在企业战略分析中的角色、技术与企业战略的关联机理、技术作用于企业战略的简要过程、技术与企业战略的融合途径等四个方面分析了技术与企业战略管理的有机联系。     

企业“战略危机”的前兆

战略制定、战略实施和战略评价，构成企业战略管理过程的三个重要阶段。在这三个阶段，我国企业均不同程度地存在一些问题，这些表现也正是企业”战略危机”的前兆。     

企业战略的诊断

战略管理是以预测和分析未来竞争环境为基石,以寻求长期竞争优势为目标的一种先进管理方法。在现代市场中,每个企业都面临比以前更复杂多变的市场环境,从某种意义上说,一个企业能否取得成功,就是看其能否灵活运用战略管理将各种资源变成社会所需要的产品和服务。国外知名企业无一不重视战略管理,我国企业也开始由经营管理转向战略管理,但我们也应看到我国企业在战略管理的三个阶段即战略制定、战略实施、战略评价中都或多或少的存在一些问题,下面逐一分析之。 一、制定战略中存在的问题 １、无确定战略的“流浪”倾向 经营大师卡耐…     

企业战略计划与控制流程设计的变革探讨——基于竞合战略模式

企业流程设计是一定的社会、技术环境下管理理论在生产实践中的验证与体现．竞合战略是现代信息技术环境下管理理论的突破;本文分析论证了在竞合战略模式下,企业流程设计中的重要内容之一——战略计划与控制流程设计的变革：流程设计跨组织;合作伙伴的选择是战略构建的重要内容;流程设计的动态性：流程设计与整合依赖信息技术的支撑等几方面的内容,为我国企业构建竞合战略及流程设计与重组提供理论及实践支持。     

Effects of strategic human resource management on strategic vision

It is pertinent for organizations that operate in a highly competitive environment to pursue a strategic vision. This study explores the effects of strategic human resource management (SHRM) on the implementation of a strategic vision. Other constructs of importance in the model include leadership, commitment and organizational structure. A total of 400 questionnaires were sent by mail to organizations of various industries and the total number of respondents was 104. Leadership was found to be significant in eight out of ten of the hypotheses, thereby indicating that the leadership of an organization plays an extremely important role in the achievement of a vision. Also, SHRM functions such that HR planning, recruitment and selection, rewards and compensation as well as training and development have significant effects in the achievement of different visions. For the vision of regional growth, leadership and organizational structure was found to be significant. Where market growth is pursued, leadership, reward system, commitment, training and staffing are significant. In the case of a strategic vision of mergers and ventures, only leadership was found to be significant. The only significant factor in the vision of low cost and productivity is planning. For a vision of customer focus and innovation, leadership and selection are the significant factors. Where innovation and product development are pursued, only planning is significant. For organizations that pursue cluster visions, the factors that are significant include leadership, commitment and selection.     

Integrating strategic human capital and strategic human resource management

Abstract

Human capital is an important construct in a variety of fields spanning from micro scholarship in psychology to macro scholarship in economics. Within the various disciplinary perspectives, research focuses on slightly different aspects and levels of human capital within organizations, which may give opportunities for integration. The current paper aims to increase knowledge about human capital within organizations by integrating two streams of research which focus directly on human capital, but have approached human capital in different ways: strategic human capital (SHC), and strategic HRM. We describe both SHC and strategic HRM research streams and propose areas of integration, and directions for future research on human capital in organizations.     

Continuous strategic sourcing

This article is based on a specific situation and competence analysis research project. The objective of the project is to point out possible action areas for improvements and potential competence areas; areas that should be integrated in the company's future strategic work. In the long term, the objective is to develop specific tools that can support a company's decision processes when in and/or outsourcing. The specific tools form the basis for the development of a conceptual framework that may facilitate the work with and the understanding of strategic in and outsourcing.During recent years new theories on SCM, outsourcing, supplier cooperation, etc. have emerged. Each theory has its own specific basis seeking to give solutions to problems concerning how to use and cooperate with suppliers. All theories, however, seek to solve a well-known problem within economic theory. Thus, the issue on division of labour and specialization is well known (Foretag i netwark, Stockholm, Studieforbundet for Naringsliv och Sammhallet, 1982; Joint Venture: theoretische und empirische analyse unter besonderer berücksichtigung der chemischen industrie der schweiz. Verlag Rugger, Germany, 1989). From an economic point of view it is a question of reaching the situation with the lowest production and transaction costs (Handbook of Industrial Organization. Amsterdam, 1989, pp. 135).     

Purchasing's strategic relevance

Recently Ramsay (Eur. J. Purchasing Supply Manage. 7 (4) (2001) 257) applied the resource-based view of the firm (RBV) to argue that purchasing is a largely irrelevant activity from a strategic management point of view. In this paper it is argued to the contrary since there is a wider theoretical base underlying strategic management, more recent developments in the RBV suggest that purchasing is indeed a strategic activity, and much empirical evidence demonstrates that purchasing and supply management contribute to sustainable competitive advantage. A systematic set of criteria is then put forward, which helps purchasing management researchers to assess whether studied phenomena have strategic impact.     

The concept of stable strategic time periods in strategic group research

This paper briefly reviews previous research on strategic groups and concludes that the concept needs further refinement. In particular, strategic grouping studies have typically ignored the influence of time on competitive strategy and have assumed homogeneity in strategic behavior over the time period researched. Therefore, a general analytical method is proposed in order to identify time periods of similarity in strategic behavior—so-called stable strategic time periods. It is argued that following the identification of stable strategic time periods meaningful strategic groupings of companies within industries can be derived and further analysis of the dynamics of strategic group shifts can be performed.     

基于中小企业战略规划的战略能力研究

通过对辆外研究现状的梳理,根据企业能力理论和战略管理理论,从支撑企业战略的能力的角度上分析中小企业的发展规律.本研究主要是结合中小企业战略规划和战略能力的关系来研究识别、培育和提升中小企业的战略能力,使企业具有持续竞争优势,并不断做大做强,确保中小企业可持续发展,对于充分发挥中小企业的中坚力量作用,促进国民经济健康发展,具有重要的理论与现实意义.     

跨国战略联盟--"走出去"经营战略模式之一

改革开放的前二十年,中国对外经贸活动的主要特征是“请进来”,从最初进口消费品到后来引进设备、技术、资金、人才、管理乃至整个外国企业,使中国经济逐步与世纪经济接轨,促进了我国产业结构调整和出口商品结构优化升级,并在一定程度上弥补了我国工业化过程中的“双缺口”,即资金缺口和技术缺口,拉动了我国国内的经济发展。应该说,“请进来”战略的实施是成功的,它为我们今天实施“走出去”     

联想战略降价

2004年8月3日,正值酷暑.但天气的炎烈远比不上商战的激烈.联想,这个中国乃至亚洲最大的PC厂家在此时将其旗下的家用电脑"家悦"系列全线大降价,最低的一款甚至达2999元,比普通的组装机价格还要便宜,开品牌电脑"价格"低于3000元的先河.     

Knowledge spillover-based strategic entrepreneurship

Research on knowledge spillovers (KS) has each been the subject of much scholarly attention, but has mostly been considered independently rather than in combination with each other important issue – strategic entrepreneurship (SE). The purpose of this special issue is to integrate these two approaches and to develop theory in addition to empirically investigate the phenomenon inspiring future research on the topic. This paper draws on the knowledge spillover-based strategic entrepreneurship in a multilevel context, examines the logic of the approach, and introduces the special issue by summarizing the papers contributions. Future research suggestions from the papers included in the special journal issue are also discussed and explained.