浅析核心竞争力下如何提高企业的经济效益

随着科学技术的快速发展,各种不同领域的企业的竞争力也在不断地增大,在今天这个发展极为迅速的时代来看,无论是从企业文化、技术装备、人才市场等方面都可以看到各企业间的竞争是多么的激烈。若企业想要能够在自己的领域里面有一片天地是需要很多的不同因素构成的,而人才、创造力、技术装备、企业经营模式等因素是构成一个企业的最基本,也是这些最基本的东西决定着一个企业是否能够带来优渥的经济效益的核心。     

会计在提高企业核心竞争力中的作用

本文对会计在提高企业核心竞争力中的作用进行评述,从会计信息含量的视角,并以博弈理论和会计信息系统论为基础,对提高企业核心竞争力的会计作用提出了建议.     

论财务管理在提高企业核心竞争力中的重要作用

提高企业的核心竞争力是新形势下我国企业发展、转型和升级的必由之路。在本论文中,笔者首先分析了我国企业财务管理工作的内涵和范畴,而后对提高企业核心竞争力的必要性进行了简单介绍,最后对如何发挥财务管理在提高企业核心竞争力中的重要作用展开探讨。     

加强自主创新 增强企业核心竞争力

<正> 国际金融危机日益加深,对民众来说,因为钱紧了,选择产品时肯定会有所调整,这对中国品牌就是机会。如果中国企业能共同把高端品牌做好,同时价格还比国外品牌合理,那就不愁没有市场。现在我们关键是要做好质量和品牌,为广大用户提供高质优价的产品。靠220元起家的华旗,2007年实现了20多     

提高信息化水平、增强核心竞争力

21世纪是信息时代.企业参与国际间竞争越来越激烈,市场节奏越来越快,产品生命周期越来越短,谁能够快一拍,谁能够获得市场主动权,就能够在竞争中获得胜利.赢得市场主动权就要企业快速、准确地作出各种科学决策,及时、准确的信息则是正确决策的重要因素.因此,如何建立一套有效信息管理系统,是管理人员进行快速、准确决策的重要基础,是企业在竞争中立于不败之地的重要手段的方法.     

财务集中管理有助于提高企业的核心竞争力

通过研究目前公司系统财务管理面临的问题,我们发现财务集中管理的方法,能解决公司财务管理中存在的如财务信息透明度不足,资金管理松散,使用效率低下,以及预算管理薄弱且执行困难的等问题.探讨实行财务集中管理工作的重点,以提高企业的核心竞争力.     

全国政协委员、江南造船（集团）有限责任公司总工程师胡可一：正视差距全面提升船舶行业综合竞争力

2010年．中国造船行业三大造船指标全面超越韩国。这对中国船企来说．无疑是多年不懈努力、在国际金融危机中奋力拼搏的回报。对此．全国政协委员、江南造船（集团）有限责任公司总工程师胡可一在接受记者采访时表示．     

企业文化与核心竞争力

企业文化是一个企业长期积累的结果,对企业长期绩效有重大作用,是企业核心竞争力的重要组成部分。企业培育核心竞争力,获得持续竞争优势,关键在于培育集体学习能力,创建学习型的企业文化。企业应建立学习型组织,培育集体学习能力;注意发挥团队精神,促进知识共享;构建重构式学习方式,培育企业创新能力;树立协同竞争观念,共同打造核心竞争力。     

Executive compensation incentives,risk level and corporate innovation

This paper explores the innovation of Chinese listed companies from the perspectives of CEOs' compensation and corporate risk. We find that executives' salary can effectively promote firms' investment in research and development (R&D), while equity compensation failed to promote corporate R&D investment. Besides, the level of corporate risk has a mediating effect between executives' salary and corporate R&D investment. However, corporate risk level has a moderating effect between equity compensation and corporate R&D investment. When the level of risk is higher than a certain level, the negative impact of executives' equity compensation on innovation input becomes more obvious.     

Strategic alliances and competitive edge: insights from Spanish and UK banking histories

This research assesses the success of collaboration agreements through changes in competitive strength rather than the longevity of the transactions or the formality and visible structure of the agreements. To establish competitive strength, as development and renewal of capabilities, the research proceeds through the review of the alliance between the Co-operative Permanent Building Society, the Co-operative Wholesaling Society, Scottish Co-operative Wholesaling Society and Co-operative Insurance Society (1943–65). This cooperative agreement allows insights into the strategy of non-banks and nonfinance participants aiming to enter British bank markets. The research also considers the rather different process at Spanish savings banks, with a particular focus on IT outsourcing (1977–95). Cases in the UK and Spain form an historical argument and are used to demonstrate how the implementation of strategy is as important as strategic visioning to achieve competitive advantage in bank markets.     

Effective employment brand equity through sustainable competitive advantage, marketing strategy, and corporate image

Traditional human resource management does not consider adopting a marketing approach in creating a positive company image to enable the recruitment of better employees. Recently, however, many scholars have attempted to apply marketing principles to recruitment management. Marketing can help create an effective image for a firm and position the firm as a good place to work. The study here examine ways marketing management relates to recruitment marketing in the hospital industry and finds that a hospital's sustainable competitive advantage, marketing strategy, and employment brand equity can influence the intention of medical doctors to pursue job opportunities.     

The impact of the information and communications technology revolution on the internationalisation of corporate technology

The rising pace of technological change in information and communications technology (ICT) has doubtless provoked the rise of “techno-globalism” at a cross-firm level by providing a new mode of diversification. As a result of the increasing process of technological interrelatedness, the specialisation in a core pervasive technology (as ICT is nowadays) allows the firm to develop tacit capabilities, which, in turn, facilitate its corporate activity in different kinds of technology across national boundaries in an intra-firm network. Therefore ICT can be view as a platform for entry into new products as well as an enabler of fusion of technology.This paper investigates whether the increased specialisation in ICT has influenced the geographical diversification or internationalisation of firms. The association between the two phenomena is found in the later (but not in the former) period under analysis. By adopting a more detailed level of sectoral aggregation within the ICT field, the econometric analysis seems to indicate computing (rather than communications) as the ICT component driving the relationship between internationalisation of research and development activity and ICT specialisation.     

股权质押、公司治理与财务风险水平关系研究

本文围绕控股股东进行股权质押的比例、公司治理以及上市公司财务风险水平展开研究,选取2017年北京、上海两个城市的制造业上市公司数据为样本进行实证分析,相关数据均来自CSMAR数据库及上市公司年报。研究结果表明,控股股东的股权质押比例与上市公司的财务风险水平成正比关系,上市公司董事与总经理两职合一的现象与控股股东的股权质押比例成正比。     

Competition and competitive groupings: An exploratory study in information technology markets

The focus of the research is upon the means by which firms can both create and sustain a competitive advantage. The paper addresses the relationship between shifting patterns of competitive rivalry and the emerging structure of a volatile, but growing branch of the Information Technology Industry. The concept and existence of competitive groups of firms is explored from three perspectives: those of the research analyst, the competitive suppliers and the customers of the service. The first perspective draws upon and applies previous work in the field of strategic groups, mobility barriers and company competences; the second perspective is operational, based upon the perception of the competitive environment by practising managers; the final perspective draws upon field research into customer organisation rooted in the notion that differentiation by suppliers will only be manifest in competitive advantage when it matches customers needs.

Different patterns of competition are identified and strategic management choices are highlighted in a product market undergoing turbulent development with the onset of telecommunication networks for the transmission of computerised data bases.     

The role of information technology in corporate strategy of small and medium enterprises

The crisis of the new economy might have cast doubt on the usefulness of the Internet for business activities. However, it is unquestionable that the possibilities offered by Internet-based technologies in terms of information processing, transfer and collection enable the firm to improve market knowledge and the relationship with clients and suppliers. This work explores, theoretically and empirically, the possibilities offered by the Internet to facilitate the internationalization process of Small and Medium Enterprises (SMEs) as well as to improve the relationship with other firms within the same value chain. Using a wide representative sample of Spanish SMEs, the empirical analysis confirms the benefits of the Internet in both cases.     

Competitive advantages in new corporate ventures: The impact of resource sharing and reporting level

Ideally, new ventures “born” into a corporation's “family” of existing businesses have a wealth of established resources to successfully draw upon. Such new corporate ventures do not have to reinvent every wheel. There are already marketing programs and plants in place as part of the existing business' operations, and they should be able to piggyback upon these. Likewise, the managers from across the corporation already have established a brand name and gained important experience in dealing with customers, and the new venture should get to ride on these coattails. However, along with these benefits come costs that may be more than offsetting. Corporations may try to force the new venture into the established way of doing things in the name of efficiently utilizing existing resources. Perhaps the new venture will be hamstrung by an effort to coordinate its development with the ongoing operations of the corporation's established businesses.It is not at all clear that sharing corporate resources is always a good thing for new corporate ventures. Some have argued that for new ventures to be successful, they often need the direct involvement of top management to see that they get the benefits of corporate resources without suffering the costs. This suggests the general hypothesis underlying much of this work: reporting to top management will be especially beneficial to new corporate ventures heavily involved in sharing corporate resources.In considering this idea, we explore the complicated relationship between resource sharing, top-management involvement, and the ability of new corporate ventures to establish a competitive advantage. We consider both the relative overall quality and relative production costs as forms of competitive advantage. We find that in new corporate ventures heavily involved in resource sharing, achieving either of these advantages is highly contingent upon the level of corporate management to which the new venture regularly reports.In ventures heavily involved in resource sharing, reporting to top-ranking managers appears to be beneficial in terms of controlling cost, but detrimental in terms of the new venture's overall relative quality. In other words, when it comes to benefiting from shared corporate resources, reporting directly to top management is apparently a “two-edged” sword, offering both benefits and costs. (Reporting level appeared to make little difference in new ventures not involved in corporate resource sharing, and competitive advantage is complex and counter to some existing theories.) New theoretical arguments are needed to explain the empirical results. We develop three such theories, all appropriate for further empirical examination.