企业可持续竞争优势的资源模型构建

能力资源专有化是企业获取可持续竞争优势的根源,文章以能力资源专有化—企业因果模糊—企业可持续竞争优势为主线,结合麦肯锡7s模型,将三者间作用关系及影响因素统一定义在麦肯锡七大资源因素的角度,对能力资源专有化如何通过直接影响企业因果模糊进而影响企业的可持续竞争优势进行再梳理,从而我们构建出企业可持续竞争优势的资源影响模型。     

饭店品牌对持续竞争优势的作用机制研究

本文在战略资源理论的基础上提出了饭店品牌对持续竞争优势的作用机理,即通过品牌维系为饭店带来竞争优势,基于品牌创新为饭店创造动态竞争优势,在品牌隔绝机制的作用下,饭店的竞争优势与动态竞争优势转化为持续竞争优势。     

企业动态能力理论之评述

笔者认为动态能力理论是战略管理理论的最新发展,它整合了企业能力理论与动态演化理论。本文介绍了动态能力理论产生的现实背景和理论背景,从动态能力概念及其构成要素、影响因素、动态能力与竞争优势及持续竞争优势之间的关系等方面对文献进行了梳理和评析,创造性地把动态能力归纳为整合观、惯例观和资源观三类,并认为动态能力是持续竞争优势的来源,而动态能力配置的资源、惯例、能力才是竞争优势的来源。     

企业动态能力理论之评述

笔者认为动态能力理论是战略管理理论的最新发展,它整合了企业能力理论与动态演化理论.本文介绍了动态能力理论产生的现实背景和理论背景,从动态能力概念及其构成要素、影响因素、动态能力与竞争优势及持续竞争优势之间的关系等方面对文献进行了梳理和评析,创造性地把动态能力归纳为整合观、惯例观和资源观三类,并认为动态能力是持续竞争优势的来源,而动态能力配置的资源、惯例、能力才是竞争优势的来源.     

从单一的比较优势到系统的竞争优势:我国企业竞争力的演进路径

本文以价值链为工具,通过成本分析、价值分析、能力分析和资源分析对全球化背景下我国企业的价值链现状进行了深入剖析,提出了由低成本指数、价值指数、资源指数和能力指数构成的竞争优势模型及其类型,并进一步提出了推动我国企业由单一的竞争优势向综合竞争优势转变的途径和方法。     

数字平台能力与共享网络平台竞争优势——价值共创的中介作用

以数字平台能力为自变量,企业竞争优势为因变量,引入消费者价值共创和资源互补者价值共创为中介变量构建研究模型,以共享网络平台为研究对象,通过问卷调查收集数据完成实证检验。结果显示：数字平台能力对企业竞争优势具有正向影响,并对消费者价值共创和资源互补者价值共创均有正向影响;消费者价值共创和资源互补者价值共创均对企业竞争优势有正向影响;消费者价值共创和资源互补者价值共创分别在数字平台能力与企业竞争优势之间发挥中介作用。     

如何获得企业竞争优势

竞争优势有助于提高企业绩效,而如何获得竞争优势一直是管理者面临的难题。本文主要综述了竞争优势的来源,虽然经济与管理学家在不同的历史时代,从不同的角度对企业竞争优势的来源进行探讨得到了不同的结论,但是目前被广泛接受的仍是资源学派与能力学派的结论,所以本文从资源基础观、能力基础观以及动态能力观出发,对竞争优势的研究脉络进行了系统的梳理,并分析了近年我国学者的相关研究,对基于资源和能力视角的竞争优势研究进行了比较,最后对未来研究进行了展望。     

基于资源基础观的中外合资企业绩效研究

根据资源基础观,中外合资企业建立的基本动因是为了克服各自资源限制而获得互补性资源。中外企业之间资源的互补性决定了合资企业资源的独特性,也决定了合资企业潜在的竞争优势和潜在绩效。在将合资企业潜在竞争优势和潜在绩效转化为现实竞争优势和现实绩效的过程中,母公司对资源的控制具有重要作用,资源控制的合理安排不仅有利于母公司独特资源向合资企业的有效转移,而且有利于资源在合资企业中价值创造功能的有效实现。     

基于资源观的跨国公司子公司特定优势的形成和发展研究

近年来,在跨国公司折衷理论“三优势范式”的基础上,又出现了一种新的优势——子公司特定优势。本文对子公司特定优势进行了分析和阐述,回顾了资源理论及其与竞争优势的关系,介绍了子公司特定优势的由来和概念,又以资源理论为基础,分析了子公司特定优势的形成和发展过程。     

动态能力理论的竞争优势观比较研究

对企业竞争优势来源的认识和理解一直是战略管理领域中备受关注的核心问题,特别是动态的市场环境中企业竞争优势的持续,由此提出动态能力观.在回顾动态能力观的实证研究和理论研究工作的基础上,本文对比分析了动态能力观与资源基础观和资源优势理论的差异,进一步明晰了动态能力的关键特征及其与竞争优势的关系,得出相应结论,并指明未来研究的方向.     

制造业服务化战略竞争优势构建的理论框架——基于制造业的多案例分析

制造业服务化作为传统制造业企业重构竞争优势的重要战略手段受到学界高度关注,但对于以生产制造为主导的传统制造业企业应如何成功构建服务化战略竞争优势,企业在竞争优势构建中需要具备哪些关键资源或能力等问题,现有研究鲜有涉及。鉴于此,以我国三家具有代表性的典型制造业企业为例,运用扎根理论研究方法,分析影响制造业服务化战略竞争优势构建的内外部关键因素,构建以“企业关键资源—企业独特能力—企业竞争优势”为框架的概念模型。研究发现,支持制造业服务化提供物开发与提供的内外软性无形关键资源是成功构建制造业服务化战略竞争优势的基础,而基于企业这些内外部关键资源衍生的能够支持客户特定情境服务需求的企业独特能力是成功构建制造业服务化战略竞争优势的关键,即制造业企业不仅要储备和培植以具有路径依赖、因果关系模糊的软性无形资源为主的内外部关键资源,而且要强化基于关键资源的企业独特能力的开发和培育。此外,组织内部管理层和员工层两个不同组成部分服务导向价值观的秉持对作用于制造业服务化战略竞争优势构建的企业独特能力有正向调节影响作用,即管理层和员工层秉持的服务导向价值观正向调节影响企业独特能力的强弱。     

企业能力、产业竞争力、比较优势与政府作用--也论中国激光视盘播放机工业的发展启示

关于比较优势和政府作用的片面理解,将对产业竞争力的塑造和国家政策的制定形成危险的错误导向.针对比较优势理论在解释产业竞争力的源泉上依然具有的巨大效力和科学性,中国政府应谨慎防范用产业政策和技术政策去人为创造竞争优势的"竞争优势陷阱".正是通过中国激光视盘播放机工业发展经验的分析证明,技术相对落后国家的企业要在开放市场条件下获得竞争优势,特别需要充分利用自己现阶段存在于自然资源和劳动力方面的比较优势.中国DVD工业目前被征收专利费的处境,更清楚地说明,即使是新科等领头企业目前也还不能定义自己的核心竞争力为技术能力和产品创新,而要进一步通过比较优势打造竞争优势.创造一个自由、开放和充分竞争的环境,让遵循客观规律的企业获得强大的自生能力,是各国政府的首要作用.     

Purchasing's strategic irrelevance

The resource based perspective (RBP) is an area within strategy theory dealing with the effects of resources and their management on company financial performance. One sub-set of the RBP literature deals with the effects of resources on strategic performance through the generation of competitive advantage. This paper explores the implications of the RBP for purchasing and its potential contribution to sustainable competitive advantage. It is concluded that purchasing typically has no significant strategic role to play, and that the function's activities are operational in nature.     

从社会资本视角的企业创新研究

在高度竞争的市场环境中,创新是企业保持竞争优势和持续发展的根本。激烈的竞争使企业认识到创新对企业的重要意义,而且越来越多的企业认识到单一企业的资源和能力已不足以满足企业创新的要求,企业需通过广泛的外部合作进行内外资源的整合,使企业在内外部的关系网络中获得竞争优势。为提高企业的创新能力,有必要从社会资本视角对企业创新进行研究,分析社会资本对企业创新的制约,从而制定相应的解决对策。     

Strategic Entrepreneurs at Work: The Nature,Discovery, and Exploitation of Entrepreneurial Opportunities

What do entrepreneurial opportunities look like? How do firms discover and exploit these opportunities to create value and sustain competitive advantage? This paper reviews the strategic management and entrepreneurship literatures to identify the nature and character of entrepreneurial opportunities and the entrepreneurial strategies that firms employ to seize and commercialize these opportunities. Three emerging schools are identified. The economic school argues that entrepreneurial opportunities exist as a result of the distribution of information about material resources in society. The cultural cognitive school argues that entrepreneurial opportunities exist as a result of environmental ambiguity and the cultural resources available to interpret and define these opportunities. Finally, the sociopolitical school stresses the role of network and political structures in defining entrepreneurial opportunities. We integrate these perspectives to offer a way to improve understanding of the opportunity creation and exploitation process.     

Selecting a marketing strategy for private hotels in Taiwan using the analytic hierarchy process

Grounded in the resource-based view (RBV) of the firm to competitive advantage, the current study attempts to identify specific resources and capabilities of small ventures by focusing on private hotels and by doing so develops an evaluation framework of marketing strategy in a service industry within its unique conditions. Given the complexity and difficulty of utilizing allocated specific and limited resources with a marketing strategy toward a competitive advantage for private hotels the purpose of the current study is to employ the analytic hierarchy process (AHP) method to select a competitive marketing strategy for private hotels. After reviewing theory and research on competitive advantage in general and in the service industry in particular, the resources and capabilities are identified as managerial capabilities, customer-linking capabilities, market innovation capabilities, human resource assets, and reputational assets. Finally, the findings indicate that the differentiation strategy is the best strategy for private hotels. The study emphasizes the importance of allocating specific and limited resources and capabilities to evaluate and select an appropriate marketing strategy so as to capture a sustainable competitive advantage.     

The influence of human resource management in savings bank performance

The aim of this article was to analyse the value of human resources (HR) for competitive advantage and their influence on the firm's performance in the service industry. To achieve our goal, we have first proposed a resource-based framework to discuss the circumstances under which human resources can be a source of competitive advantage. Then, an empirical research was developed in the Spanish savings bank sector to analyse the relationship between HR management and the firm's performance. Our results, suggest that those savings banks which better combine their HR practices to create and to develop a strategic human capital pool have shown better levels of profitability and productivity.     

Selecting and Implementing Service Technology: Control,Uncertainty and Competitive Advantage

This article explores practical and competitive aspects of the role that technology plays in service firms. A review of resource-based theory leads to a conceptual model describing how technology can contribute to sustainable competitive advantage (SCA). The pragmatic challenge of implementation is then explored and the first conceptual model is extended. These discussions lead to two research propositions that are employed to (a) select four suitable case studies from a larger sample, and (b) structure subsequent analysis and discussion of the case findings. The propositions and corresponding data reveal a potential paradox implicit in the technology selection and implementation process. Namely that SCA is often based upon resources that emerge from conditions of uncertainty, ambiguity and poor ex ante 'measurability', whereas these same conditions have a negative impact upon managerial control and therefore implementation success.     

Emerging market multinational companies’ evolutionary paths to building a competitive advantage from emerging markets to developed countries

One significant emerging phenomenon of global competition is the increasing number of Emerging Market Multinational Companies (EMNCs) that have survived and succeeded in the constraining institutional environments in their home turfs and are now participating in the global marketplace. However, despite the growing literature, our understanding of the factors that influence EMNCs’ competitive advantage is limited. We conduct a historical longitudinal analysis of sixteen companies originating from key emerging markets viz. India and China. Our findings suggest that EMNCs’ evolutionary paths to building competitive advantage from their home market to the developed countries is, on one-hand, based on the EMNCs’ ability to acquire resources and absorb them to build their own advantage. On the other hand, it is also based on EMNCs’ ability to find new market niches and to enhance their innovation capabilities to overcome the liability of emergingness.