供应链战略风险研究

通过对供应链战略与竞争战略、职能战略的战略匹配分析，提出供应链战略风险产生的主要原因是核心企业的战略匹配不良，指出动态竞争环境下，供应链的战略风险具有动态性．     

敏捷供应链的战略研究

首先从传统供应链发展状况入手,指出其存在的问题,进而提出了敏捷供应链;通过对敏捷供应链的特点分析,以及战略匹配理论的引进,论证了敏捷供应链的战略优势,为供应链的发展方向提供了依据。     

供应链企业间知识市场的交易方式研究

文章分析了供应链企业间知识市场的主体构成，探讨了供应链企业间知识市场的多种知识交易方式，指出按知识基本类型可分为显性知识交易和隐性知识交易，按管理方可分为核心企业作为管理方的交易和第三方作为管理方的交易，按知识外部获取途径可分为市场采购、正式战略联盟和非正式合作，最后提出了供应链企业间知识市场有效运行的对策和建议。     

浅析供应链战略联盟柔性战略管理一体化

通过对现阶段供应链战略联盟运营过程中存在的障碍进行描述,重点分析了影响供应链战略联盟进行战略管理的最重要的三个因素-环境、执行者和流程,从而构建供应链战略联盟柔性战略管理一体化的支撑体系、管理框架,并详细阐述了该一体化体系的实施过程.     

供应链存在原因及边界分析——基于交易费用理论视角的分析

运用交易费用理论对供应链的相关问题进行了分析和讨论。首先,对供应链理论和交易费用理论进行了详细的阐述;接着,对运用交易费用理论对供应链的概念、特征以及存在的原因进行了分析;最后,运用交易费用理论对供应链的边界进行了讨论。     

浅析供应链战略联盟柔性战略管理一体化

通过对现阶段供应链战略联盟运营过程中存在的障碍进行描述,重点分析了影响供应链战略联盟进行战略管理的最重要的三个因素-环境、执行者和流程,从而构建供应链战略联盟柔性战略管理一体化的支撑体系、管理框架,并详细阐述了该一体化体系的实施过程。     

企业财务供应链的价值与战略应用

阐释了财务供应链的内涵,并从伙伴质量、财务担保、电子票据和贷款支付以及交易争端等几方面分析了企业财务供应链战略的应用,最后以海尔为例,分析了财务供应链在企业营运资金管理中的具体应用.     

基于分工理论的物流和供应链

从经济学分工理论和交易效率、交易费用理论的角度研究物流管理和供应链管理的产生和发展，揭示了物流功能的不断深化和企业的核心竞争力的提升互相促进的过程，从本质上认识物流管理和供应链管理与分工专业化的发展、经济发展的正反馈性，然后结合中国物流业发展现状和管理现状，分析促进中国物流业发展的途径。     

供应链的敏捷化战略及实施方案

有关供应链管理的研究是网络经济时代企业管理理论和实践的热点。本文将敏捷化战略思想运用于供应链管理，在整合企业内外资源的思想基础上，强调了供应链响应用户个性化需求的速度目标。文章指出供应链敏捷化战略思想出现的经济背景，分析了该思想的创新之处，并提出传统企业实施供应链敏捷化战略的几个具体步骤。     

服装集团的供应链战略与管理(下)

讨论了如何科学地制定服装企业的供应链战略和实施有效的管理，指出了正确处理好企业战略、供应链战略、企业业务模式和企业管理模式是提高供应链管理水平的核心。从这四个方面详细分析了服装企业的全球供应链标杆ZARA的成功之路。     

Strategic Groups and Inter-Firm Networks In International High-Tech Industries

Strategic partnering and the analysis of strategic groups are two issues which enjoy a growing interest from industrial economists as well as from strategic management scholars. This contribution focuses on two related topics in the discussion on strategic group formation. the first subject addresses the relevance of strategic groups for understanding industry heterogeneity. the other topic covers the question whether companies from particular strategic groups establish strategic links with each other, or whether intra-group rivalry leads to inter-firm cooperation across strategic groups. Although it appears neglected in the literature the possible linking of the analysis of strategic groups with corporate network studies could generate further understanding of the process of strategic group formation. the present contribution focuses on the international information technology industry in order to study the possible symmetry of the structure of strategic group formation and parallel inter-firm networks of strategic partnering empirically.     

Development of hybrid fuzzy multi-criteria decision approach to evaluate key factors for marketing strategic alliance formation based on multiple theories

This study integrates three methods for evaluating the interaction and importance of key factors, while mapping the differences between development and maintenance stages during the formation of marketing strategic alliances in the telecommunications industry. A systematic, quantitative, integrated measurement is proposed to evaluate the importance of factors. Moreover, it provides a holistic picture of similarities and differences across stages for establishing marketing strategic alliance relationships. The factors' evaluation results show that the maintenance stage is critical for the relationship as it relates to sustaining the collaboration and can determine whether a marketing strategic alliance will continue or terminate.     

Strategic management and public leadership

Abstract

As a new and flatter organization replaces the traditional public organization, it would need more of strategic public management. Key decisions in team production relate to the employment of outcome measures for both monitoring of real activities as well as the reform of the structuring of these activities. Only outcome measures could constitute the starting-point for public sector strategic management. A concept of strategic management for public services must include a theory of public leadership, resulting from the mechanism of credit and commitment on the part of the team providing services. A theory of strategic public management must take into account the specific features of the public sector as well as include the implications of rule of law. Given the criticisms of the rational decision model, a theory of strategic management must pay attention to the lessons from public administration about bounded rationality and the possibility of pathologies or organized foolishness in public organization.     

Strategic decision support in preventive health care.

This nontechnical interdisciplinary paper highlights major principles of strategic decision support in preventive health care and points to selected key literature. It begins by looking at preventive health care from strategic perspectives such as determinants of health, health care costs, objectives of prevention, political order constellations and available data. Next, the paper identifies strategic decisions and decision-making to be supported. Having gained strategic perspective, it discusses tools for decision support. These tools are here related to two planning steps (i) assessment, problem and goal analysis; and (ii) design and choice of alternative interventions. Qualitative as well as quantitative aspects of computer-assisted policy analysis in preventive health care are outlined and examples presented.     

中小企业战略转型的风险因素识别——基于出口转内销型中小企业的案例研究

面对诸多不确定因素和风险,外贸型中小企业在出口转内销战略转型中加强战略风险管理成为不可避免的现实问题。战略风险因素识别是战略风险管理的前提和基础,因此,加强战略风险因素识别成为战略转型过程中必须考虑的首要问题。本文通过对两家代表性企业战略风险管理实践的总结,详细分析了企业所面临的战略风险具体因素,提炼出其中的主要风险类型,并构建了战略转型过程中的战略风险因素识别模型,对外贸型中小企业战略转型实践具有指导意义。     

沈阳机床跨越式裂变的战略变革

本文描述了沈阳机床集团由低落到登顶世界机床之巅的跨越式裂变的战略变革之路.从曾经辉煌的沈阳机床集团发展境遇和始于重组搬迁的裂变分析开始,系统全面地剖析了沈阳机床集团的跨越武创新发展战略,如自主高端产品的R&D、战略性普通机床的OEM和“4S”店的独特模式等.本文提供了一个如何针对国有大型企业跨越式裂变过程中的能动型战略变革问题制定大型企业的战略变革策略的决策参考.     

企业战略联盟伙伴选择的原则标准及方法

企业战略联盟目前在全球范围内蓬勃兴起。越来越多的企业将其作为获得竞争优势、促进技术创新、分散经营风险、降低经营成本的重要战略。尽管战略联盟受到企业界的青睐,然而约有一半的联盟最终失败,其中一个重要的原因是联盟伙伴选择错误。选择正确的合作伙伴是建立战略联盟时不容忽视的重要环节。本文分析了企业战略联盟伙伴选择中存在的问题,提出了战略联盟伙伴选择的原则、步骤、标准,并提出企业科学的伙伴选择指标和选择方法一层次分析法来确立企业战略联盟伙伴优化选择模型。     

都市农业在城市化进程中的战略定位

都市农业作为一种新的农业发展历年,在世界各国已经受到重视并取得一定的发展,目前在我国它还刚刚起步,还不够成熟,要是都市农业健康全面地发展首先它要有明确的战略定位,文中分别从经济、社会、生态以及空间上对都市农业发展的战略环境进行了分析,然后在此基础上对它的战略定位决策提出一定的对策和建议。     

Perceptions of the value of the HR function

This article explores the added value of the HR function as it is perceived by three groups of managers: top managers, HR managers and line managers. Despite the fact that literature about strategic HRM focuses almost exclusively on the value of the HR function as a strategic partner, it was assumed that its perceived value for the business would not be restricted to the area of strategy formulation and implementation. Several 'result domains' can be distinguished in which the HR function can deliver value to the business. Based on our review of the literature, the degree of strategic involvement of the function was used as a second perspective to investigate its perceived added value. To examine our propositions, a qualitative study was carried out in which 97 HR managers, 38 top managers and 178 line managers participated. The results confirm our thesis that the perceived value of the HR function contains more than just the fulfilment of its role as a strategic partner. Based on our results, an integrated model for the perceived value of the function has been developed.