浅析通用电器公司组织战略整合的制胜之路

著名的通用公司的组织战略整合是世界大型企业组织结构成功整合和改革的典范。本文就通用电器公司组织战略整合的成功之路进行分析 ,阐述了韦尔奇组织战略整合的创新方法 ,并从效能、效率和安全三方面对其衡量 ,从而道出通用电器公司组织战略整合的制胜秘诀。     

对企业战略本质的新认识

对企业战略本质的认识，应该从多视角多维度来把握。文章分析了部分战略专家对企业战略的理解。企业战略作为企业内部一项重要价值活动，其实质是寻找优势、其方法是寻求差异、其关键是定位、其保障是保持一致性，并要善于制造取舍。     

“东方”:在困境中壮大

就如大海中免不了风浪,企业的发展之路也总是充满跌宕起伏。深圳东方通用电器企业有限公司对此深有体会。但它是强者,因此它以困境为激励,在困境中不断壮大。 深圳东方通用电器企业有限公司成立于1984年,是宝安对外贸易公司与航空工业总公司第608研究所联营的企业。自成立以来,生产经营过计量测试仪表、计算机、照像机、收放机、电话机、电脑部件等产品。最终定位在钟表之上。几年来,已开发和生产出40多个系列100多个品种的各种先进石英钟及近20个型号的豪华型石英     

省级电网企业战略管理体系构建与实践——以国网四川省电力公司为例

战略管理在企业运行中是最顶层的管理活动,事关全局,影响深远.本文以国网四川省电力公司战略管理创新实践为例,深入分析了省级电网企业战略管理的定位,总结了构建专业化战略管理体系的创新做法,对央企省级公司战略管理专业化具有重要的借鉴价值.     

提高企业跨国经营能力的对策

本文以通用“别克”进军中国市场的战略分析为例,说明在国际经营活动中三种基本竞争战略模式的选择策略,为我国国际型企业提供借鉴和学习。     

国美电器公司的315活动效果分析

首先简单介绍了国美电器公司315活动,来显示出国美电器公司对于消费者的重视。接着介绍国美315活动的优势,通过三点优势的分析,指出国美电器公司的成功之处。最后介绍了国美315活动的劣势,通过三点劣势的介绍,指出国美电器公司要注意改进的方面。     

企业大学--实施跨文化管理的有效途径

一、企业大学的定位 (一)企业大学的历史和现状 企业大学这一术语在20世纪50年代由沃尔特·迪斯尼 (Walt Disneyr)公司首先采用,到80年代中期逐渐流行。研究显 示,企业大学经历了几个不同的发展阶段: 第一阶段(20世纪20年代的早、中期),"通用电器"的 Dr.Charles Steinmetz早在1914年就提倡建立企业学校,1927年 "通用汽车"成为第一家在公司内开设大学的企业,创办了通用 汽车设计和管理学院(GMI),试图将培训和学习带到工作中来。 它以企业内部培训机构身分出现,几乎不与外界合作,培训对象 包括企业的全体员工。     

创业环境、公司创业战略与组织绩效——基于我国大中型企业科技活动的实证分析

本文以我国大中型企业科技活动为研究样本,在对创业环境、公司创业战略和组织绩效进行系统测度的基础上,实证检验了三者之间的内在关系。研究结果表明,创业环境与公司创业战略、公司创业战略与组织绩效之间都存在正相关关系,而且公司创业战略对创业环境与组织绩效关系有中介作用。     

企业收购兼并战略中的职工安置问题和对策

收购与兼并是现代企业实现向外扩张,增强竞争实力和战胜竞争对手的一种战略。但这种战略在实施过程中遇到一些问题,尤其是职工的安置问题,已成为制约企业推行购并战略的关键,对这一问题及其对策措施的研究,旨在为企业购并战略的顺利实施创造条件,而对企业购并战略动因的分析,则是理解购并活动蓬勃发展的钥匙。一、企业购并战略动因分析１．购并有利于发挥经营协同效应经营协同效应是指通过购并能给企业生产经营活动在效率方面带来提高,使购并后企业总体效益大于两个独立企业效益的算术和。主要表现在：（１）生产协同。表现为工厂生…     

知识主管：企业管理新热门

近年来，国外许多著名企业，如“可口可乐”、“通用电器”，出现了一批新式高级经理，专门负责公司的知识开发、利用和管理工作。各公司对他们的称呼各不相同，或“知识主管”，或“智力资本主管”、“智力资产主管”。这些企业实行知识管理后获得了良好的经济效益，从而...     

基于GE模型的区域设计产业重点领域选择方法

设计产业日益成为从国家到地方促进经济转型的重要战略性新兴产业,但现阶段对其分类标准和重点领域选择的研究较为欠缺。探讨了适用于产业选择的设计产业分类标准,并以GE模型为基础,结合主导产业选择理论,建立了设计产业重点领域选择模型。     

“互联网+”背景下制造企业智能化战略转型路径：多案例比较研究

“互联网+”背景下新一代信息技术与实体产业深度融合，智能化战略成为制造企业顺应科技革命和产业变革趋势，重塑竞争新优势的重要选择。以美国GE、德国Siemens、日本Toyota与中国Haier作为研究对象，应用复杂系统理论进行多案例分析，构建“资源要素—核心能力—系统创新”智能化战略转型综合模型，明确不同国家制造企业因资源、能力和系统差异而形成的不同模式，在转型出发点、落脚点以及目标、路径等方面存在的显著区别。结论不仅从微观动态层面为理解制造企业智能化战略转型提供了基本信息，也有利于从系统论角度构建制造企业智能化战略转型发展框架，对中国制造企业转型升级具有重要的实践指导意义。     

《中俄能源关系和安全关系中的希望、挫折和不确定性》研究报告评析

《中俄能源关系和安全关系中的希望、挫折和不确定性》的研究报告有两个方面值得商榷。在评估中俄战略伙伴关系时,中西方对什么是战略利益,以及对战略伙伴关系的定位是否暗含着军事同盟的含义的理解有所不同。那么在分析中俄关系的重点上,既然本报告称注重中国国内学者观点,笔者认为应把分析重点放在中俄关系的真正支柱一一战略合作层面,而不仅仅是在能源和安全方面上,双方广泛的共同利益将支持双边关系良好与稳定;在中俄军事、能源合作预测方面,这两方面内容只是战略层面的衍生品,如果深入细致地分析报告的文章逻辑,其论述并不能支持这两方面的合作在瓦解。影响中俄关系的根本因素,应该是结构因素即美国因素,而研究者在报告中更突出了其他两方面因素而降低了结构因素的重要性。     

中国崛起需要《孙子兵法》在东盟发挥“巧实力”作用

中国的利益已经波及全球，如何实现世界各国对中国和平发展的认同和跟随，东盟是中国崛起的关键和榜样。《孙子兵法》在世界各国具有至高的影响力，其深遂哲学和“不战”谋略等，可助构筑起中国与东盟各层次政府领导和企业家等优势群体间的价值观沟通和文化新融合的“巧实力”平台。     

Disaggregated data and trade policy analysis: The value of linking partial and general equilibrium models

Computable General Equilibrium (CGE) models are now routinely utilized for the evaluation of trade policy reforms, yet they are typically quite highly aggregated, which limits their usefulness to trade negotiators who are often interested in impacts at the tariff line. On the other hand, Partial Equilibrium (PE) models, which are typically used for analysis at disaggregate levels, deprive the researcher of the benefits of an economy-wide analysis, which is required to examine the overall impact of broad-based trade policy reforms. Therefore, a PE–GE, nested modeling framework has the prospect of offering an ideal tool for trade policy analysis. In this paper, we develop a PE model that captures international trade, domestic consumption and output, using Constant Elasticity of Transformation (CET) and Constant Elasticity of Substitution (CES) structures, market clearing conditions and price linkages, nested within the standard GTAP model. In particular, we extend the welfare decomposition of Huff and Hertel (2001) to this PE–GE model in order to contrast the sources of welfare gain in PE and GE analyses. To illustrate the usefulness of this model, we examine the contentious issue of tariff liberalization in the Indian auto sector, using PE, GE and PE–GE models. Both the PE and PE–GE models show that the imports of motorcycles and automobiles change drastically with both unilateral and bilateral tariff liberalization by India, but the PE model does a poor job predicting the overall size and price level in the industry, post-liberalization. On the other hand, the GE model overestimates substitution between regional suppliers due to “false competition” and underestimates the welfare gain, due to the problem of tariff averaging in the aggregated model. These findings are shown to be robust to wide variation in model parameters. We conclude that the linked model is superior to both the GE and PE counterparts.     

Commissioning Design: Evidence from the Furniture Industry

Design is defined as a strategic competency that can be utilized in order to create new objects, artifacts (i.e. products), systems and services, starting with some idea about customer needs. Since the products and services from the design process are of strategic importance to the company, design knowledge itself can become a strategic asset. Although one might expect design to be an internal resource from the point of view of transaction costs, most companies only possess some design competencies and acquire creative design skills from design consultants. The important issue is how they delineate what is strategic and what is not strategic, but skills. The article is based on two case studies from the furniture industry in which the companies have found different solutions. In the paper we therefore explain the differences in terms of the resource-based view on strategy. This indicates different conceptions of design resources, operating in different, but comparable contexts.     

Commissioning Design: Evidence from the Furniture Industry

Design is defined as a strategic competency that can be utilized in order to create new objects, artifacts (i.e. products), systems and services, starting with some idea about customer needs. Since the products and services from the design process are of strategic importance to the company, design knowledge itself can become a strategic asset. Although one might expect design to be an internal resource from the point of view of transaction costs, most companies only possess some design competencies and acquire creative design skills from design consultants. The important issue is how they delineate what is strategic and what is not strategic, but skills. The article is based on two case studies from the furniture industry in which the companies have found different solutions. In the paper we therefore explain the differences in terms of the resource-based view on strategy. This indicates different conceptions of design resources, operating in different, but comparable contexts.     

我国低碳城市发展战略研究

在全球气候变暖的背景下,建设低碳城市已成为大势所趋,发展低碳城市首先应当有战略指引,我国亟待制定低碳城市发展战略。基于SWOT定量分析方法,首先分析了我国发展低碳城市的优势、劣势、机遇、威胁4个方面的关键因素,定量计算了总优势、总劣势、总机遇、总威胁力度,然后构建了战略四边形,最终确定了战略方向、战略类型、战略模式。研究结果表明：①我国应选择争取性战略方向、机会型战略类型、积极进取型战略模式;②从总体战略方向的把握上看,我国低碳城市发展战略应是争取利用外部机遇来克服内部劣势;③虽然目前我国发展低碳城市处于劣势地位,但只要积极抢抓机遇并调动各方力量,就可以实现战略目标。最后,依据研究结果提出了宏观战略对策。     

Strategic Research Partnerships: A Managerial Perspective

Private sector incentives to participate in research partnerships can be grouped roughly into two categories: cost-economizing incentives and strategic incentives. This paper summarizes the argument in two streams of thought that are often identified with these two sides: the transaction-cost/incomplete contracts approach and the strategic management approach. The paper recounts business motives to engage in research partnerships in each and points out that differentiating between more traditional economic perspectives (transaction costs, incomplete contracts) and strategic management/organizational theory perspectives (strategic networks, resource-dependent view, dynamic capabilities, knowledge-based view, organizational learning, options approach) may not be as sharp as one might suppose at first. The complementary nature of these perspectives should be encouraging for theoreticians looking for a more integrated model of collaboration.     

Strategic Research Partnerships: A Managerial Perspective

Private sector incentives to participate in research partnerships can be grouped roughly into two categories: cost-economizing incentives and strategic incentives. This paper summarizes the argument in two streams of thought that are often identified with these two sides: the transaction-cost/incomplete contracts approach and the strategic management approach. The paper recounts business motives to engage in research partnerships in each and points out that differentiating between more traditional economic perspectives (transaction costs, incomplete contracts) and strategic management/organizational theory perspectives (strategic networks, resource-dependent view, dynamic capabilities, knowledge-based view, organizational learning, options approach) may not be as sharp as one might suppose at first. The complementary nature of these perspectives should be encouraging for theoreticians looking for a more integrated model of collaboration.