基于联盟战略的企业核心竞争力培育探析

战略联盟是当前企业普遍采用的一种经营战略。因为战略联盟可以实现资源共享、优势互补、多元化经营等目标,这些对培育企业的核心竞争力有很重要的促进作用。本文从企业战略联盟的概念和形式出发,指出战略联盟是企业培育核心竞争力的重要途径,并剖析了战略联盟与核心竞争力之间的内在关系。最后初步探讨了通过联盟战略提升企业核心竞争力的对策。     

企业战略联盟与企业竞争力关系的思考

全球经济一体化,市场竞争激烈。国际和国内企业为了优化产品结构、技术结构、市场结构和人才结构,增强企业的核心竞争力、纷纷掀起建立企业战略联盟的浪潮,形成了许多行业的各种形式的巨型战略联盟。企业战略联盟的迅速发展有其客观必然性,国外跨国公司建立企业战略联盟的成功经验对国内企业有很大的启示。     

论中国企业战略联盟的发展

战略联盟是指两个或两个以上的企业间或特定事业与职能部门间,为了实现共同目标和各公司的战略目标,通过公司协议或联合组织等方式结成在一起的网络式的经营联合体。战略联盟作为企业一种新的战略方式其形成既有来自企业外部的原因,也有来自企业内部的原因。我国企业应大胆选择战略联盟这种战略,弄清建立战略联盟应着重考虑的问题,以便成功地建立战略联盟,提高我国企业的国际竞争力。     

共生理论视角下的企业战略联盟问题研究

企业战略联盟是市场经济发展的必然,但现实中的企业战略联盟却大多以失败而告终。本文立足于生物共生进化理论,通过对企业战略联盟的仿生化研究,得出了企业战略联盟改善的"三个注重",从而为企业制定战略联盟提供了新视野,为企业实施战略联盟提供了新途径。     

供应链战略联盟绩效内部影响因素及提升措施

分析供应链战略联盟绩效影响因素对提升供应链战略联盟绩效有重要的帮助。供应链战略联盟绩效影响因素包含联盟内部企业之间的信任度、协议签署情况、冲突情况和沟通情况等几方面。应强化联盟内部企业信用度,签署联盟约束性协议,化解联盟内部企业间矛盾,建立联盟企业间有效的沟通机制以提高供应链联盟绩效。     

浅议战略联盟企业核心竞争力的维护

核心竞争力是企业的生存基础,战略联盟是企业培育自身核心竞争力的有效途径。然而,战略联盟也有负面效应,可能会使联盟内企业自身的核心竞争力在联盟合作过程中发生缩水或流失。因此,联盟企业在加强合作的同时,还需要维护好自身的核心竞争力。     

管理咨询对企业战略联盟的影响研究

管理咨询的介入会推动企业战略联盟的成功。通过对管理咨询和企业战略联盟的解读,分析了影响企业战略联盟成功的阻碍因素,阐述了管理咨询如何影响企业战略联盟的成功,以期为企业成功实施战略联盟提供理论指导。     

浅析物流企业战略联盟风险

我国物流企业之间组建战略联盟已成为物流企业提高竞争力的不二选择,但是战略联盟的风险影响着战略联盟目标的实现,文章根据物流企业战略联盟三种组建方式综合分析了物流企业战略联盟风险。     

浅谈风险投资对战略联盟的影响——以创业板公司为研究对象

战略联盟是一种新型的竞争战略方式,这种战略组织模式可以帮助企业有效地降低生产成本费用,节约资源,分担风险,增加利润,还可以避免市场过度竞争,使企业之间在合作中竞争,在竞争中合作,达到互利互赢的目的。本文以500家创业板公司作为初始研究样本,通过筛选出进行过战略联盟以及有可比性的公司,最终选定了在2010年~2013年间进行过战略联盟的77家公司作为研究对象,通过Excel表格计算六个对战略联盟有重要影响的财务指标,来对比有风险投资背景的联盟公司与无风险投资背景的联盟公司实行战略联盟的强弱。最终得出结论:在保持公司有一个更好发展的前提下,有风险投资背景的联盟公司实行战略联盟的效力比无风险投资背景的联盟公司强。     

企业战略联盟的再思考

经济全球化的进一步深入使战略联盟越来越受到重视。战略联盟对于企业的发展而言也更加重要。本文从战略联盟的概念着手,首先研究了国内外专家学者对战略联盟概念的阐述,然后对企业战略联盟的四种类型进行了详细的分析,在此基础上提出了战略联盟对企业竞争优势的意义,对企业战略联盟进行了再思考。     

试论企业战略理论的演变与新发展

主要论述了自从本世纪６０年代初开始研究企业战略近４０年来,企业战略理论的演变与新发展。分析和介绍了以钱德勒、安德鲁斯、安索夫为代表的以环境、市场分析为基础的企业经典战略理论和以迈克尔·波特为主要代表的以产业结构、竞争优势分析为基础的现代企业战略理论。介绍了本世纪９０年代才出现的两个新的企业战略理论,即核心竞争力理论和竞争力国家竞争力理论,并对企业战略理论的发展趋势作了分析和预测。     

CLASS: Five elements of corporate governance to manage strategic risk

Strategic risk management is an increasing concern for both boards and senior executives. Many recent business failures are due to senior level misjudgement and mismanagement of risk, the consequences of which can range from embarrassment to serious setback to bankruptcy. Ineffective risk management puts otherwise strong business models in jeopardy. Here we present CLASS (Culture, Leadership, Alignment, Systems, and Structure), an integrated, five-element model of corporate governance. We identify how attending to the elements in this framework supports development of an integrated and robust approach to corporate risk, and helps senior executives anticipate and handle the complexities of risk inherent in meeting strategic objectives.     

基于企业生命周期的并购战略及类型选择

管理理论认为,所有企业都具有生命体的行为和特征,从生命周期角度研究企业并购的类型选择具有重要的理论和现实意义。基于企业生命周期的视角,并购企业应根据自身及目标企业所处的不同的生命周期阶段制定适合自身发展的并购战略,并通过并购重组活动建立更为广泛的战略合作关系,以提高企业的核心竞争力。     

竞争性战略联盟的结构选择模式研究

竞争性战略联盟是由竞争对手组建的企业战略合作关系,竞争性联盟分为规模型和互补型两种类型。研究联盟结构选择问题时,应注意到竞争性战略联盟中同时存在竞争与合作这一对反向作用力,选择恰当的治理结构有助于维持两者的平衡,因此,联盟结构模式的选择对竞争性联盟尤为重要,是保证联盟平稳运行并创造价值的主要途径。     

International strategy and performance—Clustering strategic types of SMEs

This paper identifies different strategic types of internationalised SMEs, in so doing providing managers and entrepreneurs with a much better understanding of the main strategic options and their relationship with the international performance of firms. We provide a theoretical analysis of strategic orientations and strategic behaviour in international SMEs, followed by an empirical investigation based on a sample of Italian SMEs. The SMEs are grouped into strategic types using cluster analysis, and the link between strategic type and international performance is subsequently analysed using logistic regression. The empirical data suggest that there are four broad strategic types, namely an entrepreneurial/growth-oriented group of firms, a customer-oriented group, a product/inward-oriented cluster, and a further group of firms that lacks strategic orientation. The characteristics of the strategic clusters are discussed, and the regression results show that a clear and proactive strategic orientation and its consistency with business strategy leads to improved international performance. This confirms the positive and highly significant role of strategic types.     

企业为何要即兴运作:对中国企业战略决策风格的一个检验

文章以中国企业为研究对象,全面探究了其战略决策中的即兴运作行为,认为即兴运作作为一种可供选择的战略行动模式而值得关注.文章的研究结论表明:即兴运作在中国企业是一个较为普遍的现象.企业对战略行动的选择是由多种因素综合驱动的,当企业的组织记忆水平越高、企业家导向越明显以及所面对的竞争环境不确定性程度越高时,企业就越可能采取即兴运作的战略行动方式;即兴运作虽然会对战略行动绩效产生负面影响,但组织柔性会显著降低其负面作用.     

人力资源战略与企业文化的关系研究

人力资源战略管理包括了战略计划、战略控制和战略实施三方面内容。人力资源战略与企业文化各导向存在着密切的关系。不同组织体制的企业在两者及其关系上表现出差异性。     

The Effect of Board Characteristics on a Firm＇s Strategic Change

The purpose of this study is to identify the relationship between the characteristics of the board of directors and strategic change of a firm in the Chinese context. In this study, strategic change is defined as strategic deviation relative to industry norms and strategic variation relative to historical experiences. The size, independence and leadership structure of the board of directors are defined as the board characteristics. We then propose hypotheses on the effects of board characteristics on a firm＇s strategic change. This study takes strategic resource allocation profile as measure to calculate strategic deviation and strategic variation, and then empirically tests and verifies the hypotheses using data from Chinese publicly listed companies in the information technology industry from the year 2006 to 2010. We find that the size, independence and leadership structure of the board of directors significantly affect both strategic deviation and strategic variation. Therefore, we conclude that board characteristic affects a firm＇s strategic change. The conclusion of the study indicates that moderate reductions in the size of the board, increasing the proportion of independent directors and separating the roles of chairman and chief executive officer can facilitate promoting the process of strategic change for a firm in a dynamic environment. Through this study we re-examine the role and significance of the board of directors in strategic decision-making for a firm, and provide useful suggestions on how to form a board that can meet the needs for strategic change for a firm in a dynamic business environment.     

International Strategic Alliances

Abstract

This paper reports the findings of an empirical investigation of strategic alliance agreements between UK firms and their European, Japanese and US partners. The aim of this paper is to shed some light on the international strategic alliance activity of UK firms and ascertain the objectives and motives of international strategic alliances. In addition, the perceived performance of the strategic alliance is considered together with the perceived level of satisfaction of a range of alliance activities. The findings should prove to be a useful guideline for researchers and practitioners engaged in understanding international strategic alliances. The analysis should allow managers to examine the important issues in the formation of international strategic alliances and allow them to understand the assessment of performance and satisfaction of the alliances formed.

Key Results: The findings have shown a definite pattern in UK international strategic alliance activity. The results of the study indicate that the majority of UK firms engage in international partnerships for marketing-related activities and are essentially driven by the financial cost and risk of entering a foreign market; access to overseas market and improving market share. The findings have also indicated that the majority of UK managers are satisfied with the overall performance of the international strategic alliance.     

企业战略联盟的组织形态演进

长期以来,战略联盟一直是战略管理中倍受关注的焦点。从两条主线追溯了战略联盟组织形态的演进路径———其中一条是战略联盟的组织形态特征,另外一条则是企业联盟的战略涵义。分析战略联盟组织形态演进过程中的共同特征,对我国企业的发展和竞争具有一定的现实意义。