对"十一五"时期我国工业发展若干问题的探讨

“十一五”时期,我国经济的潜在增长率为9%-9.5%,实际增长率应保持在8%左右。为了实现经济的协调发展,必须降低投资率,提高消费率。提高消费率的重点是调节国民收入的初次分配关系,提高进城务工农民的工资待遇。资源短缺仍然是制约我国经济发展的突出矛盾,在增加资源供给的同时,必须继续严格控制人口增长。结构调整的重点是提高资源配置效率。推进产业升级,必须加快发展战略性产业。战略性产业选择的目标是培育资本和技术密集型产业的竞争优势,促进国民经济的物质技术装备转移到现代化的基础上来。发展高新技术武器装备制造业是一项不可懈怠的战略性任务。要防止高新技术产业的技术来源的“空心化”。由于市场竞争,生产集中化是一个必然趋势,生产要素不仅向优势企业集中,也同时向优势地区集中。     

The resource-based view within the conversation of strategic management

The resource-based approach is an emerging framework that has stimulated discussion between scholars from three research perspectives. First, the resource-based theory incorporates traditional strategy insights concerning a firm's distinctive competencies and heterogeneous capabilities. The resource-based approach also provides value-added theoretical propositions that are testable within the diversification strategy literature. Second, the resource-based view fits comfortably within the organizational economics paradigm. Third, the resource-based view is complementary to industrial organization research. The resource-based view provides a framework for increasing dialogue between scholars from these important research areas within the conversation of strategic management. Resource-based studies that give simultaneous attention to each of these research programs are suggested.     

When are assets complementary? star scientists,strategic alliances,and innovation in the pharmaceutical industry

To answer the question of when are assets complementary, we investigate specific resource combinations along the value chain, focusing on two mechanisms that are central to combining resources for innovation in the pharmaceutical industry: recruitment and retention of star scientists, and 2) engagement in strategic alliances. We propose that resource combinations that focus on the same parts of the value chain are substitutes due to knowledge redundancies. Conversely, we hypothesize that resource combinations that link different parts of the value chain are complements due to integration of nonredundant knowledge. To test these hypotheses, we empirically track the innovative performance of 108 global pharmaceutical firms over three decades (1974–2003). Copyright © 2011 John Wiley & Sons, Ltd.     

Are there always synergies between productive resources and resource deployment capabilities?

While the independent impacts of particular firm resources and deployment capabilities on firm performance are unambiguous cornerstones of the strategy field, it is commonly assumed that their joint impacts are synergistic. This article seeks to understand whether this common misconception of resource‐based theory can be refuted empirically. Using data from hospitals conducting specialist surgery, I find hospital performance improves independently through better surgical resource quality and from more use of a streamlined form of resource management in which overall patient team leadership and operating team leadership are held by the same physician. Generally the interaction of these two firm activities had no impact on performance. These results contribute to the strategy field's understanding of whether and when internal fit affects performance, clarifying an incorrect inference commonly made about resource‐based theory. Copyright © 2013 John Wiley & Sons, Ltd.     

Sources of Competitive Advantage and Firm Performance: The Case of Sri Lankan Value-Added Tea Producers

Given the greater importance of firm-effects as opposed to industry-effects in explaining firm performance, this study incorporated the resource and strategy-based views of the competitive advantage paradigm in explaining the performance of value-added tea producers in Sri Lanka. The study revealed the existence of three significantly different strategic groups and justified the assertion that there is significant intra-industry heterogeneity. Only one strategic group, which comprised four dominant firms, revealed strong mobility barriers and higher performance differences. However, no performance differences were evident between the other two strategic groups.     

Pricing process as a capability: a resource‐based perspective

Strategists following the resource‐based view argue that firms can generate rents through value creation. To create value, firms develop and use resources and capabilities that other firms cannot imitate, trade for, or substitute other assets for. Even a firm that has created value, however, may not capture the potential rents associated with that value. To capture rents, a firm must set the right prices for what it sells. Most views of pricing assume that a firm can readily set appropriate prices. In contrast, we argue that pricing is a capability. To develop the ability to set the right prices, a firm must invest in resources and routines. We base our argument on a study of the pricing process of a large Midwestern manufacturing firm. We show that pricing resources, routines, and skills may help or inhibit a firm in setting the right price—and hence in appropriating value created. Our view of pricing as a capability contributes to the resource‐based view because it suggests that strategists should consider the portfolio of value creation and value appropriation capabilities a firm uses to create competitive advantage. Our view also contributes to economics because it suggests that strategic decisions about pricing capabilities have important implications for a fundamental economic action, determining prices. Managers in firms without effective pricing processes may be unable to set prices that reflect the wishes of its customers, so the customers may misuse their resources. As a result, resources may be used ineffectively. Our view of pricing as a capability therefore takes the resource‐based‐view straight to the heart of what is perhaps the central economic question: the best use of resources. Copyright © 2003 John Wiley & Sons, Ltd.     

Does market orientation matter?: a test of the relationship between positional advantage and performance

A recent series of articles in the Strategic Management Journal has discussed the potential value of an organization developing a market orientation in its quest to achieve success. We posit that market orientation can enhance success, but that its potential value should not be considered in isolation. Specifically, we draw on the resource‐based view of the firm to suggest that four capabilities—market orientation, entrepreneurship, innovativeness, and organizational learning—each contribute to the creation of positional advantages for some firms. The data used are drawn from 181 large multinational corporations (MNC). The results indicate that positional advantages arising from the confluence of market orientation, entrepreneurship, innovativeness, and organizational learning have a positive effect on MNC performance (five‐year average change in ROI, income, and stock price). Overall, the results support the contention that market orientation can enhance success, albeit within the context of other important phenomena. Copyright © 2001 John Wiley & Sons, Ltd.