企业家社会资本、竞争战略选择与企业绩效--基于中国制造业上市公司的实证研究

本文把企业家社会资本分为两个维度,即企业家的制度性社会资本和企业家的市场性社会资本,并分别考察两者对企业绩效的影响效应。企业家通过利用他们在社会结构中这种特有的资源形成了企业在竞争战略层面提高企业价值的不同路径选择。本文以中国制造业上市公司数据对所提假设进行检验,结果表明,企业家制度性社会资本通过差异化战略提升企业绩效,市场性社会资本则通过低成本战略的中介效应提升企业绩效。即拥有制度性社会资本的企业家更容易从政府、科研机构获取知识、信息等优势资源而选择差异化战略,进而提高企业绩效;发展拥有更多市场性社会资本的企业家则可通过与客户供应商等良好的关系降低产品成本而选择低成本战略,实现企业的成功。     

对企业保持长期竞争优势的思考

<正> 美国著名竞争战略专家迈克尔·波特认为,一个公司要长期维持高于平均水平的经济效益,必须有持久的竞争优势。低成本和差异化是两种最基本的竞争优势,如果把这两种优势与公司谋求获得优势活动范围相结合,就可以得出三个基本竞争战略,即成本领先、差异化和集中一点。     

竞争战略的测量方法及其应用

本文使用文献回顾的方法,通过对国内外竞争战略实证研究的文献分析,发现:(1)竞争战略的测量重在突出企业的战略维度特征而非战略类型,低成本战略和差异化战略仍是研究重点,差异化战略维度的细微差异得到更多关注;(2)战略维度的确定以演绎方法为主;(3)使用国外成熟的测量量表和数据分析方法.基于中国情境的特殊性,研究人员应关注低成本战略维度的细微差异,使用多种数据来源,采用多种测量方法,尤其需加强测量方法改进与创新的基础研究.     

基于竞争战略的企业价值链管理

本文在竞争理论和价值链理论的基础上，从企业竞争战略的视角，对现代企业价值链管理模式进行了系统分析，提出了基于竞争战略的企业价值链管理模式。加强企业价值链管理，对提升企业核心竞争力。形成持久的竞争优势具有重要的理论和现实意义。     

基于蓝海战略的管理会计研究

企业战略管理理论的发展和完善促进了战略管理会计（strategic Management Accounting）的形成与发展。基于蓝海战略，管理会计同时追求“差异化”和“低成本”、实现价值创新的目标，必须改变原有的指导思想、思维方式、工作程序，遵循“评估买方信用——制定战略价格——确立目标成本——排除接受的障碍”的程序重塑管理会计体系。     

基本竞争优势模型的构建与应用

本文基于竞争优势模型分解、整合发展趋势与营销管理、战略管理等管理思想日益融合的态势及波特竞争优势三角框架^①，创新性地构建、阐释了一个基本竞争优势模型，强调了其时代竞争意义，预测了其发展趋势并做出了战略应用性的分析。     

中小企业市场创新

本文从市场营销实践的视角,分析了中小企业市场创新的要点以及面临的挑战,为中小企业实现持续稳定发展,形成和保持竞争优势,提出了市场创新的若干战略选择。     

专利竞争优势的理论探源

目前，专利问题不再仅仅是留给律师和工程师们的技术性工作，更应成为高层经理们制定战略时考虑的关键内容，但专利战略管理的理论研究还不够深入。本文认为垄断与创新，这个专利系统不得不面临的悖论难题却使专利竞争优势具有多种租金性质和存在一定的时空范围，也造就了专利竞争的立体性、多维性和复杂性。这不仅突出了开展专利战略管理研究的必要性和重要性。也为专利的差异化战略设计提供巨大空间和丰富的理论源泉。     

企业无形资产战略管理研究

知识经济时代,无形资产已成为企业重要的经济资源,是企业获取持续竞争优势的关键,企业必须从战略层面加强无形资产管理.本文对企业无形资产战略管理的内涵及战略管理特征进行了分析;对企业无形资产战略管理中的战略规划、战略组织以及战略控制等基本职能进行了较为系统的探讨.     

企业的竞争优势来源及其战略选择

本文在综合产业分析理论与核心能力理论的基础上,提出了一个分析企业竞争优势来源的动态架构,即“产业景气-战略群组-核心能力”这样一个一般分析范式。同时刻画了企业所处的“竞争优势空间”,分析了在位企业和潜在进入者如何根据这一范式制定有效的竞争战略。     

竞争战略的产权观点

产权理论认为，不完备的产权不仅影响利用资产创造价值的程度，也使得人们花费资源用于攫取和保护产权。本文把交易成本看做是与攫取、保护和转移产权相联系的成本。由于攫取和保护行为会耗散企业的价值，企业可以凭借影响攫取和保护的成本来创造价值。本文在产权理论的基础上构建了竞争战略的产权分析框架，并且比较了这一观点与其他竞争战略观点的区别与联系。     

差别化经营与服务外包园区的竞争优势：以大连软件园为例

在深入调研基础上,对大连软件园＂官助民办＂的经营模式进行解析,指出基于制度创新的差别化经营策略不仅是软件园吸引服务外包企业集聚、提升园区管理水平的重要途径,而且成为服务企业和科技园区竞争优势的主要来源。实行差别化策略的园区,其规模化发展及经营模式的移植将产生两方面的影响。一方面,随着DLSP多园区运营,其独特的管理模式得以在更大范围内实践,从而获得规模效益;另一方面,由学习和模仿产生的外部效应将在一定程度上削弱差别化运营模式的独特性,并对软件园区竞争优势的可持续性构成威胁。     

低成本战略和新世纪中国石化工业的风险规避

随着亚太地区正逐渐成为新的全球能源消费中心，我国炼油、石化企业有较大的发展，我国的石油资源供需缺口和对外依存度正在逐年上升，由此带来的资源风险也在逐年提高。文章通过对国际油价变化的市场和政治因素的分析，提出了21世纪的中国石化工业在石油资源、能源消耗、氢资源利用以及资产投资等方面需要采取的低成本战略，以规避石化行业各种风险的到来，保障我国石化工业以致整个国民经济的健康发展。     

Taking industry structuring seriously: A strategic perspective on product differentiation

Given legal impediments to consolidation and collusion, firms often resort to product differentiation to attain market power. This paper provides a formal analysis of product differentiation as a tool for such industry structuring at both the firm and industry level. We examine: how industry structure differs when firms collaborate on their differentiation decisions, and when the profitability of such collaboration is greatest; how an individual firm's differentiation decisions affect subsequent market outcomes under price competition, such as margin, market share, and profit; how mere differentiation differs from a ‘differentiation advantage’; and how changing a firm's differentiation affects its rivals through both positive externalities (by restraining rivalry) and negative externalities (by shifting competitive advantage). Our results have implications for empirical research, strategy theory, and pedagogy.     

Management heterogeneity,competitive interaction groups,and firm performance

One of the fundamental problems in strategic management is to map a heterogeneous set of firms in an industry into subsets of firms within which firms are homogeneous in their conduct and performance. The strategic group concept provides an answer to this intriguing question. Researchers in strategic group theory argue that firms within the same strategic group are behaviorally similar and thus tend to compete more fiercely within the group than across groups. In this paper, we focus on the question whether firms within the same group show similar decision‐making characteristics. Strategic‐choice theorists argue that top management teams in firms have substantial discretion in determining the future strategic contour of firms. Upper‐echelon theorists also argue that top managers are the strategists who set the direction of firms and the pace of competition in the industry. Further, they argue that top management team characteristics are an important element that determines the market niche in which a firm competes and the strategic direction a firm follows. Based on these arguments, we expect that there will be a significant link between grouping of firms by the patterns of competitive interactions and grouping of firms by top management team heterogeneity. Moreover, we argue that the closer the TMT heterogeneity of a firm is to the dominant heterogeneity in the competitive interaction group, the better it performs. Copyright © 2000 John Wiley & Sons, Ltd.     

魅力型领导理论述评

魅力型领导的概念是在20世纪70年代提出的，这种领导较多强调了使命、卓越才能、超凡魅力、预见、变化、承诺、额外的努力和预先的行动。文章分析了魅力型领导的概念，讨论了魅力型领导的特质和魅力型领导的行为与实证分析的有关研究情况，并介绍了魅力型领导的近期研究情况。     

The Distinction Between Charisma and Vision: An Empirical Study

It is argued that the confusion clouding new leadership theories can be cleared if charisma and vision are treated as distinct constructs. Consistent with the argument, new instruments for measuring the two constructs were developed and the moderating role of cognitive complexity in distinguishing charisma and vision was examined. Further, the study investigated the effects of charisma and vision on motivation, satisfaction, commitment, and performance of followers. Self-reports were obtained from 455 subordinates of 138 managers from 10 companies in Singapore. Findings suggest that both charisma and vision have two dimensions each and that these dimensions affect the four follower-level outcomes differentially.     

Configurations of Innovations across Domains: An Organizational Ambidexterity View

How do firms balance explorative and exploitative innovation for superior firm performance? While most prior studies have approached this issue by focusing on technology‐related innovation, the role of balancing exploration and exploitation in other important organizational domains, i.e., marketing, and the interaction effect of ambidexterity across different domains have been overlooked. This study contributes to this line of research by investigating how firms simultaneously balance exploration and exploitation across two critical domains, namely technology innovation and market innovation. The study distinguishes four types of configurations: market leveraging (technology exploration and market exploitation), technology leveraging (technology exploitation and market exploration), pure exploitation (technology exploitation and market exploitation), and pure exploration (technology exploration and market exploration). From an organizational ambidexterity perspective, the current work investigates whether and how these different combinations exert distinctive effects on firm performance. Specifically, the article posits that (a) technology exploration and market exploitation complement each other, and (b) technology exploitation and market exploration also complement each other, such that both market leveraging and technology leveraging strategies have positive effects on firm performance. The article also maintains that such positive relationships are fully mediated by differentiation and low cost advantages. Conversely, it is argued that (c) technology exploration and market exploration conflict with each other, and (d) so do technology exploitation and market exploitation, such that both pure exploration and pure exploitation have negative effects on firm performance. Hypotheses were tested using survey data collected from 292 manufacturing and service firms in China. The results supported most of the hypotheses, except that pure exploration demonstrated no significant relationship with firm performance.     

炼厂用氢的低成本战略探讨

我国炼厂现在已越来越认识到加强氢气管理,优化氢气利用和降低氢气成本的重要性。从炼厂氧气资源和氧气成本、炼厂常规制氧、理论产氧量和制氢原料优化、炼厂废氢回收技术、炼厂氢气的优化利用和管理等方面进行了讨论,并通过案例分析来说明其现实性。