政府补贴、市场进入壁垒对民营企业绩效的影响——基于中国民营上市公司的实证研究

本文基于2013年中国民营上市公司的经验数据,实证检验了政府补贴、市场进入壁垒对民营企业绩效的影响。研究结果发现：①政府补贴对东部和北部地区民营企业绩效的积极影响最大,中部其次,东部最小,这说明政府补贴能够显著促进民营企业绩效增长,且呈现出显著的 区域差异性;②从全国来看,民营企业能否进入高壁垒行业对企业绩效的影响并不显著,但 民营企业进入高壁垒行业的程度却对企业绩效具有显著的积极影响;从分区域来看,东部和中部地区民营企业能否进入高壁垒行业对企业绩效产生显著的正向影响,而只在东部地区民营企业进入高壁垒行业的程度对企业绩效具有显著的积极影响,在西部地区却对企业绩效产 生显著的负面影响;③从总体上看,相对于市场进入壁垒而言,政府补贴对民营企业绩效的影响更大。因此,当民营企业进入高壁垒行业的成本过高时,政府给予民营企业的财政补贴可以弥补过高进入壁垒对企业绩效产生的负面影响。     

文化因素对企业经营绩效影响的研究

本文利用霍夫斯塔德（Hofstede）和他的同事跨文化研究的相关成果，结合新制度经济学的交易成本分析工具，对文化因素与企业经营绩效的关系进行了理论研究．并利用1995年世界最大500家公司的面板数据等．对文化因素与企业经营绩效的关系进行了计量检验，结果显示，个人主义与集体主义、权力距离和合作性三个文化因素对企业经营绩效有显著的影响。在此基础上．本文分析了文化因素对我国企业经营绩效的影响．并提出了相关的政策建议．     

促进还是抑制：政府研发补助对企业绿色创新绩效的影响

以制度理论和委托代理理论为基础，本文基于2010—2017年中国A股重污染行业上市公司数据，探究了政府研发补助对策略性绿色创新绩效和实质性绿色创新绩效的影响，并分析了环境规制和管理者环境关注度的调节作用。研究结果表明，政府研发补助对策略性绿色创新绩效有正向影响，但政府研发补助和实质性绿色创新绩效之间呈现倒“U型”关系。进一步研究发现，环境规制和管理者环境关注度均对政府研发补助与策略性绿色创新绩效之间的关系有负向调节作用，而对政府研发补助和实质性绿色创新绩效之间的关系有正向调节作用。本文通过探究政府研发补助对两种不同类型绿色创新绩效的影响，解释了现有研究中关于政府研发补助和企业绿色创新绩效之间关系的认识存在的不一致，同时通过对企业内外部治理因素的调节效应的探究，丰富了有关政府研发补助实施效果的情境因素的研究。本文的研究发现为政府制定相关环境政策以及推动企业绿色创新提供理论基础和实践启示。     

基于高阶梯队理论的电子工业创新绩效影响因素研究——高管认知研究视角

高管认知是影响企业经济活动的一个重要因素， 本文从高管认知的视角出发， 基于高阶梯队理论对我国电子工业创新绩效影响因素及各因素间的交互作用进行实证研究。 结果表明： 高管认知、 职业生涯关注和财务柔性储备都能直接影响企业创新绩效， 控制了内生性影响之后， 依然稳健。 高管认知在职业生涯关注和财务柔性储备与创新绩效关系中起调节作用， 该调节作用表明在当职业生涯关注及财务柔性储备对创新绩效产生抑制时， 高管认知能够削弱职业生涯关注和财务柔性储备对创新绩效的不利影响。     

企业社会责任与技术创新绩效关系研究:基于组织学习的视角

近年来,企业社会责任与自主创新已成为企业界与学术界日益关注的重要问题.然而,现有文献对企业社会责任与技术创新之间关系的研究比较缺乏.本文基于组织学习的视角探讨了企业社会责任与企业技术创新绩效的关系,并以国内民营企业为研究对象进行了实证研究.研究结果表明,对于国内民营企业而言,企业社会责任对组织学习中的学习承诺与共享愿景维度有正向影响,组织学习对企业技术创新绩效有正向影响,企业社会责任会通过学习承诺与共享愿景的中介作用正向影响技术创新绩效.本文的研究结果对于企业社会责任与技术创新实践具有一定的指导意叉.     

服务质量、关系质量与中国承接离岸服务外包绩效影响因素研究

在文献研究和调研访谈的基础上构建了中国承接离岸服务外包绩效及其影响因素研究模型,并通过对中国离岸服务外包企业的问卷调查数据,对研究模型进行了实证检验和分析.通过对服务质量影响因素模型、伙伴关系质量影响因素模型和外包绩效影响因素模型3个子回归模型的分析,结果显示对外包绩效有主要直接影响的依次是人才资源、政策支撑力度、经济与产业基础以及外包服务质量、伙伴关系质量2个中介因素,而市场竞争能力、技术资源与水平、文化沟通与协作、运营管理主要通过外包服务质量和伙伴关系质量这2个中介因素影响绩效.     

绩效反馈对开发式创新和探索式创新的影响机制研究

本文基于165 家企业的数据， 将组织期望纳入到开发式和探索式创新的前因要素中。 基于绩效反馈理论构建了开发式和探索式前因模型， 运用战略纯度领域的研究方法建立了创新纯度模型， 进一步运用层级回归检验绩效反馈对企业创新的影响机制。 实证结果表明， 企业实际绩效与期望绩效间的差距显著地影响开发式和探索式创新间的平衡。 当实际绩效低于其历史期望水平时， 两者差距的扩大会使得企业提升探索式创新强度而降低开发式创新强度； 当实际绩效高于社会期望水平时， 两者差距的扩大会使得企业开展相反的创新模式。 由此可见， 不论实际绩效与期望绩效间的差异如何， 企业都具有开展创新行为的机会， 而较大的差距将对创新行为选择产生更强烈的影响。     

资源依赖还是战略制胜——来自非上市公司的证据

本文通过对233家中国非上市公司成长绩效的研究,揭示了战略与资源这两种因素分别对新创企业与成熟企业成长绩效的影响方式。结果显示,在新创企业中,战略对于企业成长绩效不存在直接影响,而是通过影响新创企业资源的转换效率提高其成长绩效。专用资源对新创企业成长绩效有直接作用,通用资源促进专用资源的形成,进而提高成长绩效。在成熟企业中,战略清晰度直接对成长绩效产生作用,通用资源与专用资源能够影响战略清晰度。研究结论丰富了创业理论与战略理论对于企业成长的理解,为进一步研究企业成长机制提供了新的视角。     

政治关联能改善民营企业的经营绩效吗

本文以我国2002—2006年上市民营企业的数据为样本,实证分析了政治关联与企业经营绩效的关系。在控制了政治关联与企业经营绩效存在的内生性关系后,研究发现民营企业的政治关联程度越高,企业的经营效率越差;实际控制者的政治关联程度越高,企业的经营效率也越差。进一步的研究发现,制度环境的不同对政治关联与企业经营绩效之间的关系产生不同影响,随着政府干预程度的减弱和法律保护程度的提高,企业的政治关联程度对于经营绩效的负面影响也在减轻。     

研发团队内部知识转移绩效影响因素的实证研究

基于现有知识管理理论,以研发团队内部员工之间知识转移为研究重点,提出知识转移的因素模型.通过多家企业的问卷调查,采用结构方程(SEM)的分析方法,对该因素模型进行了验证和修订.揭示了知识接受方、知识提供方、人际关系、知识特征因素对知识转移绩效的影响以及其相互间的量化关系,为企业知识管理的实践提供理论支持.     

The impact of aligning business,IT, and marketing strategies on firm performance

In order to succeed in today's competitive business environment, a firm should have a clear business strategy that is supported by other organizational strategies. While prior studies argue that strategic alignment enhances firm performance, either strategic alignment including multiple factors or strategic orientation of firms has received little attention. This study, drawing on contingency theory and configuration theory, investigates the performance impact of triadic strategic alignment among business, IT, and marketing strategies while simultaneously considers strategic orientation of firms. A research model is tested through SEM and MANOVA using data collected in a questionnaire survey of 242 Yemen managers. The findings indicate that (1) triadic strategic alignment has a positive impact on firm performance and (2) there is an ideal triadic strategic alignment for prospectors and defenders. This research contributes to strategic alignment literature and managers' understanding of how to align business, IT and marketing strategies to improve firm performance.     

Adapt fast or die slowly: Complex adaptive business models at Cisco Systems

Industrial high-tech markets are characterized by profound levels of market and technological uncertainty and so firms herein must navigate extraordinarily dynamic and fast-moving environments. In such settings, traditional top-down modes of strategic planning are ill-suited to generate the flexibility and speed of change necessary for firms to maintain environmental fitness over time. Survival requires that significant decision-making powers necessarily be located on the operational periphery of the firm. To understand how the resultant multiplicity of micro-strategizing and decision-making might engender macro-level change(s) to business models, we conduct a cross-sectional case study of two business models at Cisco Systems. After problematizing two broad strands of extant theory, we conjecture that a rival theory – complexity theory – might allow us to better explain how Cisco's business models evolve in practice and we utilize our case study to test this conjecture. We find that the business models studied have the capacity to change themselves spontaneously and autonomously from executive-led decisions in response to external stimuli. We offer a novel theoretical insight by postulating the existence of complex adaptive business models and we advance knowledge in a way that is useful for practitioners by suggesting they perceive themselves as facilitators and orchestrators of business models rather than owners or even controllers of them.     

Toward a theory of outside-in marketing: Past,present, and future

Outside-in marketing is a powerful driver of superior firm performance, especially for firms in dynamic, competitive markets. The use and application of outside-in marketing has flourished in the past four decades, but research that synthesizes and extends understanding of this approach is missing, such that extant literature remains fragmented and scarce. This paper aims to deliver a theoretically grounded, managerially relevant framework to guide outside-in marketing research and business practices. Specifically, it offers an integrative conceptualization of outside-in marketing, examines its evolution over the past four decades, and provides business cases that depict how organizations have implemented outside-in marketing. On the basis of a comprehensive analysis of research domains pertinent to outside-in marketing, combined with business examples, this article establishes an evolving theory of outside-in marketing, comprising four key tenets and seven testable propositions.     

How to approach business model innovation: the role of opportunities in times of (no) exogenous change

Firms need to show dynamic adaptability and innovate their business models to achieve survival and growth, in particular when they are exposed to high levels of exogenous change. However, business model innovation also takes place in the absence of exogenous change. We know relatively little about firms’ approaches to opportunities for business model innovation in both of these environmental settings. The objective of this study is to understand how firms exposed to various environmental conditions explore and exploit business model innovation opportunities. In a qualitative multiple case analysis, the study compares the approaches to business model innovation used by four firms exposed to high levels of exogenous change with those of four firms operating in the absence of exogenous change. The findings are contrasted with entrepreneurial opportunity discovery and creation theories. The results reveal that firms exposed to high levels of exogenous change focus on discovering objective opportunities, whereas firms operating in the absence of exogenous change concentrate on creating opportunities for business model innovation. However, this study revealed that when the firms further explore and exploit these opportunities, they tend to combine the behaviours that the two opportunity perspectives suggest. This study contributes to the literature on business model innovation by emphasising the relationship between environmental context and approach to business model innovation and by reinforcing the link with entrepreneurship theory.     

Internet of things technologies,digital servitization and business model innovation in BtoB manufacturing firms

Technologies like the Internet of Things (IoT) are offering new opportunities and posing serious challenges to firms, forcing them to create entirely new business models, migrating from the conventional product-centric approaches to (digitally-based) service-oriented ones. This paper – following a qualitative research method – aims at describing the service-oriented impact of IoT technologies on firms' business models, with a particular focus on opportunities and challenges for BtoB manufacturing firms.Being the impact of IoT technologies on businesses a quite recent research stream, to date scarce attention has been devoted to the topic with specific attention to its impact on service-oriented business models in manufacturing firms. The paper contributes in this research stream in different ways. It proposes a map of digital servitization that helps in understanding firms' strategic transitions caused by technologies, making both theoretical and managerial contributions. Firstly, the research underlines the impact of the firms' sales model as a strategic factor in shaping firms' digital servitization strategies. In addition, three progressive levels of digital servitization complexity are identified, namely product- process- and outcome-oriented, that are based on an increasing use of IOT technologies and have specific challenges and opportunities.     

Value champions in business markets: Four role configurations

Customer value management has become a key priority in business markets, but many firms struggle to implement it. While the prior literature has considered this primarily as sales responsibility, emerging research suggests that best practice firms employ dedicated value champions to implement customer value management. However, at present, we know little about the characteristics, and the tradeoffs between different value championing approaches in business markets. Based on a discovery-oriented field research and interviews with 59 managers in 11 firms, this study illustrates four alternative role configurations firms use to employ value champions, and unpacks the characteristics and implications of each approach. Collectively, this study advances industrial marketing theory by shedding light on an emergent and contemporary management practice, and offering practical insights into how firms can employ value champions in business markets.     

Eco-innovation and business performance: the moderating effects of environmental orientation and resource commitment in green-oriented SMEs

Drawing on the eco-innovation and resource-based view, this research attempts to contribute to the eco-innovation-performance debate by examining the effects of eco-innovation on business performance. In particular, we propose that the eco-innovation–performance relationship is contingent on environmental orientation and resources commitment. The analysis of 83 green-oriented SMEs in New Zealand suggests that eco-innovation has a positive effect on business performance. More interestingly, the findings show although environmental orientation does not directly influence business performance, it enhances the positive effect of eco-innovation on business performance. The results further suggest that green-oriented firms will reap more performance benefit of eco-innovation when they commit more organizational resources.     

Business model innovation processes of average market players: a qualitative-empirical analysis

Business model innovation is by now mainly understood as a strategic option for firms to enhance competitiveness. As a result, business model innovation research usually focuses on outperforming firms that deliberately innovate their business models. We enhance this rather narrow perspective by analysing business model innovation processes of average market players against the background of a multiple-case study. Our findings show that average market players do at least initially not deliberately pursue business model innovation. Instead, they experience business model innovation as a highly emergent and very often unintended process. We identify four phases of this process and describe them in detail. Furthermore, we highlight factors that determine whether a firm is able to complete the process step or not. The results of our study are reflected in a newly developed process model that considerably enhances the understanding of business model innovation processes with regard to average market players and may serve as framework for future research.     

Mental models,decision rules,and performance heterogeneity

This paper focuses on the role of managerial cognition as a source of heterogeneity in firm strategies and performance. We link differences in mental models to differences in decision rules and performance in a management simulation. Our results show more accurate mental models lead to better decision rules and higher performance. We also find that decision makers do not need accurate knowledge of the entire business environment; accurate mental models of the key principles are sufficient to achieve superior performance. A fundamental assumption in much of strategic management is that managers who have a richer understanding about organizational capabilities and the dynamics of industry structure can improve the performance of their firms. Our findings provide empirical evidence supporting this assumption and show that differences in mental models help explain ex ante why managers and firms adopt different strategies and achieve different levels of competitive success. Copyright © 2010 John Wiley & Sons, Ltd.     

Implementation strategy and performance outcomes in related diversification

Strategy research has a long‐standing interest in the performance consequences of corporate diversification. In theory, resource sharing should yield economic benefits in related multi‐business firms, but the extensive empirical research remains equivocal. To explore this paradox, this paper examines the process of implementing a related diversification strategy. Working from existing theory, a formal model is constructed that describes the process and performance implications of a related diversification move. The model is analyzed using computer simulation, and the analysis suggests that successful diversification strategies require managerial policies that maintain organization slack. In the absence of such policies, related diversification can negatively impact firm performance even when substantial synergy opportunities exist. The analysis also demonstrates, contrary to existing theory, that diversification strategies based on a very high degree of relatedness can lead to lower performance than less related strategies in some circumstances. Counter‐intuitively, extracting potential synergies may require additional investment in shared resources. Copyright © 2005 John Wiley & Sons, Ltd.