电子商务环境下的企业经营战略选择

合适的选择企业的经营战略,以提高企业的市场竞争能力,对电子商务环境下的企业经营是至关重要的.通过比较分析两种企业经营战略机理,本文认为在当前电子商务的现实环境下,专业化应当成为企业的基本经营策略,并对企业在选择和执行其经营战略中应注意的若干问题进行了探讨.     

电子商务环境下的企业经营战略选择

合适的选择企业的经营战略,以提高企业的市场竞争能力,对电子商务环境下的企业经营是至关重要的。通过比较分析两种企业经营战略机理,本文认为在当前电子商务的现实环境下,专业化应当成为企业的基本经营策略,并对企业在选择和执行其经营战略中应注意的若干问题进行了探讨。     

浅谈战略管理在企业融资决策中的运用

资本是企业存在和发展的基本条件,融资是必然的,而融资的目的多种多样,企业又处于动态的市场环境之中.本文结合这一现实情况,提出企业在制定融资决策时要从战略管理的角度出发,从战略的全局设计企业的融资方案,包括对企业内外部财务环境的分析、选择最有利于提高企业竞争力的融资方式、对融资效果进行评价等,同时论述了融资决策中应用战略管理应注重融资能力的分析与开发、融资规模要量力而行以及完善集团的信息系统等问题.     

企业战略管理的风险研究

随着中国变革的力度与强度的加大,中国企业的生存与发展环境也在极大地改变着。在这种动态的环境下,企业战略的重要性日益凸现;与此同时,战略思考的传统理论框架被动摇了,制定一个有效的企业战略的难度也随之增加,因而中国企业家当前最头痛的就是企业的战略定位,许多企业还没有     

企业环境的动态分析方法研究

本文在比较企业环境两种代表性观点的基础上,分析了企业内外部环境的构成要素及各种代表性观点,指出影响企业战略的各种动态环境及与之相匹配的各种分析工具和方法,提出了企业在动态环境下实现战略和内外环境相匹配的主要分析方法。     

浅谈战略管理在企业融资决策中的运用

资本是企业存在和发展的基本条件,融资是必然的,而融资的目的多种多样,企业又处于动态的市场环境之中。本文结合这一现实情况,提出企业在制定融资决策时要从战略管理的角度出发,从战略的全局设计企业的融资方案,包括对企业内外部财务环境的分析、选择最有利于提高企业竞争力的融资方式、对融资效果进行评价等,同时论述了融资决策中应用战略管理应注重融资能力的分析与开发、融资规模要量力而行以及完善集团的信息系统等问题。     

企业战略创新行为过程分析及其主体构成

在目前动态的、高不确定性的市场竞争环境中,任何一个企业都不能单独完成一项战略创新.因此,需要处在同一价值网络的不.同企业和组织,为了一项共同的战略目标建立战略创新系统.本文从战略创新行为入手,分析了战略创新过程中企业应解决的三个问题,以及探讨了战略创新系统的主体构成.     

基于协同演化的企业可持续成长研究

动态竞争环境下,战略选择和组织适应力理论在分析企业持续成长时都存在着致命的硬伤。本文把企业如何持续成长的问题转化为企业竞争优势如何持续的问题,系统剖析了这两大理论的各自优势与不足,认为这两大理论在企业与环境相互选择过程中是动态融合的,在根本上是协同演化关系,在此基础上,文章分析了企业竞争优势如何构建的问题及其驱动因素,并构建了动态环境下企业协同演化的成长模型,以揭示企业可持续成长的内在机理。     

探究企业中的经营战略与组织员工管理

根据调查研究显示,我国一些企业管理者在经营战略与员工管理方面存在思维误区,文章针对此问题进行了深入探讨与实验,总结出最适合我国企业管理者的指导性方案。我国企业中管理者的经营战略与组织员工管理存在的不足有：缺乏对领导力的正确认识、缺乏对企业战略与市场环境的分析、缺乏对企业资源的合理利用。科学化的经营战略制定与组织员工管理方案为：把握企业战略机会、顺应市场发展规律、根据形势及时调整策略、建立企业与员工之间的愿景、动态环境下的领导力。     

基于跨国联盟的企业国际化战略选择探讨

在经济全球化的背景下,我国企业面临着来自全球范围的竞争。中国企业走向国际化战略已成为一种必然趋势,是企业发展到一定阶段的必然选择。我国企业要构建自身核心竞争力,进行国际化经营,应从建立战略联盟入手。首先阐述了战略联盟对企业国际化的影响,然后分析了我国企业发展战略联盟的可能性和面临的挑战,在此基础上提出了我国企业发展战略联盟的战略选择。     

企业国际化研究新视角 ——战略控制力

本文针对现有企业国际化理论缺乏战略因素综合考虑的研究现状,从战略控制力的视角对企业国际化问题进行研究,剖析了企业国际化战略控制力的内涵与特征,并提出了国际化战略控制力五要素,指出国际化战略控制力是维持企业国际化持续发展和优胜地位的根源,同时对中国大企业国际化战略控制力的构建问题进行了有益探讨。     

R&D spending,strategic position and firm performance

Based on R&D investment data from Chinese listed manufacturing firms, this paper examines the effect of R&D spending on firms’ future performance conditional on their strategic positions. We find that firms pursing a product differentiation strategy have more R&D spending than those with a cost leadership strategy. In addition, we document a positive effect of R&D spending on firms’ future performance if they adopt a product differentiation strategy. Meanwhile, for the firms that adopt a cost leadership strategy, the relationship between R&D spending and firm performance resembles an inversed U-shape. Furthermore, we find this inversed U-shape relationship only exists for non-state-owned firms. Overall, this paper provides guidance and useful suggestions on the efficient allocation of R&D resources for Chinese manufacturing firms.     

TO CHANGE OR NOT TO CHANGE: HOW MOTOR CARRIERS RESPONDED FOLLOWING 9/11

What happens when firms are confronted by a strategic surprise—defined as “sudden, urgent, unfamiliar change” (Ansoff 1975, p. 22)—such as the terrorist attacks that occurred on September 11, 2001? Numerous studies have examined how strategic change, in the aftermath of a significant environmental event, contributes to organizational survival and success. But, is strategic change the appropriate response to unexpected and disruptive environmental change? And is there a preferred trajectory for change, such that certain strategies are better suited than others to the post‐surprise environment? This exploratory research examines whether or not strategic change is an appropriate response to strategic surprise affecting the firms in the trucking industry by considering the actions of motor carriers in the aftermath of 9/11. The data evidences significant disruption to the trucking industry following the event: among the sample, mean operating ratios declined by more than 50%. While nearly 40% of the carriers studied changed strategies in the post‐9/11 environment, this did not guarantee better performance. All carriers fared worse following the attacks, but those carriers that changed strategies actually performed significantly worse than those that persisted with pre‐9/11 strategies.     

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.     

Training strategic thinking: Experimental evidence

Strategic behavior is crucial for strong firm performance, especially in competitive environments. Thus, designing a good strategy is a key issue for firms. Designing a strategy requires a combination of strategic thinking—which involves analyzing a firm's strategic environment, defining a vision of its future, and devising new ideas to out-think competitors – and strategic planning – which implies using these ideas to formulate a business plan. Although many firms excel at strategic planning, few devote enough resources to strategic thinking, which results in strategic insanity (i.e., firms repeatedly applying the same strategies with the expectation of different outcomes). To foster a strategic environment within a firm, firm managers and other workers must show willingness for active involvement in a firm's strategic decisions. Nevertheless, not everybody has the skills to do so, as many firms lack work force training programs. This study shows, experimentally, how training affects firms' strategic behavior. The starting point is two groups of individuals with initially equal qualifications who play in a sequential game whose rules hinder the calculation of equilibria. The members of only one of the groups previously receive a treatment entailing a process of training and learning that aims at fostering strategic thinking. The results point to a significant increase in the number of strategic decisions in the treatment group in sharp contrast to the control group, confirming the initial hypothesis (i.e., the positive impact of training).     

Foreign acquisitions by Chinese firms: A strategic intent perspective

This article presents a strategic intent perspective (SIP) to analyze the foreign acquisitions made by Chinese firms. It suggests that Chinese firms strategically use cross-border acquisitions to achieve goals, such as acquiring strategic capabilities to offset their competitive disadvantages and leveraging their unique ownership advantages, while making use of institutional incentives and minimizing institutional constraints. The SIP is supported by the evidence from three firms that we studied, where dozens of interviews were conducted, including the one with the founder of Lenovo. This study contributes to extant international business theories by incorporating the SIP to examine internationalization strategies of firms from developing countries.     

Exploring the relationship between strategic reactiveness and entrepreneurial orientation: The role of structure–style fit

Theory suggests that firms may derive the greatest benefits from an entrepreneurial orientation (EO) when they concurrently exhibit a high degree of strategic reactiveness. This paper explores the relationship between strategic reactiveness and EO as well as the moderating effect of structure–style fit on this relationship. Data collected from 110 manufacturing firms indicate that strategic reactiveness is not significantly related to EO. However, firms that exhibit theoretically-congruent alignments between their organization structures and top management decision-making styles tend to have positive strategic reactiveness–EO relationships.     

What drives firms’ intent to seek strategic assets by foreign direct investment? A study of emerging economy firms

What drives firms, particularly those from emerging economies, to engage in competitive catch-up with world leaders? We study the first step leading to catch-up, namely the managerial intent to acquire strategic assets that help closing the gap. Theoretically grounded in the awareness–motivation–capability (AMC) framework of competitive dynamics, we identify key factors contributing to firms’ strategic intent to catch-up by acquiring strategic assets abroad. Using a sample of 154 Chinese firms, we find that firms’ strategic assets seeking intent of foreign direct investment is influenced by their exposure to foreign competition, their governance structure, and relevant financial and managerial capabilities.     

Strategic orientation of high-technology firms in a transitional economy

Strategic orientation is a critical factor for a firm's competitiveness in a transitional economy context but it is understudied in the current literature. This article examines the antecedents of strategic orientation from both the socio-cognitive and resource-based view perspectives. The study posits that the strategic orientations of firms in a transitional economy context are influenced by the top managers’ cognitions and organizational resources. Based on a national survey of high-technology firms in China, the study finds that a stronger market-focused strategic orientation was facilitated by managerial cognitions about the future of the industry and current operation and performance of the firm, as well as organizational resources including an R&D infrastructure, technological alliance, and top managers' foreign experience. The study confirms that strategic orientations should be examined from multiple theoretical perspectives.     

A network approach to strategy

The task of environmental analysis has a key role to play in formulating strategy and the strategic management process. How the process should be organised, however, depends largely on the theoretical perspective applied to both the nature of the business environment, and a corresponding understanding of strategic action within that environment. The objective of this paper is to develop a strategic analysis framework which incorporates the theoretical propositions in the markets-as-network model. The Swiss energy industry is used to provide the context to illustrate the framework's application. Finally we examine what it contributes to moving the markets-as-network model towards the explanatory level of inquiry.