企业发展与创新

一、企业发展的三维空间企业发展空间是由市场向量、资源向量和能力向量构成的三维空间,企业发展受到市场窗口量、可利用资源及企业转换能力的影响和限制。1．企业发展与市场容量。企业发展首先面临市场约束。市场约束首先决定于现实的购买力,理论上某类商品的市场空间S—VXR,其中V代表国民收入,R代表消费比例。国民收入必须在食品、服务、住房、交通、教育、国防等方面恰当分配。我国许多企业由于忽视市场约束,一齐挤进同一市场,影响了自身发展。市场约束还产生于国民的消费储蓄倾向,中国人与西方人不同,考虑安全比较多,因此储…     

现代企业营销观念的创新与发展

在市场经济条件下,企业要在激烈的市场竞争中求得生存、和壮大发展,就必须树立正确的市场营销观念,并以此指导企业的营销管理活动。可见,市场营销观念是企业经营管理的指导思想,是企业兴旺发达的关键因素。本文试图分析现代市场营销观念的新发展,旨在探索其发展趋势,以便为企业开拓市场服务,从而更好地促进我国社会主义市场经济的健康发展。     

创新是企业发展的关键

<正> 江泽民总书记曾说:“有没有创新能力,能不能进行创新,是当今世界范围内经济和科技竞争的决定因素。”创新就是在企业经营中求得不断的发展和进步,赢得利润,使经济效益和社会效益同步增长,不断地实现自我否定和自我肯定的过程。创新是相对的,是动态的,今天是新的,明天就不一定是。企业只有通过创新不断超越自我,不断超越国内外同行,才能在竞争中取胜,才能立于不败之地。     

企业文化--企业创新发展的灵魂

在以经济建设为中心的社会主义市场经济建设发展过程中,作为市场的主体,企业必然要依靠不断的创新实现健康、持续的发展,谋求更大的经济效益.理性、健康、宽泛而富有特色的企业文化,则是企业创新发展的灵魂.上海隧道工程股份有限公司(以下简称"隧道股份")在企业发展过程中,通过构筑企业精神、培育企业价值观、塑造企业形象、创建学习型企业,"用企业精神凝聚人"、"用企业价值引导人"、"用企业形象鼓舞人",培育了特色浓厚的企业文化,使企业具备很强的向心力和团队精神,使隧道股份始终处于中国软土隧道施工领域领头羊的地位.尤其是近年来,隧道股份的施工技术不断提高、施工领域不断拓展、经营理念不断提升、产值利润屡创新高,都得益于企业文化的影响和支撑.     

靠管理创新促企业发展

江泽民同志曾经指出,创新是一个民族进步的灵魂,是一个国家兴旺发达的不竭动力。同样,创新也是企业发展的不竭之源。近几年,面对市场经济的快速发展,企业经营机制不断转换的新形势,齐鲁石化公司橡胶厂坚持走创新—运用—再创新—再运用的企业管理之路,从而使企业在创新中不断得以发展壮大。一、细化工作标准,完善规章制度工作标准是企业职工的行为准则,规章制度是企业管理经验的结晶。近年来,我厂以安全生产为中心,以现场管理为主体,建立了比较完善的层次分明的管理体系。首先,按照分工负责的原则,我们从完善每一个单位及所属…     

石油勘探行业企业文化的发展与创新

企业文化作为一种新的企管理论正在形成和发展之中。尽管国内外人们认识不尽一致,其对职工的行为和企业发展的导向、激励、自控、内聚和协调作用不可否认。笔者试图通过对我国石油勘探行业精神文化的创建及发展历程的回顾,展示其在石油勘探开发建设中的作用;思索面对新世纪科学技术迅猛发展和经济全球化日益加深的历史大走势,如何构建石油勘探行业的企业文化,提升石油勘探企业的竞争力和未来发展有着重要的意义。     

坚持传统管理创新与科技创新结合加快企业发展步伐

哈尔滨气化总厂座落在美丽富饶的松花江南岸———哈尔滨·依兰·达连河,占地面积100公顷,总建筑面积25万平方米,拥有各类设备6500台(套),距依兰煤矿三公里,采用先进的PKM加压气化技术和设备,主要用依兰煤矿长焰煤生产城市煤气,同时采用前苏联ICI甲醇合成技术联产甲醇,生产规模在同类煤化工企业中居亚洲第一、世界第三。工厂现有职工4200人,各类专业技术人员690人,其中高级技术人员69人。该厂历届领导班子和企业生产经营管理人员凭借丰富的化工生产、企业管理经验和勤恳扎实的工作作风,不断强化企业管理,优化企业素质,在煤化工生产经营的…     

企业发展与机制创新

一、必须建立适应市场、灵敏有效的企业营销机制从近几年国企改革与发展情况看 ,不少企业受市场约束 ,产品销售不畅。但深入研究不难发现 ,不是市场制约加大 ,而是企业本身适应市场的本领太小 ;不是所有的产品都没有销路 ,而是企业没有适应市场需求的营销机制。因此 ,在买方市场全面形成的情况下 ,企业必须系统地研究营销问题。一是确立全新的市场经济营销观念。市场经济条件下的资源配置由市场来实现。市场需求什么就生产什么 ,把市场需求摆在首位 ,以市场作为企业活动的始点和终点。二是通过改革建立反应灵敏、运作高效的营销机制。充分利…     

强化创新理念做大做强企业

本文介绍了作为国有大型煤炭企业的大同煤矿集团,随着改革的不断深入,特别是21世纪以来在国内掀起"大重组"的浪潮中,牢牢地抓住了这样的战略机遇期,不断努力创新,使企业在激烈的市场竞争中保持顽强生命力的实践经验.     

以质量为本振兴企业

以质量为根本，全面提高企业管理水平，最终达到提高经济效益的目的。     

The mediating role of organizational complexity between enterprise resource planning and business model innovation

Almost any firm faces a change during its life that requires a redefinition of the business model to be more innovative, namely business model innovation (BMI) that designs an architecture to create, capture and deliver value to customers in the marketplace and society. These changes are a great opportunity to improve revenue and costs, but the associated organizational complexity also has drawbacks, due to the set of interrelationships and linkages within the firm. This situation could be even more relevant for firms that implement Enterprise Resource Planning (ERP), due to the complexity of the software and also the difficult implementation process in the organization. In order to fill this gap, this study analyses 104 firms that have implemented ERP and deal simultaneously with BMI. The research objective is therefore to test the role of organizational complexity between ERP and BMI. Specifically, the aim is to test the mediating role of organizational complexity between ERP and BMI. Our findings reveal that organizational complexity mediates between ERP and BMI. Important implications for researchers and managers are provided to optimize ERP implementation so as to obtain a higher return on the costs and revenue associated with BMI.     

医药企业技术创新的动力因素分析

目的提高我国医药企业的技术创新能力和增强我国医药企业的核心竞争力。方法从内、外两个方面对我国医药企业技术创新动力因素进行理论分析,从本质上阐述技术创新的动力机制。结果与结论我国医药企业技术创新动力不足,医药技术创新和科技成果迅速产业化的机制尚未完全形成,医药企业技术创新能力比较弱。     

基于河北省中小工业企业技术创新能力的创新模式分析

构建了由3个模块、9个要素、20个指标构成的中小工业企业技术创新能力评价指标体系,确定了评价方法,对河北省中小工业企业技术创新能力现状进行了系统分析,并根据分析结果确定了现阶段中小工业企业技术创新的模式,即大部分中小工业企业应以模仿创新和合作创新模式为主,但也绝不能忽视自主创新。     

CO2 reduction through digital transformation in long-haul transportation: Institutional entrepreneurship to unlock product-service system innovation

Industrial firms seek to develop offerings that can reduce their negative ecological impact while still being economically viable. Initial studies of these offerings focused on the what and the why. Only recently have studies addressed how to pursue these efforts. The literature generally ignores the underlying mechanisms of how such offerings are created and operated. This paper reports a longitudinal case study of an industrial firm's innovative offering. This offering combines heavy duty vehicles and related services for long-haul transportation. It enables road transportation firms to reduce fuel consumption by one quarter and thereby cut CO₂ emissions and fuel costs. A multi-theoretical investigation of that offering contributes to the literature by providing: (i) a rich characterization of an industrial organization's offering that combines economic viability with a much lower negative environmental impact; (ii) a chain of underlying mechanisms that enable such an offering to emerge, including activation of institutional entrepreneurship for industrial entrepreneurship; and (iii) an articulation of the value of using multi-theoretical inquiries of ecological industrial offerings instead of seeking a new isolated theory.     

Relationships between innovation stimulus, innovation capacity, and innovation performance

This paper examines the integration of the human and technological aspects of innovation management by modelling the innovation stimulus – innovation capacity relationship in determining innovation performance. The research framework developed in this study was tested amongst 194 managers of Australian firms. The survey responses indicate that both the relationships between innovation stimulus and innovation capacity and between innovation capacity and innovation performance are significant and strong. However, innovation stimulus does not show any direct effect on innovation performance, suggesting that its effect is mediated through innovation capacity. The overall practical implication that can be drawn from the findings is that to achieve high innovation performance, organizations first need to develop the behavioural and cultural context and practices for innovation (i.e. stimulus), and only within such conducive environments is it possible for organizations to develop innovative capacity in research and development and technology so as to more effectively deliver innovation outcomes and performance.     

Development and return on execution of product innovation capabilities: The role of organizational structure

This paper conceptualizes and tests an integrated model that combines the dual-core and ambidextrous models of product innovation. The integrated model distinguishes the development and return on execution of radical and incremental product innovation capabilities. The authors argue that organizational structure plays an important dual role as an (a) antecedent to the development of radical and incremental product innovation capabilities and (b) as a moderator in determining the new product performance returns from executing such capabilities. Using a sample of high-tech firms, the study finds that organizational structure is more consistent in predicting the execution of product innovation capabilities into new product performance than in predicting the development of such capabilities. For example, the effect of radical product innovation capability on new product performance is negative but nonsignificant under a formal structure, while the same effect is positive under an informal structure. Conversely, the effect of incremental product innovation capability on new product performance is positive under a formal structure, while the same effect is negative under an informal structure. The implications for managing different types of product innovation capabilities under formal versus informal structures and their effects on new product performance are discussed.     

The microfoundations of open innovation: CEO overconfidence and innovation choices

How to successfully drive open innovation (OI) has been an important issue. However, the existing literature on the determinants of OI mainly focuses on organizational and contingent factors, and the “human side” of it is still not well understood, which also motivates us to explore it more deeply. This paper attempts to link upper echelon theory with OI research using data from a large sample of Chinese listed companies to investigate how the overconfident tendency of the CEO affects his or her preference for different OI modes. At the same time, what role do other top management team (TMT) members play in this process. The results show that overconfident CEOs favor market and organization-oriented OI over technology-oriented OI, and TMT governance can moderate such relationship, that is, as the level of TMT governance increases, the preference of overconfident CEOs for market and organization-oriented OI will be weakened, avoiding the negative effect of excessive adoption of such activities on firm performance. By focusing on the human side of OI, this paper adds to the literature on the impact of strategic leadership, namely the influence of key individual CEO and other executives within the organization on OI management, which is also a response to the emphasis that more attention should be paid to the microfoundations of OI in the future.