基于核心能力的企业多元化战略

本文探讨了企业多元化经营战略的科学含义，沿着多元化经营逻辑的演变脉络，指出基于核心能力的多元化战略才能使企业保持持续的竞争优势，并分析了在核心能力的导向下，企业如何进行多元化经营。     

浅析企业多元化战略

随着我国市场经济的发展,多元化战略也被很多企业所采用实施,成为了一个市场竞争中企业战略的发展方向。本文全面的分析了多元化战略的内涵及其优点,总结了管理者在制定企业相关多元化战略时应充分考虑的因素,并对企业实施多元化战略提出了建议。     

基于知识的相关多元化战略研究

知识经济条件下,企业之间的竞争越来越呈现出以知识为基础的竞争。建立在知识基础上的相关多元化,由于充分考虑了企业知识这种隐性资源,成为企业多元化经营的一个新的有效方式。本文在对传统相关多元化经营战略理论的局限性进行揭示的基础上,阐述了基于知识的相关多元化经营的涵义、经济学解释及意义,采用基于知识的SWOT分析工具,制定出了战略决策步骤,对企业实行知识基础上的相关多元化经营战略有重要的指导意义。     

浅谈建筑企业经营战略

我国经济不断发展,推动着建筑企业经营战略模式的转变。随着我国加入WTO,建筑企业经营战略多元化以及国际化,是当前最为直接的趋势。文章阐述了建筑企业经营战略相关概念,基于多元化理念,探讨了我国建筑企业经营战略。     

浅谈建筑企业经营战略

我国经济不断发展,推动着建筑企业经营战略模式的转变。随着我国加入WTO,建筑企业经营战略多元化以及国际化,是当前最为直接的趋势。文章阐述了建筑企业经营战略相关概念,基于多元化理念,探讨了我国建筑企业经营战略。     

新华都的"虚拟养猪"战略

新华都以"养儿"思维发展主营业务,以"虚拟养猪"思维实施企业非主营业务多元化发展战略,丰富和创新了企业多元化发展战略的内涵,给选择多元化战略发展模式的企业提供了许多有益的启示.     

基于多元化战略二维模型的万科成长路径及其启示

一、多元化战略二维模型构建 过去40年中，业务多元化和地域多元化已经成为公司战略日益重要的一个方面。有学者以业务多元化和地域多元化两个维度构建了多元化战略二维模型，将企业多元化战略分为低业务——低地域多元化战略、高业务——低地域多元化战略、低业务——高地域多元化战略以及高业务——高地域多元化战略四种。而现有研究大多数是从一般意义上解析企业多元化战略问题，未能有效结合行业特性进行深入分析。基于此，本文结合房地产业的业务复杂性和地域依附性，以业务和地理为分类维度，构建房地产企业多元化战略的二维模型。     

浅谈建筑企业经营战略

我国经济不断发展,推动着建筑企业经营战略模式的转变.随着我国加入WTO,建筑企业经营战略多元化以及国际化,是当前最为直接的趋势.文章阐述了建筑企业经营战略相关概念,基于多元化理念,探讨了我国建筑企业经营战略.     

浅谈建筑企业经营战略

我国经济不断发展,推动着建筑企业经营战略模式的转变.随着我国加入WTO,建筑企业经营战略多元化以及国际化,是当前最为直接的趋势.文章阐述了建筑企业经营战略相关概念,基于多元化理念,探讨了我国建筑企业经营战略.     

再谈我国企业非相关多元化战略的风险

笔者在文中探讨了非相关多元化战略的涵义及其产生动机,分析了我国企业在发展过程中存在的非相关多元化战略偏好,指出非相关多元化战略存在的多种风险,以期企业在实施非相关多元化战略时有所慎重。     

The Effects of Prior Performance on the Choice Between Related and Unrelated Acquisitions: Implications for the Performance Consequences of Diversification Strategy

Whereas a majority of previous research in the diversification literature has focused on the performance consequences of diversification strategy, this paper examines the reverse relationship, that is, the effects of a firm's prior performance on the choice between related and unrelated diversification. This paper empirically tests and confirms the view that there are systematic ex ante performance differences between firms diversifying into related businesses and firms diversifying into unrelated businesses. These findings imply that ex post performance differences between related and unrelated diversifiers, often reported in previous research, are largely attributable to these ex ante performance differences, not to diversification strategy per se.     

建筑企业多元化战略的研究

介绍了多元化战略的理论和类型，并结合建筑企业，分析了实施多元化战略的动因和风险，总结了建筑企业实施多元化战略的成功要素，提出如何正确的实施多元化战略。     

“多元化折价”还是“多元化溢价”——研究方法与现有结论

在国外有关企业多元化的研究中,验证多元化对企业经营绩效影响的文献占有非常重要的地位。文章建立了一种更为开阔的视野,旨在对这部分文献进行全面系统的回顾和评述,以期对中国企业经营战略选择以及国内有关企业多元化的研究提供借鉴。首先总结了多元化和企业经营绩效的主要度量方法,然后按照时间顺序将有关多元化对企业经营绩效影响的文献分为三个阶段,并分别对每个阶段的基本研究方法和主要结论进行了分析和评论。     

Corporate strategy,executive selection,and firm performance

This article investigates three related questions: (1) Is corporate diversification strategy associated with the level of firm-specific experience (tenure) of selected CEOs? (2) Are tenure levels of selected CEOs related to subsequent organizational performance? and (3) Does diversification strategy influence the impact that CEO firm-specific experience has on subsequent organizational performance? Results indicate that while diversification levels do not relate to extent of tenure, the selection of CEOs with lower levels of firm-specific experience results in significantly improved performance among nondiversified firms. No such relationship is observed in more diversified firms.¹ © 1998 John Wiley & Sons, Inc.     

国际化视角下我国企业多元化经营现状及对策思考

经济全球化深入发展,并购浪潮风起云涌,多元化经营对我国企业具有战略意义。本文从国际化的视角,系统阐述了企业多元化经营的动因,同时,对我国企业多元化经营现状进行了分析。在借鉴国外多元化经营经验的基础上,提出了企业多元化经营的建议及策略。     

A Modern Resource Based Approach to Unrelated Diversification

abstract    For over three decades, the questions of how and why an organization diversifies into related and unrelated businesses have drawn the attention of strategy scholars. However, explanations of unrelated diversification have been less than clear. A conceptual model of unrelated diversification is thus proposed. In drawing on Penrose's (1959 ) resource based approach, unrelated diversification is explained by an organization's 'three pillars', which consist of its strength of dynamic capabilities, absorptive capacity, and weak ties. The role of the three pillars is to discover new resource applications or uses in conditions of market failure that are characterized by 'incomplete' markets. A novel feature of this model is that an organization can diversify more broadly than predicted by Penrose (1959 ) and other modern resource-based approaches ( Teece et al., 1997 ). Furthermore, unrelated diversification can be beneficial. This study also offers suggestions to measure the three pillars; its contributions and implications are discussed as well.     

RATIONAL MODEL OF DECISION MAKING, STRATEGY, AND FIRM PERFORMANCE

The present study tests the proposition that the normative rational model of decision making influences diversification strategy which, in turn, influences the firm’s performance. Questionnaires measuring rational decision making were mailed to 441 large U.S. manufacturing firms with a response rate of 23%. Compustat was used to measure Palepu’s entropy measures of diversification: total, related, and unrelated diversification. The results show a significant positive relationship between top management’s emphasis on rational decision making and diversification as well as a significant negative relationship between diversification and firm performance. Thus, the study shows strong support for the role of diversification strategy as a mediator between rational decision making and firm performance.     

论人事行政体制的创新对策

当前,我国如何在经济体制转轨时期推进人事行政体制创新,实现人才资源的最佳配置,形成合理的人才结构,达成与社会经济的协调发展,是实施人才战略的深层次问题。在探讨人事行政体制创新的内涵及必要性的基础上,提出人事行政体制创新的对策,主要包括借鉴渐进式体制改革和政策创新、建立新型的人才管理体制、加强新形势下人才市场管理等。     

Locational concentration and institutional diversification: Evidence from foreign direct investments in the banking industry

We study locational concentration and institutional diversification strategies in the context of foreign direct investment based on Dunning’s eclectic paradigm in the banking industry. We report that locational concentration and institutional diversification strategies can enhance multinational bank return independently and simultaneously. Further, we document that locational concentration increases operational risk, while an institutional diversification strategy reduces this risk for a multinational bank. Our findings suggest that even when concentrating in a limited number of geographic locations, it is preferable to select more institutionally dissimilar countries. Overall, we conclude that multinational banks can achieve better performance by focusing on either locational concentration or institutional diversification, or a combination of both.