企业战略管理模型：战略—文化—结构

在企业环境日益复杂多变的今天，如何从战略上管理企业已成为一个迫切而重要的问题。本文首先指出战略管理时代的来临，并认为企业战略管理实质上是指对企业的战略性管理。在此基础上，提出了一个以战略、文化、结构为顶点的企业战略管理三角形模型，并阐述了该模型的理论和实践意义。     

Strategic Mortgage Default: The Effect of Neighborhood Factors

This article studies strategic default—the willingness of a borrower to walk away from a mortgage when the value of the home falls below the unpaid principal balance despite an ability to pay. This study differs from the literature in two fundamental ways. First, we use unique data assets describing the household's equity position and capacity to carry the debt in addition to credit performance to identify strategic defaulters accurately. Second, we address externalities from local foreclosures and other strategic defaults and find that the incidence of strategic default is sensitive to the presence of other nearby strategic defaulters. These results have significant implications for foreclosure and loss mitigation policies employed by servicers and investors.     

Strategic groups: A cognitive perspective

The strategic group concept provides an attractive middle ground between firm and industry for both theory development and empirical analysis. To date, this concept has been defined by researchers in terms of secondary accounting and financial data, and a number of critics have questioned the validity of this work. Our research shows that industry participants share perceptions about strategic commonalities among firms, and that participants cluster competitors in subtle ways not reflected in extant academic research on strategic groups. Decision makers' perceptions and cognitions are phenomena that can be expected to influence industry evolution. They are of research interest as an additional source of data on firm commonalities which helps address concerns about previous strategic group research.     

系统市场中企业策略性排他行为分析

本文将系统竞争和组件竞争结合起来，分析系统市场中的企业策略性行为及其对市场竞争和创新的影响。在系统市场上．开放的系统竞争结构是较优的，但是企业并不一定会选择与社会福利目标相一致的组织形式．而是更多地基于策略性需要来进行选择。在系统市场中．创新主导企业有激励通过策略性地选择许可比例来操纵市场竞争。在邻近市场结构中．在位创新垄断企业有激励通过排他性行为将关键技术市场的垄断势力延伸到邻近竞争市场．这些市场封锁行为通常会严重地伤害市场竞争，并阻碍技术创新。     

策略性行为理论研究

新产业组织理论研究的焦点是策略性行为，本文从短期、中期、长期三个层面系统梳理和评述了西方策略性行为理论前沿，旨在为研究企业的竞争行为提供有效工具．深化对复杂交易现象背后的动机和福利效果的理解，同时也为政府制定保护竞争、促进竞争的公共政策提供坚实的理论基础。     

高管团队与中层管理者的互动过程对战略决策质量及战略执行质量的影响研究

本文对包含248份问卷数据的预试样本进行探索性因素分析,结果表明,高管团队与中层管理 者互动过程包含信息交换与交互影响两个维度。通过对包含372份问卷数据的正式样本调查 分析,验证了高管团队与中层管理者互动过程二维度结构,分析结果还表明高管团队与中层 管理者之间的信息交换对战略决策质量产生显著的正向影响,交互影响对战略执行质量产生 显著的正向影响。在研究结论基础上,对提高战略决策质量及执行质量提出了相应建议。     

Strategic factor markets,scale free resources,and economic performance: The impact of product market rivalry

This paper analyzes how scale free resources, which can be acquired by multiple firms simultaneously and deployed against one another in product market competition, will be priced in strategic factor markets, and what the consequences are for the acquiring firms' performance. Based on a game‐theoretic model, it shows how the impact of strategic factor markets on economic profits is influenced by product market rivalry, preexisting competitive (dis)advantages, and the interaction of acquired resources with those preexisting asymmetries. New insights include the result that resource suppliers will aim at (and largely succeed in) setting resource prices so that the acquiring firms earn negative strategic factor market profits—sacrificing some of their preexisting market power rents—by acquiring resources that they know to be overpriced. Copyright © 2014 John Wiley & Sons, Ltd.     

建筑承包企业的战略生态管理研究

建筑承包企业都有许多复杂的关系网络，在每个网点上企业都有自身的战略规划。结合企业关系管理和企业战略生态管理的相关理论和知识，构建出建筑承包企业的战略生态管理模式。在这种战略管理模式下，建筑承包企业可以很好地进行战略管理，提高企业在整个战略生态圈内竞争地位与企业的核心竞争力。     

Strategic management in a new framework

The present article is concerned with strategic management as a specific field of general management. The authors analyse the nature of strategy formation in complex organizations and present some tools for improving this critical activity. Section 2 sets out with a simple terminology and framework for the analysis of strategic management. Next, an open-systems view is presented for analysing the strategic activity and a brief literature survey is added to support the concepts presented (Section 3). After discussing their own model of strategic management in complex organizations, the authors proceed to investigate the task of top managers in this specific field (Section 4). Finally, the concepts presented are confronted with specific management modes, drawn from literature reporting on German and Japanese business practice (Section 5).     

Strategic responsiveness and Bowman's risk–return paradox

One of the most enduring puzzles in the strategy literature is the negative association between risk and return known as the Bowman paradox. This paper formalizes a model of strategic conduct based on the concept of strategic fit and the heterogeneity of firm strategic capabilities. This model is shown mathematically to yield the negative association of the Bowman paradox. Furthermore, the model makes several other testable predictions. To examine these predictions, simulated data from the model are compared with a large empirical study of 45 industries during 1991–2000. The predictions of the model are consistent with the empirical data. Copyright © 2007 John Wiley & Sons, Ltd.     

Strategic orientation and top management attention to control systems

Management control systems are viewed typically as management-by-exception tools for implementing intended strategies. This study provides a different perspective by focusing on the way that top managers use specific control systems to focus organizational attention on strategic uncertainties and thereby guide the development of new strategic initiatives. Analysis of field-based data from 30 businesses in the U.S. health care products industry is used to develop a model and propositions that distinguish between interactive and diagnostic control systems, and illustrate the selective use of these systems in different strategic contexts.     

Strategic groups as reference groups: Theory,modeling and empirical examination of industry and competitive strategy

Previous studies on strategic groups have mainly focused on their static characteristics in order to test the theory of strategic groups and intraindustry performance differences (Porter, 1979; Cool and Schendel, 1988; Fiegenbaum and Thomas, 1990). In contrast, this study takes a longitudinal, dynamic perspective and describes the forces driving strategic group membership and structural evolution. It proposes that a strategic group acts as a reference point for group members in formulating competitive strategy. A partial adjustment model of strategic mobility is then developed which incorporates the idea of a strategic group as a reference group. It models strategic change in an industry both within and across strategic groups. The model is tested in the context of an in-depth industry analysis of the more significant firms in the insurance industry over the 1970-84 time period. The results suggest that strategic groups act as reference points for firm strategies and that predictions of future firm strategies and industry/group structures may also be successfully derived.     

Strategic alignment and performance of market-seeking MNCs in China

This study explores the environment–strategy–performance relation of foreign firms, especially those with a market-seeking mandate, in China. The results indicate that the Analyzer orientation is best suited to the turbulent Chinese market, which has been undergoing an economic transition in recent years. There is also a significant difference in financial performance among market-seeking MNCs depending on strategic orientations, with the Analyzer orientation producing the highest performance. The Prospector and the Defender orientations lead to poor financial performance because of the mismatch with China's market, which is highly dynamic and complex. Our findings reiterate the importance of understanding local market traits and opportunities and developing proper strategic configurations for market-seeking MNC subsidiaries, especially in an emerging economy like China. Copyright © 2001 John Wiley & Sons, Ltd.     

Strategic exchange in the development of Human Resource Information Systems (HRIS)

The potential of computerised human resource information systems (HRIS) is often not realised for several reasons. Taking a relational/processual rather than a systems approach, a case study of a global HRIS developement project is examined using strategic exchange to highlight important social considerations of organisational, group and individual projects.     

战略采购的过程模型及其作用模式

基于交易成本／交易效益双边动态理论，本文发展了战略采购的过程模型，提出战略采购是一个由市场替代企业、优化网络节点、固化网络联结和整合网络能力四个环节构成的过程．目的是推动企业和市场向网络变迁以获得交易成本的持续降低和交易收益的持续创造。文中还指出了不同条件下的战略采购作用机理。在买方优势条件下．采购战略贡献高的能力可以通过发展单联网络来实现．而采购战略贡献低的能力可以通过发展并联网络来实现；在供方优势条件下，采购战略贡献高的能力可以通过发展外拓网络来实现．而采购战略贡献低的能力可以通过发展外联网络来实现。最后，根据我国战略采购实践和理论现状提出提高我国战略采购水平的对策和进一步理论研究的建议。     

Strategic concepts as micro‐level tools in strategic sensemaking

Research Summary: The purpose of this article is to illuminate the role of concepts in strategic sensemaking. Based on a longitudinal real‐time study of a city organization, we demonstrate how the concept of “self‐responsibility” played a crucial role in strategic sensemaking. We develop a theoretical model that elucidates how strategic concepts are used in meaning‐making, and how such concepts may be mobilized for the legitimation of strategic change. Our main contribution is to offer strategic concepts as a missing micro‐level component of the language‐based view of strategic processes and practices. By so doing, our analysis also adds to studies on strategic ambiguity and advances research on vocabularies. Managerial Summary: Our analysis helps to understand the role of strategic concepts, that is, specific words or phrases with established and at least partly shared meanings, in an organization's strategy process. We show how adopting the concept “self‐responsibility” helped managers in a city organization to make sense of environmental challenges and to promote change. Our analysis highlights how such concepts involve ambiguity that can help managers to establish common ground, but can also hinder implementation of specific decisions and actions if it grows over time. We suggest that under environmental changes, development of new strategic concepts may be crucial in helping managers to collectively deal with environmental changes and to articulate a new strategic direction for the organization.     

新形势下的房地产企业的战略转型

面对新形势和房地产宏观调控政策，房地产企业应该尽快调整战略目标。完成战略转型，以此提高核心竞争力。在新形势下房地产企业应该从经营理念、赢利模式和产品结构上尽快完成企业的战略转型。     

Strategic decision making in business relationships: A dyadic agent-based simulation approach

This study employs agent-based simulation to model strategic decision making in business relationships, examining the influence of two important strategy drivers in business relationships (performance and power) on relationship success (relationship survival and performance). The study offers insights into the complex and evolutionary interaction and feedback effects between networking strategy choice, relationship performance and power. Findings show that although certain strategies may be desirable for firms to manage their business relationships, they are not necessarily as successful in all situations. Results indicate that a trade-off exists between relationship context and performance which needs to be considered in strategic networking decisions. Further, the study shows that too many strategy changes cause relationships to become unstable and thus negatively affect performance. The authors refer to this phenomenon as strategy volatility — the rate at which actors change their networking strategies within relationships. This phenomenon arises when too many variables influence firms' decision making and thus cause firms to frequently change their strategy. Although strategy volatility has a relationship safeguarding effect in the short term, this effect diminishes over time.     

Strategic planning in a turbulent environment: evidence from the oil majors

The long‐running debate between the ‘rational design’ and ‘emergent process’ schools of strategy formation has involved caricatures of firms' strategic planning processes, but little empirical evidence of whether and how companies plan. Despite the presumption that environmental turbulence renders conventional strategic planning all but impossible, the evidence from the corporate sector suggests that reports of the demise of strategic planning are greatly exaggerated. The goal of this paper is to fill this empirical gap by describing the characteristics of the strategic planning systems of multinational, multibusiness companies faced with volatile, unpredictable business environments. In‐depth case studies of the planning systems of eight of the world's largest oil companies identified fundamental changes in the nature and role of strategic planning since the end of the 1970s. The findings point to a possible reconciliation of ‘design’ and ‘process’ approaches to strategy formulation. The study pointed to a process of planned emergence in which strategic planning systems provided a mechanism for coordinating decentralized strategy formulation within a structure of demanding performance targets and clear corporate guidelines. The study shows that these planning systems fostered adaptation and responsiveness, but showed limited innovation and analytical sophistication. Copyright © 2003 John Wiley & Sons, Ltd.     

Strategic Orientation and Product Innovation: Exploring a Decompositional Approach

While a considerable body of research examines the strategic orientation–innovation relationship, findings in that literature have been mixed. This article calls attention to an underinvestigated problem: the composite, multidimensional conceptualization and measurement of most strategic orientations, which likely contribute to the mixed findings in the literature. To address this issue, the researchers explore a decompositional approach to the strategic orientation–product innovation relationship. The authors utilize the stimulus‐organism‐response framework to select, decompose, and recast a set of strategic orientation components previously identified to be essential to product innovation. To produce more nuanced insights, the authors also decompose product innovation outcomes into breakthrough versus incremental. Furthermore, the sample is decomposed by product type to assess the generalizability of the conceptual model across manufactured goods and services firms. The authors test the conceptual model with a sample of 222 executives of services and manufacturing firms in Germany and Switzerland using partial least squares. By decomposing the strategic orientation effects into direct, indirect, total, and specific components, the detailed empirical analysis yields several new insights. Overall, the results suggest that the relationship between strategic orientation and product innovation is more complex than previously identified in the literature. For example, the results demonstrate that technology orientation works to augment innovation differently in services versus manufacturing firms. More specifically, a focus on technology boosts only breakthrough innovation in manufacturing firms, and only indirectly by enhancing an organization's open‐mindedness. In contrast, services firms extract additional benefits from investing in technology directly (and for both incremental and breakthrough innovation), as well as indirectly by increasing open‐mindedness. The authors also identify complementary as well as suppressing effects on product innovation outcomes from different strategic orientation components. Based on the findings in this study, future research avenues are identified, and managers are advised to consider each component of alternative strategic orientations individually and evaluate the capabilities aligned with components to assess their interdependencies.