加强组班管理提高施工企业盈利水平

施工企业面临的市场竞争日趋激烈,施工任务不足,施工利润逐年下滑,加强内部管理,尤其是加强班组管理,是遏制利润下滑,提高盈利水平的关键所在.     

行业的进入壁垒和盈利水平分析——以互联网银行业为例

伴随着互联网技术的快速发展,互联网金融应运而生,随之兴起的还有互联网银行业。因此,本文以互联网银行业为例并对其行业进入壁垒和盈利水平进行分析,一方面,选题具有新颖性;另一方面,分析内容对目前较为稀缺的互联网银行业的研究和探索也有一定的补充意义。     

提高企业竞争力的策略研究

随着改革开放的不断深入,国内市场发育的日益成熟,企业间的竞争越来越激烈,研究当代企业竞争的特征,并有针对性的选择提高企业竞争力的策略成为企业发展,适应市场竞争的当务之急。     

企业的竞争优势来源及其战略选择

本文在综合产业分析理论与核心能力理论的基础上,提出了一个分析企业竞争优势来源的动态架构,即“产业景气-战略群组-核心能力”这样一个一般分析范式。同时刻画了企业所处的“竞争优势空间”,分析了在位企业和潜在进入者如何根据这一范式制定有效的竞争战略。     

化纤生产企业不同盈利能力下的产销策略

介绍了化纤生产企业在特定的市场环境下，结合生产企业的特点，根据产品的盈利能力进行产销决策，制定产销策略的方法。     

我国房地产企业市场定位策略研究

我国房地产企业市场定位目前存在着产品定位不准确、客户管理不到位、销售过程管理不规范和缺乏战略规划等问题。房地产企业市场定位决定了企业的成败，只有通过准确地定位，房地产企业才能取得成功。房地产企业市场定位策略包括产品定位策略、品牌定位策略和企业战略定位策略。     

趸售供电企业的大工业用电盈利分析及营销策略

针对趸售供电企业反映强烈的“对大工业用电执行两部制电价会造成亏损”问题，本文以河北南网的现行电价及结算政策为例，对大工业用电购、售电价水平和盈利能力进行了分析，就如何提高大工业售电均价提出若干建议，认为趸售企业只要加强营销管理，合理控制线损。充分运用现有电价政策，采取适当的市场营销策略，完全能够实现合理的利润水平。[编者按]     

对企业保持长期竞争优势的思考

<正> 美国著名竞争战略专家迈克尔·波特认为,一个公司要长期维持高于平均水平的经济效益,必须有持久的竞争优势。低成本和差异化是两种最基本的竞争优势,如果把这两种优势与公司谋求获得优势活动范围相结合,就可以得出三个基本竞争战略,即成本领先、差异化和集中一点。     

商业方法专利时代企业竞争策略研究

与技术专利时代相比，在商业方法专利时代企业的竞争规则发生了根本的改变。如何在商业方法专利时代建立新的竞争优势是企业面临的重要挑战。本文在介绍商业方法专利起源和发展的基础上，分析了我国企业在商业方法专利时代所面临的主要问题，并研究了相关的竞争策略。     

Strategic groups as subsets of strategic scope groups in the Belgian brewing industry

This research report proposes a distinction between strategic scope groups and strategic groups whereby strategic groups are delineated within strategic scope groups. A strategic scope group (SSG) includes firms within an industry that define their business using a four-dimensional ‘strategic space’ consisting of buyer types, product types, geographical reach and level of vertical integration, in a similar way. Within each SSG there may be several strategic groups (SGs). An SG includes firms within an SSG that deploy their resources in a similar way and that compete in the same way. While all firms within an SSG may compete against each other, firms within the same SG compete against each other in a similar way. Within the brewing industry in Belgium five SSGs could be identified. These SSGs differ statistically significantly on a risk-adjusted return on assets measure. SGs themselves did not differ on this performance measure. One may therefore conclude that mobility barriers between SSGs are higher than they are between SGs. © 1997 by John Wiley & Sons, Ltd.     

Do strategic groups differ in reputation?

While most strategic group research has focused on performance implications, we consider the relationship between strategic group membership and reputation. Using strategic group identity and domain consensus concepts, we propose strategic groups have different reputations. We find significant differences exist in reputation across three identified strategic groups of U.S. property/casualty insurers, supporting our contention that reputation is a multilevel concept. Post hoc analyses suggest strategic groups with higher reputation also have higher performance on some critical measures, indicating reputation may be a mobility barrier beneficial to members of certain groups. Practitioner implications include challenges of within‐group differentiation in firm reputation. Copyright © 2000 John Wiley & Sons, Ltd.     

群体公民行为塑造:基于柔性激励的战略人力资源实践耦合模型

基于对群体公民行为内涵的不同诠释,探索中国情境对管理实践和群体公民行为的影响,分析柔性激励融入人力资源实践对群体公民行为各维度的积极作用。从战略人力资源实践的层面,剖析中国情境下群体公民行为的塑造机理,构建和验证基于柔性激励的战略人力资源实践(SHRP)耦合模型。通过SHRP的驱动、保障及执行力三个子系统的互动,共同塑造群体公民行为,并形成基于柔性激励的SHRP与群体公民行为的耦合。其中,长期雇佣政策对中国情境的群体公民行为塑造有特殊意义,而跨边界绩效管理在中国组织SHRP中需要得到进一步完善。     

Firm,industry, and strategy influences on choice of downsizing approach

This study represents a step toward a more sophisticated and grounded understanding of downsizing. The author sharpens the concept of downsizing by identifying and distinguishing among different resource-reduction approaches. Then, drawing upon exit and mobility barrier theory, firm, industry, and strategy influences on choice of downsizing approach are examined. Findings suggest that characteristics of a firm's resources and the resale market for those resources differentially influence broad and focus firms' choice of downsizing approach. © 1998 John Wiley & Sons, Ltd.     

德国RWE能源集团的经营特点分析

作为拥有百年历史的欧洲大型能源企业，德国RWE能源集团以在欧洲大陆经营电力、天然气为主营业务，通过强化战略管理、业务一体化运作、积极开拓邻国能源市场、加快新技术开发应用等一系列举措实现了企业持续稳定发展。概要介绍了RWE的主要业务、组织机构，分析了其在煤电一体化、并购等方面的经营特点和发展动态，提出了对我国能源企业的启示。     

Managerial cognition and the mimetic adoption of market positions: what you see is what you do

Managers planning to abandon a market position need to find a promising alternative, and face a choice of inventing a new market position or entering an existing one. The great uncertainty on the consequences of different actions leads them to rely on other organizations for information on how to compete, making adoption of existing market positions likely. Their wish to avoid direct rivalry and maximize growth leads them to seek out information on new market positions with few incumbents. As a result, recently innovated market positions are mimetically adopted by organizations that can easily observe previous adoptions and see them as relevant to their market situations, increasing the market differentiation. This theory is tested and supported by analysis of the spread of new radio formats in the United States. © 1998 John Wiley & Sons, Ltd.     

Strategic decision-making processes: the role of management and context

This paper investigates the relationship between the process of strategic decision-making and management and contextual factors. First, drawing on a sample of strategic decisions, it analyzes the process through which they are taken, into seven dimensions: comprehensiveness/rationality, financial reporting, rule formalization, hierarchical decentralization, lateral communication, politicization, problem-solving dissension. Second, these process dimensions are related to (1) decision-specific characteristics, both perceived characteristics and objective typologies of strategic decisions, (2) top management characteristics, and (3) contextual factors referring to external corporate environment and internal firm characteristics. Overall, the results support the view that strategic decision processes are shaped by a multiplicity of factors, in all these categories. But the most striking finding is that decision-specific characteristics appear to have the most important influence on the strategic decision-making process, as decisions with different decision-specific characteristics are handled through different processes. The evident dominance of decision-specific characteristics over management and contextual factors enriches the traditional ‘external control’ vs. ‘strategic choice’ debate in the area of strategic management. An interpretation of results is attempted and policy implications are derived. © 1998 John Wiley & Sons, Ltd.     

Strategic human capital management in the context of cross‐industry and within‐industry mobility frictions

Research Summary: We develop and test a theory examining how frictions that restrict mobility across industries and frictions constraining mobility within an industry can co‐occur to effectively isolate individual human capital, ultimately changing the firm's make‐versus‐buy decision for human capital. Empirically, we demonstrate that when cross‐industry frictions in the form of limited skill transferability and within‐industry frictions in the form of noncompete enforceability are both present, employees exhibit longer tenures, firms hire workers with less initial experience, firms change the amount and nature of training provided, and wages marginally increase. These findings suggest that sufficiently strong and complementary mobility frictions shift the emphasis of firms’ human capital management practices toward internal development of human capital relative to acquisition on the external market. Managerial Summary : In the face of frictions to employee mobility both within and across industries, which we capture empirically using measures of noncompete enforceability and limited skill transferability across industries, firms tend to hire less experienced workers, such workers exhibit longer tenures, and firms invest more in their training, particularly in the development of new skills. Our findings imply that for firms operating under such complementary frictions, better hiring and internal development capabilities are particularly important for performance, while those firms without such capabilities may benefit from considering ways to circumvent the mobility frictions, including moving out of the focal state or lobbying for different noncompete laws.     

企业经营的价值构成与战略权衡

企业为顾客所提供的产品或服务的总价值由顾客价值与企业价值构成。相对于同业中的竞争者或历史上的企业自身，如果企业更能创造顾客价值，则可认为企业有当下经营优势；如果企业更能创造顾客价值与企业价值，则可认为企业有持续经营优势。顾客价值与企业价值是企业经营过程中既对立又统一的两个方面。如何跨期考虑顾客价值与企业价值之间的比例关系，是企业应该而且必须做出的战略权衡。     

Firm entry and firm growth

This paper reports on the importance of firm entry and growth flows in Portuguese manufacturing during the period 1982–86, and investigates their determinants. We find that both movements are induced by past profitability and deterred by economies of scale, product differentiation and sunk costs. The analysis does not reject the hypothesis that the determinants of firm entry and growth are quantitatively the same, thereby giving some support to the hypothesis that entry and expansion are close substitutes in absorbing industry excess profits, and that the choice between them does not depend on the height of the entry/mobility barriers.