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.     

Size, strategic, and market orientation affects on innovation

Based on a random sample of 500 South Yorkshire non-hi-tech manufacturing small, medium-sized enterprises (SMEs) the quantitative findings support the hypothesis that size, strategic, and market orientation associate with innovation. The results show that prospectors are medium-sized companies and small companies, defenders. Prospectors are more innovative and market-oriented than defenders. The findings reveal that to succeed in an intense competitive environment, non-hi-tech manufacturing SMEs have to be proactive toward market opportunities, receptive to innovation and take the lead in new product innovation. However, their weaknesses include a lack of flexibility, a partial open culture and an organizational structure that impedes sustained innovation. This study addresses a gap in the literature, by linking innovation to the strategic orientation of the firm instead of examining firms' specific characteristics or the effects of external environment and structural factors. The research focuses on non-hi-tech manufacturing SMEs.     

企业战略业绩评价指标体系研究

构建企业战略业绩评价指标体系的现实作用在于强化企业战略管理,实现企业的战略目标。借助平衡记分卡的思想初步探讨企业战略业绩评价指标体系的基本框架,论述业绩评价指标的两个权变因素有利于实现企业管理的战略目标。     

Negotiation games with unobservable mixed disagreement actions

A negotiation model combines an alternating offers bargaining game with a normal form stage game that determines players’ (interim) disagreement payoffs. Busch and Wen [Econometrica 63 (1995) 545] investigated this negotiation model under the assumption that players’ past mixed disagreement actions are observable. The question arises if this assumption is a substantial restriction. In this paper, we adopt the more plausible assumption that only the realizations of past mixed actions are observable, and find that the set of equilibrium payoffs shrinks, compared to that when mixed disagreement actions are observable. We precisely identify the effects of the unobservability and characterize the limiting set of equilibrium payoffs as the two players become sufficiently patient.     

对战略管理会计相关问题的再认识

伴随着战略管理而产生的战略管理会计通过企业外部环境和竞争对手等相关战略信息的提供,协助企业制定、实施战略计划以取得竞争优势。本文对战略管理会计的基本内涵、研究的主要问题以及战略管理会计在我国的实践运用应注意的问题进行了初步地分析。     

中国企业非市场策略与行为研究--对海尔、中国宝洁、新希望的案例研究

本文基于内容分析法以三家企业（海尔、中国宝洁和四川新希望）为案例，研究了提升企业经营合法性的非市场策略与行为。研究结果表明．尽管不同企业采取了差异化的非市场策略．但这些策略和行为均有助于提升企业的经营合法性；将企业与已经获得合法性的事项（例如，政治事项等）、组织（例如，行业协会、政府等）或人员（例如，专家学者等）联系起来，是提升企业经营合法性的重要策略和途径：高管人员作为企业的代言人频繁参与非市场活动，则是企业提升经营合法性的普遍做法。最后。本文提出了相应的理论推断并为现实中企业的经营管理提出了可操作性建议。     

我国战略性贸易政策实践

本文对改革开放以来我国的战略性贸易政策实践进行了分析。虽然我国政府从未明确提出要实行战略性贸易政策,但是通过和日本经济高速增长时期的战略性贸易政策相比较,可以发现,在我国广泛推行的产业政策中,战略性贸易政策早就存在。只是由于产业组织政策失效所导致的市场竞争程度低下,使得我国战略性贸易政策的实施效果很不理想。因此,协调产业政策和竞争政策,打破地方保护,建立国内统一大市场就成为我国今后战略性贸易政策成功的关键。     

资本约束、宏观调控与商业银行战略转型

现阶段中国商业银行在发展过程中遭受了资本约束的困境,宏观经济波动性的增强使得宏观调控政策出现了更加频繁、更加市场化的新特征。为突破资本约束的困境和防范宏观调控带来的风险,商业银行必须进行战略转型,走低资本消耗、高盈利模式的集约化经营道路,一方面要认真分析宏观经济环境的变化以及宏观调控政策的新趋势,另一方面还要增强自身的风险管理能力以控制业务拓展和创新过程中带来的风险。     

我国上市公司策略性股票更名:战略转型还是高位套现？

本文发现上市公司进行策略性股票更名后并未出现实质上的转型举措,战略转型并非其更名背后的真实动机。进一步利用“新国九条”出台开展的自然实验,以及对股票减持动机存在差异的国有和非国有上市公司进行比较,我们发现,更名公司具有强烈的内在动机在通过更名抬高股价后减持套现,以获取短期投资收益。本文由此提醒我国资本市场的投资者,不宜把部分上市公司进行的上述策略性股票更名过度解读为上市公司未来进行战略转型的信号。     

Coping with the African Business Environment: Enterprise Strategy in Response to Institutional Uncertainty in Tanzania

Weak institutions, endemic market failures and low trust permeate the Tanzanian business environment. Nevertheless, some local enterprises overcome these challenges. Based on case studies of Tanzanian food processing enterprises, this paper identifies a number of coping strategies that contrasts markedly with the strategies traditionally emphasized by the strategic management literature: Instead of focus strategies, Tanzanian enterprises diversify; Instead of competitive strategies, Tanzanian enterprises adopt network strategies; And instead of internationalizing based on strengths, Tanzanian enterprises internationalize to overcome weaknesses. The paper traces these strategies back to specificities of the Tanzanian institutional environment and discusses implications for the strategic management literature.