Two are Better Than One: The Link Between Management Systems and Business Performance

Little is known about the complementary performance benefits associated with facilities’ combined use of both quality management systems (QMSs) and environmental management systems (EMSs), and how these performance benefits might differ from those associated with facilities’ use of only one of these management systems (or neither). We suggest that complementarities arise because each management system fosters the development of internal capabilities that facilitates the adoption and routine operationalization of the other, while maintaining differentiated goals that enhance strategic value. We examine these relationships using a sample of 2619 manufacturing facilities operating within six OECD countries, while controlling for self‐selection issues. Our findings support the idea of complementarity, in that facilities that adopt both QMS and EMS are more associated with positive business performance than facilities that adopt either a QMS or an EMS on its own, or no management system. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment     

Planned or Emergent Strategy Making? Exploring the Formation of Corporate Sustainability Strategies

In strategy research, there is a consensus that strategy making resides on a continuum from planned to emergent where most strategies are made in a mixed way. Different contingency factors have been suggested to explain the factors that influence strategy making. Sustainability research seems to overlook most of this development and assumes instead that sustainability strategies are made in a purely planned way. We contribute to a better understanding of the role of different strategy making modes for sustainability in three ways. First, we point to the bias towards planned strategy formation in sustainability research. Second, we propose a new contingency factor to help explain sustainability strategy making based on the nature of the problem addressed. Third, we discuss strategy making for different types of sustainability problems. We argue that planned strategy making is expected for salient and non‐wicked problems while emergent strategy making is likely for non‐salient and wicked problems. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment     

Competitive advantages of the mobile phone operators in the Asia Pacific region: analysis from the strategic groups approach

This paper studies the existence of strategic groups in the mobile phone industry. The analysis has been conducted in an international context characterised by major differences in regional wireless infrastructures, types of customers, government regulations and economic development, such as the Asia Pacific region. The purpose is to find the competitive advantages of the groups identified and the strategies that have led them to achieve them. The empirical research was carried out using data from a sample of the 28 largest firms of the industry in 2013. The results reveal the existence of three different strategic groups pursuing different strategies. The main determinant variables of the competitive advantages are price and size. The differences in environmental characteristics in this industry might explain the formation of strategic groups.     

中国钢铁行业实行战略性贸易政策的适用性分析

战略性贸易政策是20世纪70年代产生于美国的一种新的贸易政策理论,突破了规模经济和完全竞争的假设,认为政府对贸易的干预有助于提高一国的贸易福利水平。本文通过对战略性贸易政策的前提假设的分析,结合我国钢铁行业发展现状,认为目前应当实行战略性贸易政策以推动我国钢铁行业的发展,并对此提出了相关的政策建议和措施。     

战略营销学教学研究中的案例方法

案例方法是多层次商科教学研究中重要的方法。战略营销学的商科学科特点要求其在教学研究中使用案例方法，案例方法的使用受案例方法一般性分析的规制。基于战略营销学的学科发展、内涵界定与学科特点及案例方法的一般性分析．讨论了案例方法在战略营销学教学研究中的应用。     

中国-东盟“南南竞争”区域生产 网络价值创造战略途径探寻

探寻“南南竞争”属性下的中国-东盟区域生产网络价值创造机理，具有重要的理论和现实意义。本文构建了“南南竞争”下的中国-东盟区域生产网络价值驱动要素体系，其中区域生产网络中企业与顾客间的“协同价值”，中国-东盟间民族国家的“竞合关系”，中国-东盟空间内的“地点资源”组合，11国政府的“政治治理”，是决定与驱动中国-东盟区域生产网络有效价值创造的“四辆马车”。在此基础上，本文对中国-东盟区域生产网络各价值要素结构逐次进行了深入剖析，以探寻能有效创造中国-东盟区域生产网络价值的战略途径。     

Human resource management and organizational strategies in German- and US-owned companies

The development of the international economy over the past twenty years has bred considerable diversity in the form and substance of employment relations (labour-management relations, human resource management practices) throughout the world. Cases of ‘social partnership’ are today found in the ‘free market’ United States economy; some companies operating in Germany's ‘social’ market economy are rejecting traditional forms of social partnership in the name of more unilateral strategies.

This paper examines (a) the extent to which ‘strategic diversity’ – variation in human resource strategies and policies – is possible within the heavily institutionalized, co-operative and codeterminative German economy, and (b) how managers perceive the effects of different kinds of HR approaches on organizational change and industrial adjustment. It is based on empirical evidence drawn from seven large chemicals companies operating in Germany – three of them US-owned firms and four German-owned.

The main conclusions are that considerable strategic diversity is possible within the German context, and that managers perceive distinct costs and benefits to specific aspects of the typically American ‘unilateral’ style and the more German ‘negotiated’ approach to structuring the relationship with human resources. The paper concludes with a discussion of the implications of these trade-offs for the transferability of HR strategies across international borders, giving special attention to policies to avoid some of these potential costs.     

我国战略性新兴产业发展的税收政策研究——以相关上市公司为例

本文基于我国战略性新兴产业的发展现状,采集我国战略新兴产业各个类别产业的上市公司的客观数据,实证研究上市公司的税收政策对这些公司技术创新的影响,从实证结果来看,这些优惠政策对上市公司的技术创新具有重大的积极促进作用,因此在最后从国家政策层面提出完善我国战略性新兴产业税收政策的建议措施。     

基于关键因素的战略网络节点选择建模分析

文章在充分考量战略网络需求以及网络获取资源3种可能途径的情况下，以兼容性、能力、可信赖度和合作意愿四个关键维度为基础，提出战略网络节点选择的评价模型，并针对如何确定评价指标的权重提出解决方法。