战略供应链的形成机理及其在钢铁行业中的实践——宝钢构建战略供应链案例分析

应用交易费用经济学有关理论分析了战略供应链的形成机理，指出战略供应链是能稳定交易关系、提高进入壁垒、降低交易费用的双边规制结构，并通过对宝钢被动接受71．5％这一极不合理的2005年铁矿石价格上涨幅度的案例进行分析．指出构建战略供应链对宝钢及中国钢铁业夺取铁矿石定价权有重要意义，同时全面构建战略供应链系统是中国钢铁产业提升自身综合竞争力的必然选择。     

Theoretical implications from the case of performance-based human resource management practices in Japan: management fashion,institutionalization and strategic human resource management perspectives

In Japan, a new type of human resource management (HRM) practices called ‘performance-based HRM practices’ (seika-shugi in Japanese) emerged in the 1990s, and has been adopted by many Japanese firms. In this paper, I illustrate how these type of practices emerged as a management fashion, diffused across a large number of Japanese firms, and became institutionalized in the Japanese business context; and discuss the relationship between performance-based HRM practices and firm performance. This illustration is used to develop a theoretical framework to better understand the relationship between HRM practices and firm performance by integrating theories of management fashions, institutionalization and strategic HRM. Suggestions for future research are also discussed.     

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.     

审计委员会财务专长对管理层策略性披露行为的治理效应——基于“管理层讨论与分析”的证据

在中国资本市场中,审计委员会对管理层策略性披露行为是否有治理效应尚未引起重视。因此,以2014—2019年沪市A股上市公司披露的“管理层讨论与分析”为研究对象,从文本信息的语调和可读性两个视角出发考察这一治理效应。研究发现,审计委员会财务专长能够对管理层策略性披露行为起到治理作用,对管理层操纵语调行为的治理作用在披露“好消息”的企业更为显著,对管理层操纵可读性行为的治理作用在“好消息”“坏消息”之间无显著差异,且上市公司所在省份的市场化进程对两者间关系起到了正向调节作用。这一研究不仅从形式质量维度拓展了管理层策略性披露的相关研究,而且为审计委员会的履职效用提供了新证据,进而有助于审计委员会制度的完善。     

Combining the technological innovation systems framework with the entrepreneurs’ perspective on innovation

For their technological sustainability innovations to become successful, entrepreneurs can strategically shape the technological field in which they are involved. The technological innovation systems (TISs) literature has generated valuable insights into the processes which need to be stimulated for the successful development and implementation of innovative sustainability technologies. To explore the applicability of the TIS framework from the perspective of entrepreneurs, we conducted a case study in the Dutch smart grids sector. We found that the TIS framework generally matches the perspectives of entrepreneurs. For its use by entrepreneurs, we suggest a slight adaptation of this framework. The process ‘Market formation’ needs to be divided into processes that are driven by the government and processes that are driven by entrepreneurs. There should be a greater emphasis on collaborative marketing, on changing user behaviour and preferences and on the development of fair and feasible business models.     

工商银行一级支行战略管理研究

工商银行目前的组织架构分为总行、一级分行、二级分行、一级支行、二级支行(分理处、储蓄所)五个层次,每个层次在职能、资源(包括权力、信息等)、工作环境、运作方式等方面均有不同的性质和特点。本文引用母公司与子公司分层次战略管理原理,通过对某支行发展战略的实证研究,指出了一级支行以往经营管理中存在的脱离实际、盲目发展、短期行为等问题;论证了一级支行既要强化统一法人意识、严格执行上级行发展战略,又要适应外部发展环境、发挥自身竞争优势,实现可持续发展的战略管理思想;举证了一级支行实施战略管理的SWOT模型,对一级支行经营管理,提升核心竞争力具有现实意义。     

Firm,strategic group,and industry influences on performance

A long‐standing debate has focused on the extent to which different levels of analysis shape firm performance. The strategic group level has been largely excluded from this inquiry, despite evidence that group membership matters. In this study, we use hierarchical linear modeling to simultaneously estimate firm‐, strategic group‐, and industry‐level influences on short‐term and long‐term measures of performance. We assess the three levels' explanatory power using a sample of 1,165 firms in 12 industries with data from a 7‐year period. To enhance comparability to previous research, we also estimate the effects using the variance components and ANOVA methods relied on in past studies. To assess the robustness of strategic group effects, we examine both deductively and inductively defined groups. We found that all three levels are significantly associated with performance. The firm effect is the strongest, while the strategic group effect rivals and for some measures outweighs the industry effect. We also found that the levels have varying effects in relation to different performance measures, suggesting more complex relationships than depicted in previous studies. Copyright © 2007 John Wiley & Sons, Ltd.     

Specificity and opacity as resource-based determinants of capital structure: evidence for Spanish manufacturing firms

In this work we develop an analytical framework to examine the effects of strategic investments on the financial policy of the firm. From the resource-based approach of the firm, nontradable and difficult-to-copy assets are the basis of a sustainable competitive advantage. However, imperfections in the resource markets can also be interpreted as sources of costs and/or restrictions from a financial point of view. Specificity and opacity are the features of strategic resources that enable us to identify the financial implications of the resource-based strategy. We have tested our theoretical framework using a sample of Spanish nonfinancial firms. Our results show that highly specific and opaque resources limit the borrowing capacity of the firm, while other transparent strategic assets affect financial leverage positively. Our findings suggest two main implications for strategy formulation and implementation: (1) there are unobservable financial costs that must be considered for a correct evaluation of a sustainable competitive advantage based on strategic resources; and (2) the financial policy of a ‘resource-driven’ firm is partially determined by the features of its strategic resource bundle. Copyright © 2001 John Wiley & Sons, Ltd.     

21世纪初我国石油储备的战略与布局

随着中国对进口石油依赖程度的日益加深，中国政府孕育已久的国家战略石油储备已经进入实施阶段，首批四大战略石油储备基地的建成和启用，标志着中国结束了没有战略石油储备的历史。在介绍石油储备的国际渊源的基础上，分析了中国首批国家规划的四大战略石油储备基地的具体区位布局特征，并提出未来适合我国国情的战略石油储备基地布局的建议。     

Network structure and innovation: The leveraging of a dual network as a distinctive relational capability

This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm ties and two alternative network architectures (a ‘strong ties network’ and a ‘dual network’) impact the innovative capability of the lead firm in an alliance network. I answer these intrinsically cross‐level research questions by examining how three design‐intensive furnishings manufacturers managed their networks of joint‐design alliances with consulting industrial design firms over more than 30 years. Initially, in order to explore the sample lead firms' alliance behavior, I advance an operationalization of interorganizational tie strength. Next, I unveil the strengths of strong ties and the weaknesses of a strong ties network. Finally, I show that the ability to integrate a large periphery of heterogeneous weak ties and a core of strong ties is a distinctive lead firm's relational capability, one that provides fertile ground for leading firms in knowledge‐intensive alliance networks to gain competitive advantages whose sustainability is primarily based on the dynamic innovative capability resulting from leveraging a dual network architecture. Copyright © 2007 John Wiley & Sons, Ltd.