基于供应链的集中式战略采购研究

在当今竞争激烈的市场环境中,采购管理逐渐成为企业新的利润创造源.基于供应链的集中式战略采购是指企业将采购职能和供应商资源跨部门集中管理,通过加强供应商合作,实现供应链总成本最低化和效率最大化的采购模式.该采购模式作为战略采购的深化,能够有效推动企业竞争力的提升.本文首先介绍集中式战略采购的内涵和特点,接着对该模式的竞争优势进行了深入分析,最后提出应用建议.     

Strategic Firm Behavior Under Average-Revenue-Lagged Regulation

Price caps have been shown to have incentive properties superior to traditional rate of return regulation. Average-revenue-lagged regulation (ARL) is attractive in that steady-state prices are known to be efficient. We show that the ARL scheme can be manipulated by the firm so as to yield the unregulated global profit maximum. While tests exist that can provide the regulator with evidence of this strategic behavior, we also demonstrate that the unregulated global profit maximum will not be attainable if Laspeyres (L) regulation is employed.Jel classification: L43, L51I would like to thank Michael Crew and an anonymous referee for their extremely helpful suggestions.     

我国企业实施战略管理会计的必要性和可行性研究

本文以知识经济和网络革命为背景，着眼于企业全球竞争和战略管理的迫切需要，对比传统管理会计与战略管理会计的优劣势，客观而又理性地分析在我国实施战略管理会计的必要性和可行性。     

金融控股公司组织效率的比较分析

金融控股公司、全能银行和战略联盟三者相比,金融控股公司和战略联盟的负向范围效率一般小于全能银行;金融控股公司的正向范围效率一般弱于全能银行而强于战略联盟.总体上,金融控股公司比战略联盟具有范围效率优势.     

企业组织创新的生态学透视

以信息技术为基础的知识经济的蓬勃发展使企业原有的组织形态越来越难以适应技术环境、社会环境的剧烈变化,从而使新一轮的组织创新研究和实践逐渐成为理论界和企业界的焦点。以生态世界观和方法论考察了组织创新的生态特征,解读了组织创新的生态规律,以期能为组织创新理论的研究提供启示。     

论战略联盟视角的企业知识获取与转移障碍

创新是企业获取持久竞争优势的不竭源泉。企业实现持久竞争优势的关键是有能力比竞争对手学习得更快。战略联盟为企业显性知识和隐性知识的学习提供了一个理想的平台。     

是什么妨碍了中国成为制造强国

我国已成为一个制造业大国，但还不是一个制造业强国。把我国建设成为一个民富国强的国家是几代中国人为之奋斗的理想。中国要成为一个现代化强国，必先成为一个制造业强国。中国制造业专用人力资源短缺，已成为阻碍中国成为制造业强国的一个关键因素。造成人才短缺的原因累积深厚，非一日可除之。必须从大局着眼，全社会重视，继续深化改革，方可消除积弊。     

The Importance of Social Capital to the Management of Multinational Enterprises: Relational Networks Among Asian and Western Firms

Social capital is an important concept for multinational firms. Firms operating in global markets rarely have adequate resources to compete effectively in global markets; they access the needed resources through formal and informal relationships with other firms. The cultures in Asian countries have emphasized relationships much more strongly than Western firms. Thus, relational capital, based on guanxi (China), kankei (Japan) and inmak (Korea), provides the framework for business dealings in many Asian countries. As a result, the social capital of many Asian firms gives them a potential competitive advantage in global markets. Western firms must develop social capital and learn to manage relational networks to gain and sustain a competitive advantage in global markets. Western firms can learn how to develop and manage social capital from Asian firms. Alternatively, social capital has some disadvantages. Firms are limited by their networks and thus experience opportunity costs and path dependence. Additionally, while Asian firms often have strong network ties in their domestic markets, they have to develop many more ties globally to operate effectively in global markets. As a result, the development and management of social capital has become of critical importance for competitive advantage in global markets.     

高科技企业的合约特征与企业家性质

本文试图说明，从传统企业到高科技企业在契约性质上实现了从劳动合约到知识合约的转变，高科技企业的合约特征是通过知识合约实现企业家的创新精神，是一种创新行为的特定制度安排。     

Agency hazards and alliance portfolios

Prior research over several decades has catalogued many positive motives underlying firms' decisions to engage in joint ventures and other forms of alliances. In this empirical analysis, we investigate whether agency problems brought about by the separation of ownership and control also stimulate the development of firms' joint venture portfolios. By focusing on joint ventures, as opposed to diversification in general or acquisitions, we address the recent debate on agency theory's domain. Results from a sample of U.S. manufacturing firms' alliance portfolios offer supporting evidence, and comparable findings are obtained for international and domestic joint ventures. Agency hazards are also found to bring about extensions of firms' nonequity alliance portfolios in both the international and domestic settings. Copyright © 2005 John Wiley & Sons, Ltd.