基于数据包络分析方法的战略集团划分研究

通过对战略集团的核心概念———战略的本质特征分析,基于以资源为基础的理论视角,提出将效率作为识别战略集团移动壁垒的主要依据。运用DEA相对效率评价和聚类方法对行业内企业进行战略集团划分,并运用统计分析验证研究中战略集团实际存在和集团间企业绩效差异的假设和研究方法的合理性。以期克服选择不同战略维度的主观性缺陷,使得战略集团的识别更加客观、明确。     

Paul D. Reynolds: Entrepreneurship Research Innovator,Coordinator, and Disseminator

Paul Davidson Reynolds is the 2004 winner of the International Award for Entrepreneurship and Small Business Research. In this article Professor Reynolds’ contributions are summarized in terms of four sets of triplets. The first is as innovator, coordinator and disseminator of novel and important empirical research studies. The second triplet concerns the main areas of his contributions: regional variations in entrepreneurial activity, nascent entrepreneurship and firms in gestation and international comparisons of the prevalence of entrepreneurial activity. The third set of triplets concerns what aspects of the research process he has contributed to: development of new empirical methods to research entrepreneurship; coining of new concepts that now permeate this field of research, and provision of important empirical results. The final set of triplets concerns the audiences to which Reynolds’ research appeal: researchers, policy-makers and business practitioners. It is concluded that although his contributions are many and of different kinds, the single most important one is that his research has made it increasingly unreasonable to theorize and design research as if the economy essentially consisted of a relatively stable core of large, established firms and entry and exit of new firms were relatively infrequent, marginal and insignificant.     

Market-focused management: Human resource management implications

Under market-focused management (MFM) the whole organization is engaged in the satisfaction of customers' needs—so much so that MFM becomes the philosophy and modus operandi of doing business and customers become the reason for the organization's existence. If this is to happen, human resource philosophies, policies, and practice must be conducive to MFM. The objectives of this article are to briefly review the implications for human resource management. The merits of adopting the business philosophy of MFM as compared to other traditional alternatives have been discussed in detail elsewhere (Webster, 1992; Day, 1990; Kohli and Jaworski, 1990; Narver and Slater, 1990; Grover, 1995). Here we focus on describing human resource philosophy, policies, and practices options that are affected by MFM.     

Stakeholder Learning Dialogues: How to Preserve Ethical Responsibility in Networks

The shift in corporate strategy, from vertical integration to strategic alliances, has developed hand in hand with the evolution of organizational structure, from the vertically integrated firm to the network organization. The result has been the elimination of boundaries, more flexible organizations, and a greater interaction among individuals and organizations. On the negative side, the specialization of firms on single areas of competence has resulted in the disaggregation of the value chain and in the disaggregation of ethical and legal responsibility. To illustrate this point, the paper considers some cases, such as the case of the "beer girls" of Southeast Asia, who are used unethically by distributors to sell beer and liquor. To deal with the problem of the disaggregation of ethical responsibility, managers can use organizational culture and ethical values to control the performance of employees and of other organizations. Contemporary developments in business ethics also offer tools for dealing with the problem. For example, "global corporate citizenship," integrated social contracting theory, and stakeholder learning dialogues provide ways of integrating the interests of all stakeholders. The task is now to use these new approaches to create a governance process that incorporates the voices of all stakeholders, especially the voices of those stakeholders that have legitimate and urgent moral claims, but lack the power to establish those claims.     

The Role of Strategic Conversations with Stakeholders in the Formation of Corporate Social Responsibility Strategy

This paper explores the role of strategic conversations in corporate social responsibility (CSR) strategy formation. The authors suggest that explicitly engaging stakeholders in the CSR strategy-making process, through the mechanism of strategic conversations, will minimize future stakeholder concerns and enhance CSR strategy making. In addition, suggestions for future research are offered to enable a better understanding of effective strategic conversation processes in CSR strategy making and the resulting performance outcomes.     

中国企业海外并购中的风险控制

随着海外业务的拓展和直接投资规模的扩大,中国企业海外并购的风险也逐渐暴露出来,应引起足够的重视。在海外并购中,前期的战略选择阶段、中期的评估实施阶段和后期的并购整合阶段都存在着相应的风险,控制各个阶段的风险应制定明确的海外并购战略规划,深入评估并购目标的真实价值,选择有利的并购方式和并购方案,重视并购后的文化整合,加强国际化管理人才的培养和使用以及加强政府的作用。通过对风险的控制和化解,达到促进我国企业积极拓展海外业务、提高我国企业国际知名度的目的。     

从我国石油进口依存度持续上升看建立战略石油储备的必要性

自1993年成为石油净进口国以来，我国的石油进口依存度持续上升，而从2003年开始，国际石油价格也一直保持上升势头，石油进口需求量与价格同步上升的局面，使我国在国际石油市场上极为被动。本通过分析，认为我国应尽快建立战略石油储备，以争取在国际石油市场上的主动权。     

论多元化战略的实施

多元化与专业化两种战略形式孰好孰劣已成为专家学者争论的焦点,选择多元化战略作为对象,分析了实施多元化战略的原因,列举出一些进入准则,总结了一些企业实施多元化失败的原因和教训,驳斥了“多元化陷阶”的说法,并提出正确实施多元化战略应该注意的一些问题。     

论战略联盟相互信任的前置因素之一：双方力量的对比

良好的信任关系有利于提高竞争性联盟的绩效水平,力量对比关系是影响信任水平的前置因素之一。竞争性联盟各方力量的对比会影响联盟成员对未来的预期,当联盟内部力量对比均衡时,成员彼此注重长期行为,反之容易导致短期行为并使得信任关系破裂。本研究运用重复博弈理论解释了非均衡力量对比关系的竞争性联盟不利于联盟成员间信任关系的建立,而均衡力量对比关系的竞争性联盟则有利于联盟成员间的相互信任。     

基于衰退产业的企业创新战略探讨

企业发展直接与其所处的产业生命周期密切相关,衰退产业是一种越来越普遍的产业形态,企业为了摆脱衰退困境,应该树立危机意识,正确识别衰退,认识到以产业转型为核心的战略创新是企业创造竞争优势的主要源泉,并在此基础上结合企业自身特点选择科学的战略创新模式。