基于循环经济理论的企业信息化发展策略

当前市场环境变化频繁,资源严重浪费,发展基于循环经济的信息化已成为企业的重要战略之一。循环经济下企业信息化必须与环境要求、能源再利用要求相一致、相协调,才能为企业的资本配置作出贡献,减少自发环境污染、履行社会责任、提高企业可持续发展。因此,企业信息化强调发展经济和保护环境并重的目标导向。文章论述了发展循环经济对企业信息化建设造成的影响及提出的新要求,并针对该要求提出了信息化发展策略与发展过程中应该注意的若干问题。     

Antecedents of entry mode choice when diversifying

Corporate diversification is one of the broadest investigation topics in strategic management, but there are important gaps in the literature regarding entry mode choice. Few studies have examined the extent to which pre-entry conditions influence the choice of entry mode into new businesses. Past research has focused exclusively on internal development and acquisition as ways of entering new businesses, without considering the existence of hybrid forms, such as strategic alliances, that have experienced extensive growth during the last decade. Here we present an in-depth analysis of entry mode choice that uses an integrative perspective of corporate diversification and considers strategic alliances as an alternative to traditional approaches. A survey of 272 domestic diversifying entries by 155 Spanish firms allows us to characterize the use of cooperative agreements in diversification and to stress the role of inter-firm cooperation in acquiring the knowledge and capability required to grow into new businesses.     

实施多种营销策略 扩大电力市场占有率

供电企业营销的4项重点工作是增加销售电量、合理合法执行电价、及时回收电费和加强供电服务,其中增加销售电量扩大市场占有率最为关键。分析了当前制约销售电量增加的主要因素,提出了扩大市场占有率的多种营销策略和途径。     

Nested identities as cognitive drivers of strategy

Research Summary: Organizations face tensions to conform to industry norms for legitimacy yet differentiate for competitive advantage when implementing strategies. We suggest this tension is due to and resolved through organizations’ cognitive negotiations of multiple levels of identity. Through an inductive study in the recreational vehicle industry, we find that organizations concurrently draw on identities at the organizational, industry, and strategic group levels to formulate and enact specific competitive actions. Specifically, we find that organizational identity relates to decisions on product offerings; industry identity relates to downstream strategy; and strategic group identity relates to upstream strategy, firm boundaries, and expansion mode. Our findings highlight the importance of strategic group identity and inform a grounded model describing how organizations draw upon different levels of identity to influence strategy. Managerial Summary: Many managers experience tensions of differentiating their firms’ competitive actions from rivals, while conforming with industry norms and practices. In this article, we argue that a manager can navigate these tensions by understanding their firm, strategic group, and industry identities and how these identities interrelate. Through a qualitative case study of the U.S. recreational vehicle industry, we show that each level of identity influences different competitive actions, with firm identity connected to product offerings, industry identity related to managing downstream distribution, and strategic group identity related to firm boundary and acquisition strategies. Overall, strategic group identity is the most critical for managers as this level filters how they view competitors and provides the rules of competition.     

创新项目组合管理绩效关键影响因素的实证研究

为了维持长期的竞争优势,企业需要不断进行技术创新和产品创新。如何在有限的研发资源下使创新项目组合的绩效最大化是企业进行创新管理中面临的主要问题。本文从创新项目组合的战略一致性、平均项目绩效和业务协同3个指标来度量创新项目组合管理绩效,并从流程和管理者的视角研究其关键影响因素。通过实证研究发现,高管参与和项目组合管理流程的设计与实施对项目组合的战略一致性有显著的正向影响;高管参与、项目经理胜任力和项目终止质量对平均项目绩效有显著正向影响;项目经理胜任力、项目组合管理流程的设计与实施和项目中止质量对业务协同有显著正向影响。     

日本能源政策演变的经验

分析了日本不同发展时期的能源政策调整动因以及能源政策对能源结构的影响;介绍了日本能源政策调整的最新动态。日本政府注重制定着眼未来、目标明确的能源总体战略,大力推进节能措施,建立全方位的能源国际合作、加强政府与民间合作及培育强大的能源公司等经验值得我国借鉴。     

The effects of strategic and market complementarity on acquisition performance: evidence from the U.S. commercial banking industry, 1989–2001

Most traditional research on mergers and acquisitions tends to focus on the role of similarity in explaining acquisition performance. While scholars have recently begun to examine acquisition complementarity, there is still little evidence concerning how complementarity influences acquisition performance. Further, previous research has not drawn the connections between related contexts and the potential benefits from complementarity. In this article, we move the study of acquisition complementarity forward by investigating the effects of strategic and market complementarity on acquisition performance in the context of related horizontal acquisitions. We also propose that two key attributes of acquirers—strategic focus and out‐of‐market acquisition experience—will moderate this relationship. We investigate our research questions in the context of all 2,204 acquisitions made by publicly traded U.S. commercial banks during the 12‐year period from 1989 to 2001. Our findings are generally supportive, suggesting complementarity is an important antecedent of acquisition performance, and raising important issues on the nature of acquisition research in general. Copyright © 2009 John Wiley & Sons, Ltd.     

Managing knowledge in foreign entry strategies: a resource‐based analysis

International strategies vary in their potential to exploit and augment a firm's resources, especially its knowledge base. Resource‐based analysis suggests clustering the diverse entry modes in terms of their exploitation and augmentation characteristics. We thus introduce a new categorization of entry modes based on their potential to augment the resources of an entrant. We then explore the antecedents of these modes, and advance testable propositions delimiting for which firms and in which circumstances each mode maximizes long‐term value creation. Finally, we outline how our resource‐based framework complements transaction‐cost‐based frameworks. Copyright © 2009 John Wiley & Sons, Ltd.     

Product‐market strategy and the marketing capabilities of the firm: impact on market effectiveness and cash flow performance

We report on two studies (a single and a multi‐industry) that empirically investigate a nomological network of relationships between strategic business unit product‐market strategy (differentiation, cost‐focus, and product‐market scope), marketing capabilities (architectural and specialized capabilities, as well as their integration), and business unit performance (market effectiveness and subsequent one‐year objective cash flow), along with a series of controls. Addressing important lacunae in the resource‐based view our main research objective is to augment understanding of how critical firm‐level marketing capabilities enable the realization of strategy, thus, further advancing both the resource‐based view and more recent capabilities theorizing. Specifically, we test seven hypotheses and find strong evidence that both architectural and specialized marketing capabilities, and their integration, positively mediate the product‐market strategy and derived business unit performance relationship. In contrast to many extant studies, both survey and objectively measured data are combined, and because the secondary data collected contains both resource‐level (input) data and subsequent one‐year financial data, a higher level of confidence may be attributable to our findings. Copyright © 2009 John Wiley & Sons, Ltd.