竞争优先权与供应链战略匹配关系研究

研究了竞争优先权与供应链战略之间的匹配关系,把优先权战略区分为成本优先权、质量优先权、时间优先权和柔性优先权,把供应链战略区分为精益供应链战略和敏捷供应链战略。通过理论分析指出,不同的优先权战略与供应链战略之间存在一定的匹配关系,在此基础上提出了一个战略匹配模型以及一组理论假设,并通过中国制造业数据对提出的理论模型进行了检验。     

产品模块化对企业竞争优势的影响机理研究

利用珠三角大中型制造企业的调查数据,分别检验了战略柔性(先动柔性、响应柔性)、环境动态性在产品模块化(模块化设计、模块化生产)与竞争优势(品牌优势、大规模定制优势)间的中介与调节作用。结果表明:产品模块化对竞争优势有显著正向影响;产品模块化通过战略柔性完全中介作用于品牌优势;响应柔性在模块化设计、模块化生产与大规模定制优势的关系中分别起完全和部分中介作用,先动柔性则没有;环境动态性正向调节模块化生产与品牌优势的关系,负向调节模块化设计与竞争优势的关系,而在模块化生产与大规模定制优势关系中的调节作用不显著。     

合作电子商务价值创造的实证研究：情景双元理论

 开展企业间合作电子商务已经成为企业获取电子商务价值的关键路径。有研究认为具备情景双元性的企业能够获取合作电子商务活动的长期成功，然而关于情景双元性的前因，已有研究主要关注组织内的相关因素，缺乏对组织间合作商务管理因素的考虑。在合作电子商务的背景下，焦点企业需要构建一种企业间商务管理机制(即企业间情景)，同时追求企业间整合性和适应性，进而获取合作电子商务价值。        基于组织情景双元理论，从合作商务管理的视角，实证研究企业间IT治理(包括正式治理和关系治理)对电子商务双元能力(包括电子商务整合能力和电子商务适应能力)的使能作用以及电子商务双元能力的价值驱动机制。采用问卷调查法，收集205家企业中高层管理者的数据，基于PLS的结构方程和Smart PLS工具对研究模型进行假设验证。        研究结果表明，与关系治理相比，作为硬性情景因素的正式治理更利于电子商务整合能力的形成；与正式治理相比，作为软性情景因素的关系治理更利于电子商务适应能力的形成；电子商务双元能力能够同时兼顾并影响短期和长期企业绩效。验证了合作环境动荡性在企业间IT治理与电子商务双元能力之间的正向调节作用，还发现合作环境动荡性在电子商务双元能力对价值驱动过程中的差异化调节作用，即合作环境动荡性正向调节电子商务适应能力与企业绩效的关系，但在电子商务整合能力与企业绩效之间的调节作用不显著。研究结果扩展了情景双元理论在信息系统领域的应用，丰富了企业间合作电子商务领域的研究视角，对业界和学术界均有重要的指导意义。     

CAX-ICT/ERP技术对敏捷制造战略决策的调节效应

本文从战略的市场观出发,探讨敏捷制造战略的决策机理,以及数字化制造技术对决策模型的影响.通过对敏捷制造战略、制造战略一致性、使能技术等理论的研究,本文认为竞争优先权在市场环境认知对敏捷制造战略的作用中不仅仅起到了间接效应,还有可能起到中介效应.而且企业数字化制造技术和信息技术的应用程度对于敏捷制造战略的决策起到了调节作用.在理论假设的基础上,本文构建了结构方程模型,包括市场环境认知对敏捷制造战略的总效应模型,以及竞争优先权的中介效应模型.在国际制造业战略调查2005(International Manufacturing Strategy Survey,IMSSⅣ)的支持下,本文对假设进行验证分析.实证结果显示,竞争优先权具有显著的中介效应,甚至是完全中介效应.而数字化制造技术和信息技术的应用程度,也对敏捷制造战略的决策起到了显著的调节效应.     

精神型领导、战略共识与员工职业发展:战略柔性的调节作用

精神型领导(Spiritual Leadership)是近年来领导研究领域的一个前沿主题。目前文献中对于精神型领导的研究多停留在理论层面。尽管已有学者开始探讨精神型领导的作用模式,但在中国文化背景下,对精神型领导如何影响员工职业发展还缺乏充分认识。本研究以内在激励理论为理论基础,探讨精神型领导对员工职业发展的影响机制,尤其是研究战略共识在二者间的中介作用和战略柔性的调节作用。通过334对直接领导与员工的配对的问卷调查,研究结果表明:(1)精神型领导行为对员工职业发展具有显著的正向预测效果,员工战略共识在其中起完全中介作用;(2)员工战略柔性感知水平对精神型领导行为与员工战略共识之间关系存在显著的正向调节效应;(3)员工战略柔性感知水平显著正向调节了员工战略共识对精神型领导行为与员工职业发展之间关系的中介作用:员工战略柔性感知水平越高,上述中介作用就越强;反之越弱。     

制度环境、风险感知对供应链网络治理模式选择的影响研究

本文以新制度理论与交易成本理论进行对话,从合法性视角构建中国情境下制度环境、风险感知与供应链网络治理模式选择之间影响机理的理论模型。通过问卷调查的方式收集117份有效问卷,并采用结构方程模型方法实证检验制度环境、风险感知对供应链网络治理模式的"形塑"作用。研究结果表明,制度环境是影响供应链网络治理模式选择的重要因素,强制制度对供应链网络治理模式选择具有显著影响,规范制度的影响作用不显著。在供应链网络治理模式选择过程中关系风险感知具有完全中介作用,而绩效风险感知具有部分中介作用。     

供应链整合与NPD绩效:二元创新和技术动荡的作用北大核心CSSCI

本文基于资源依赖理论,建立供应链整合影响NPD绩效有调节的双通道中介模型。利用问卷调研得到的233家企业数据,对该模型进行验证。研究发现,供应链整合有助于提高NPD绩效,二元创新起到部分中介作用。技术动荡加强探索式创新在供应链整合与NPD绩效之间的中介作用。当技术动荡处于较高或较低程度时,供应链整合无法通过利用式创新提高NPD绩效。对双通道模型进行亚群组对比分析,结果表明,无论是否考虑技术动荡的调节作用,在供应链整合与NPD绩效的关系中,探索式创新的中介作用都是显著的,且利用式创新的中介作用都变得不显著。本文结论在明晰供应链整合提高NPD绩效的中介作用机制和边界条件的同时,对企业根据技术动荡情况,合理选择并使用技术创新模式,以借助供应链力量提高NPD绩效具有重要意义。     

企业风险投资、商业模式塑造与企业绩效：基于CPSEDⅡ的实证分析

区别于独立风险投资过度追求财务目标，对于同时兼具财务与战略双重目标的企业风险投资如何影响标的企业绩效现有研究莫衷一是，根本原因在于对其作用机制缺乏深入分析.本研究基于资源战略匹配理论，从商业模式角度分析了企业风险投资对标的企业绩效影响的作用机制及边界条件.基于CPSED II的955家新三板IT企业实证研究发现：企业风险投资会通过商业模式创新维度(而非效率维度)这一中介效用对标的企业绩效产生负向影响，而标的企业股权集中度会对上述中介效应存在调节作用，本研究不仅厘清了企业风险投资对标的企业绩效影响的作用机理，同时也从商业模式视角深化和扩展了公司治理研究.     

构建高层管理团队社会网络的人力资源实践、战略柔性与企业绩效——环境不确定性的调节作用

本文首次将战略柔性作为一种典型的动态能力运用到战略人力资源管理的研究领域中,探索了其在构建高层管理团队(TMT)社会网络的人力资源实践与企业绩效关系中所扮演的中介作用,并且基于我国经济转型这一现实背景,采用环境不确定性作为该中介环节的调节变量予以进一步阐释.我们对上述问题进行了实证检验,通过对北京、天津、上海、江苏和浙江等地区390家企业的780名高管进行问卷调查,最终获得241个有效样本,研究发现:(1)构建TMT社会网络的人力资源实践对企业绩效具有正向影响,并且战略柔性在其中发挥了完全中介的作用;(2)环境不确定性在构建TMT社会网络的人力资源实践与战略柔性的关系中具有调节作用,但在战略柔性与企业绩效的关系中不具有调节作用.本文的研究结论表明,考虑战略柔性和环境不确定性这两个重要因素可以更好地解释构建TMT社会网络的人力资源实践对企业绩效的影响机制,这为战略人力资源管理在动态环境中的发展和应用提供了重要启示.     

IT能力与市场响应性的关系研究

基于动态能力理论和能力层级观,提出IT能力(IT整合和IT重置)通过促进吸收能力来提高企业市场响应性.同时,市场动荡性也可能调节IT能力与吸收能力的关系.通过对203个样本的问卷调查,分析结果表明:吸收能力在两种IT能力和市场响应性之间都起到中介作用;市场动荡性正向调节IT整合与吸收能力之间的关系,而对IT重置与吸收能力间关系的调节效应不显著.     

Interorganizational Governance Value Creation: Coordinating for Information Visibility and Flexibility in Supply Chains*

More thoroughly understanding how interorganizational governance value can be created by information technology and other governance mechanisms is critical for supply chain management. Based primarily on transaction‐cost economics and supplemented by the resource‐based view, this study investigates how interorganizational governance (i.e., relational governance and virtual integration) can create value (i.e., information visibility and supply chain flexibility) in the supply chain context. The findings show that both relational governance and virtual integration benefit information visibility. Those results also support both direct and indirect (via information visibility) effects of relational governance on supply chain flexibility. Although failing to affect supply chain flexibility directly, virtual integration can still improve supply chain flexibility with its ability to enhance information visibility. Thus, interorganizational governance mechanisms emphasizing both control and collaboration can influence the gain from collaboration‐specific capabilities, leading to the competitive advantage of a supply chain. The results of the study suggest that firms can gain greater supply chain flexibility within existing interfirm relationships by enhancing information visibility through virtual integration and relational governance.     

A Resource‐Based View of Strategic IT Alignment: How Knowledge Sharing Creates Competitive Advantage

A critical decision problem for top management, and the focus of this study, is whether the CEO (chief executive officer) and CIO (chief information officer) should commit their time to formal planning with the expectation of producing an information technology (IT)‐based competitive advantage. Using the perspective of the resource‐based view, a model is presented that examines how strategic IT alignment can produce enhanced organizational strategies that yield competitive advantage. One hundred sixty‐one CIOs provided data using a postal survey. Results supported seven of the eight hypotheses. They showed that information intensity is an important antecedent to strategic IT alignment, that strategic IT alignment is best explained by multiple constructs which operationalize both process and content measures, and that alignment between the IT plan and the business plan is significantly related to the use of IT for competitive advantage. Study results raise questions about the effect of CEO participation, which appears to be the weak link in the process, and also about the perception of the CIO on the importance of CEO involvement. The paper contributes to our understanding of how knowledge sharing in the alignment process contributes to the creation of superior organizational strategies, provides a framework of the alignment‐performance relationship, and furnishes several new constructs.     

Response strategy to environment context factors using a lean and agile approach: Implications for firm performance

Based on the environment-strategy performance perspective and dynamic capabilities framework, we develop a theoretical model and hypotheses specifying how supply chain collaboration as a response to environment context factors – competitive intensity, supply uncertainty, technological turbulence and market turbulence, using a lean and agile strategy may influence firm performance. We test the model using partial least square structural equation modelling on data collected from a field survey with responses from 152 manufacturing firms representing a variety of industries. Empirical findings generally support the relationship between collaboration and firm performance using a lean and agile strategy. Also, for firms in industries that face environments characterised by high supply uncertainty and competitive intensity with, technological turbulence, the study finds evidence of a direct relationship between these environmental factors and supply chain collaboration. The findings provide an initial strategic response framework for appropriately aligning a lean and agile supply chain strategy through collaboration with environment context factors to achieve firm performance improvements.     

分形供应链的自相似性与其评价模型

供应链管理是企业在当前日益激烈的竞争环境中为提高核心竞争力而形成发展起来的管理方法。由于市场需求及运作环境的变化日愈加快,传统的稳健型供应链模型逐渐向具有更高敏捷度的动态供应链模型进化。但动态供应链往往因过于关注敏捷性而导致资源整合周期长、运作失衡等问题。为了平衡供应链构建及运作的灵活性和稳定性,本文提出了基于分形理论的具有自相似、自组织、自优化功能的可重构分形供应链。对其构建及运作模型进行了阐述,并着重利用分形方法对分形供应链的自相似性及相似性进行了研究,给出了基于分形方法的定量评价相似度的数学模型。     

The Effect of Board of Directors’ IT Awareness on CIO Compensation and Firm Performance

Chief information officers (CIOs) play increasingly strategic roles in firms in this competitive global economy, which is now largely powered by information technology (IT). However, research has shown a lack of board of directors’ oversight on CIO‐ and IT‐related issues. Drawing on agency, resource dependence, and alignment theories, we investigate the effect of board of directors’ IT awareness on CIO compensation structure and firm performance. We conduct cross‐sectional time series analyses of data collected from various sources. Our study underlines three important findings. First, we show that some commonly known executive compensation determinants, such as individual characteristics and governance structure, do not have significant effects on CIO compensation structure. Second, with regard to CIO compensation structure, firms respond to increasing information asymmetry differently according to the level of IT awareness of their boards. Finally, firms perform better when their boards have higher levels of IT awareness, and this positive effect of IT awareness is considerably larger in IT intensive industries. Overall, our study provides empirical support for the important role of boards’ IT awareness in shaping CIO compensation and improving firm performance. Our results suggest that boards with functional area knowledge—or higher IT awareness in this case—can more effectively monitor and better incentivize executives, and consequently lead to better firm performance.     

社会控制与供应链绩效的相互作用关系探讨——以依赖及供应链整合为中介

供应链各节点企业彼此相互依赖，这种依赖关系如何为管理者所利用，并借助适当的关系治理来促进互惠互利的依赖关系的建立，进而提升供应链整体竞争力具有重要的战略意义。本文拟以社会控制机制和依赖为切入点，探讨其与供应链整合和供应链绩效的深层作用机理，并进而运用结构方程模型（SEM）对社会控制、依赖和供应链整合对绩效的作用路径进行实践模拟。实证结果表明，1）社会控制对依赖、供应链整合和供应链绩效有显著的正向促进作用；2）依赖在社会控制对供应链整合的作用关系中起着不完全的中介作用，且间接作用大于直接作用；3）社会控制可以通过依赖、供应链整合及二者的因果关系间接作用于供应链绩效，但是依赖的中介效应最大（44%），依赖和供应链整合的因果关系中介效应次之（37%），整合的中介效应最小（19%）；4）规模对社会控制/依赖与供应链整合/供应链绩效的作用关系具有调节效应。     

Understanding and Development of Supply Chain Agility and Flexibility: A Structured Literature Review

This paper provides a review of the literature while contributing to academic understanding of the concepts of agility and flexibility within the supply chain. The research identified 83 peer‐reviewed articles through a structured review technique, which is based on a three‐stage refinement process. Data reduction procedures using codification, sentence strings and a review of keywords, title, abstract and conclusion were used in the search. The papers identified focused on organizational and supply chain agility and flexibility. The acknowledged gaps in understanding and development of agility and flexibility in supply chains were identified and categorized in terms of conceptual, contextual and methodological gaps. Subsequent to the gap analysis, this paper argues that effective relationship integration with key partners is a fundamental mechanism for mitigating the problem of control dissipation, which has hindered academic understanding with respect to development and application of agile and flexible capabilities in supply chains. The findings in this paper will help academics to gain a better understanding and to develop the concepts of supply chain agility and flexibility. In addition, the findings indicate that supply chain stakeholders need to address the issue of relationship integration when undertaking, or participating in agility and flexibility development programmes, so as to maximize supply chain performance. The paper concludes by highlighting implications for managers and researchers, and proposes a number of areas for future investigation.     

On Decisions for Integration Implementation: An Examination of Complementarities Between Product‐Process Technology Integration and Supply Chain Integration

Research has shown that both product‐process technology (PPT) integration and supply chain integration efforts produce operational benefits, yet synergies between these types of integration are not well understood. This article empirically examines strategic customer integration and supplier integration as complementary activities for PPT integration, with the aim of helping manufacturing plant managers to intelligently implement mutually supportive types of integration. We set two conditions for establishing complementarity: (i) one type of strategic integration must positively influence the adoption of another and (ii) the two types of strategic integration must exhibit a synergistic fit with respect to manufacturing plant capabilities. We test these conditions using survey results representing 224 manufacturing plants. The findings show positive complementarities between PPT integration and supplier integration with respect to quality, delivery, and process flexibility. Also, positive complementarities exist between PPT integration and customer integration with respect to quality and new product flexibility. The results extend the emerging theory of strategic value chain integration and provide guidance to manufacturing managers who wish to assemble strategic integration policies.     

Strategic Inventory and Supply Chain Behavior

Based on a serial supply chain model with two periods and price‐sensitive demand, we present the first experimental test of the effect of strategic inventories on supply chain performance. In theory, if holding costs are sufficiently low, the buyer builds up a strategic inventory (even if no operational reasons for stock‐holding exist) to limit the supplier's market power, and to increase the own profit share. As it turns out, this enhances the overall supply chain performance. The supplier anticipates the effect of the strategic inventory and differentiates prices to capture a part of the increased supply chain profits. Our results show that the positive effects of strategic inventories are even more pronounced than theoretically predicted, because strategic inventories empower buyers by shifting the perception of the fair split. Overall, strategic inventories have a double positive effect, a strategic and a behavioral, both reducing the average wholesale prices and dampening the double marginalization effect. The latter effect leads to more equitable payoffs.