信息系统与企业管理战略匹配问题研究

本文结合Henderson和Venkatraman提出的战略匹配模型(SAM),分析了在不同的外部竞争环境和内部环境中企业如何选择不同的信息系统与企业管理的战略匹配途径,并给出了企业进行战略匹配分析的过程和步骤。     

企业规划与信息系统规划战略一致性实证研究

以战略匹配模型(SAM) 及其在企业活动中的过程模型为研究对象,探讨了企业规划(BP) 和信息系统规划( ISP) 战略一致性程度与企业内外环境、企业所采取的竞争战略方向、ISP 的战 略地位以及IT 对企业业绩的贡献等因素间的关系,并运用中国企业数据进行了实证分析. 结 果表明,企业高层的战略规划意识以及利用IT 整合企业资源的能力与BP2ISP 战略一致性程度 和企业业绩密切相关,是企业获取竞争优势的重要因素.     

企业竞争战略与人力资源战略匹配选择研究

企业的竞争战略是企业在市场上与竞争对手进行竞争的重要策略,而当今企业间的竞争主要表现为人才的竞争上,因此,企业的竞争战略就需要与企业的人力资源管理结合起来,并使其从战略的层次加以整合。本文主要在分析人力资源战略的定义、类型以及与竞争战略的相互关系的基础上,更深入的研究了在不同的竞争战略下与人力资源战略的匹配选择问题。     

基于信息技术需求分类的战略协同方法研究

信息技术已经成为企业战略执行和驱动的关键工具。在战略信息系统时代,IT战略与企业战略协同的程度直接决定了信息技术应用的效果,并对企业产生巨大的影响。本文根据McFarlan的战略方格和Henderson的战略协同模型,在4种战略协同观点的基础上,针对不同产业对IT需求不同的特点,提出一种新的战略协同方法,该方法具有较好的普适性和较强的可操作性。该方法的应用,有助于提高不同类型的企业IT战略与企业战略协同的水平。     

供应链管理实践对企业绩效的影响

文章构建了供应链管理实践-企业竞争战略-企业绩效的权变模型,通过问卷调查搜集一手数据,运用因子分析和回归分析等统计方法,找出在不同的竞争战略下,哪些供应链管理实践与其更匹配。文章得出的结果对于企业也具有借鉴意义,实行不同竞争战略的企业根据结果调整供应链实践的关注程度,使供应链实践更好地与竞争战略相匹配。     

企业与非营利组织合作的战略选择：维度、影响因素和研究框架

在新的竞争环境下．企业采取与非营利组织合作这种战略性企业慈善行为来实现其社会责任,既是人们关注的焦点,也是企业加强竞争优势的战略举措。这种不同社会部门之间的跨部门联盟不同于企业联盟,具有不同的合作战略选择的维度和影响因素,并在最后提出了以合作战略为核心的研究框架。     

战略维度间的匹配关系与企业战略定位选择——基于战略群组理论视角

基于战略群组理论视角,分析了企业战略定位中不同战略维度的匹配问题。以境内外交易所上市的中国互联网企业为样本,选取移动互联业务比重和IT投入强度这两个关键战略维度,采用面板数据回归模型检验了研究假设。研究发现,当企业的移动互联业务比重和IT投入强度同时处于较高水平时,这一战略组合能为企业带来高绩效,是一种合理的战略位置;另一合理的战略位置则是较低的移动互联业务比重配以较低的IT投入强度,它也明显好于一者较高、另一者较低的战略组合。以上结果表明,战略定位的关键是实现不同战略维度决策之间的合理匹配,从战略组合的角度理解行业中的战略位置。研究结论不仅有助于理解移动互联市场的竞争战略与绩效,也验证了战略群组理论在战略定位研究中的重要意义,对战略组合的分析不可简化为对各战略维度的单独分析。     

产业转型企业战略柔性优化模型研究

战略演进的路径依赖特征往往会导致企业产业转型的失败,而以战略柔性为基础的动态竞争优势体系对于推进企业转型具有促进作用.但是,若一味地追求战略柔性,则有可能使企业陷入"柔性陷阱".为此,本文构建了环境不确定性和战略柔性水平的测度指标体系,提出了相应的匹配模型,将战略柔性与环境不确定性进行比较与匹配,以优化转型企业战略柔性配置.实现战略柔性的供需平衡.     

HRM系统、竞争战略与企业绩效关系的实证研究

战略人力资源管理理论认为人力资源管理(HRM)系统和企业竞争战略之间的匹配关系会对企业绩效产生影响.通过类型学和分类学两条主线归纳并总结了关于 HRM 系统及其与企业绩效关系的研究,提出了 HRM 系统、竞争战略与企业绩效关系的假说,并以133家样本企业为研究对象,对理论假说进行了检验.研究发现,采取内部型 HRM 形态的企业的绩效高于采取市场型 HRM 形态的企业;环境特征(产业技术变革、劳动力市场竞争)对 HRM 系统形态与企业绩效关系的调节效应仅得到部分支持,而企业规模的调节效用没有得到支持;企业的竞争战略对人力资源战略选择的影响很小;HRM 系统与竞争战略匹配企业的绩效高于没有匹配企业的假说没有得到支持.最后,对研究结论进行了讨论,分析了其局限性和未来研究建议.     

基于战略角色的制造企业竞争优先权选择研究

在全球制造网络的背景下,从不同战略角色的角度研究了制造企业的竞争优先权选择问题。在对企业战略角色和竞争优先权理论文献分析的基础上,提出了研究命题:对处于不同战略角色的制造企业来说,其选择的竞争优先权也不尽相同。在2009年国际制造业战略调查数据的支持下对上述命题进行实证,数据分析结果显示,质量、服务、创新、环保、社会责任要素对3类战略角色企业赢得订单的重要程度有明显差异。在此基础上,提出了基于战略角色的制造企业竞争优先权图谱,以供制造企业的竞争优先权选择参考。     

基于企业属性的IT价值多维度研究

目前,业界对于IT为企业所带来的战略价值持有两种观点,一种观点认为,IT已经成为基础设施,是企业的一种纯技术工具,将不再为企业带来竞争优势,企业对于IT只需进行风险管理；另一种观点则认为IT仍然具有战略价值,对于提升企业竞争力仍具有推动作用。本文从组织管理的角度审视IT价值,结合企业特定的内部条件和外部环境探讨了IT带给企业的差异性,从行业、规模、组织结构、管理流程以及企业文化五个企业属性维度分析了IT对企业具有的不同战略价值,认为IT仍然是企业未来发展和提升竞争力的核心动力之一。     

Environmental Factors,Managerial Processes,and Information Technology Investment Strategies

Although significant research attention has been directed at understanding the value of information technology (IT) investments for firms, very little attention has been paid to understand the IT investment behavior of firms. This article seeks to fill this void. We introduce the concept of IT investment strategy, defined by dimensions of intensity and proactiveness, to characterize the IT investment behavior of firms. Synthesizing the environmental deterministic and strategic choice perspectives of a firm's strategic decision making, we examine the effects of environmental factors, managerial processes, and the interplay between them on IT investment strategy. Specifically, we examine the impact of environmental factors such as industry clockspeed and information intensity on IT investment strategy. We also incorporate the strategic choice perspective to argue that managerial processes such as frequent chief executive officer—chief information officer communications and collective information systems planning play a critical role in shaping the firm's IT investment strategy. The empirical results show that the environmental variables are related to IT investment strategy. Besides, managerial processes serve as a means to understand the environment and thus moderate the relationships between the environmental variables and the various facets of IT investment strategy. The conceptualization of IT investment strategy and the focus on both environmental determinism and strategic choice should enrich our understanding of firms’ IT investing behavior.     

面向动态完全竞争构建多维协同组合战略

现有战略管理理论以不完全竞争市场为前提条件,因而越来越难以应对日益激烈的超竞争环境.有甚于此,笔者的研究发现,在技术进步和收入增长效应足够大的情况下,传统上认定不会出现完全竞争的差别产品最终也会出现每个企业都按边际成本定价的动态完全竞争.面向动态完全竞争的战略管理的基本任务随之转为运用介观视野去发现并实施具备多维协同组合特性的新的商务模式,同时做到差异准确、成本领先、反应敏捷和分享得力.     

全球战略:一个文献综述

全球战略是国际商务和战略管理领域的一个重要研究问题。本文通过对相关文献进行考察,试图提出一个对全球战略的综合认识。我们的文献回顾显示:(1)全球战略包含多种要素,这些要素可能单独存在,也可能同时存在并起作用;(2)组织设计、组织协调和战略制定过程的公正程度影响全球战略的执行;(3)全球战略对企业绩效的影响受到全球战略类型、企业层面因素和外部环境因素的调节;(4)竞争环境的变化影响全球战略的演变,在一定条件下,全球战略也会向多国战略和地区战略转变。     

Fit in strategic information technology management research: an empirical comparison of perspectives

The impacts of information technology on business performance has been a focus of research in recent years. In this regard, contingency models based on the notion of “fit” between the organization's management of IT, its environment, strategy, and structure seem to show promise. Six perspectives are examined as they pertain to the relationships between the firm's environmental uncertainty, its strategic orientation, its structure, its strategic management of IT, and its performance, namely moderation, mediation and matching as bivariate approaches to fit, and covariation, profile deviation and gestalts as systems approaches. These relationships are analyzed by means of an empirical study of 110 small enterprises. Results obtained from applying and comparing the six perspectives illustrate their significant differences and confirm the need for conceptual and methodological rigor when applying contingency theory in strategic information technology management research.     

Linking IT planning to business strategy

Information Strategy Planning is of growing importance. There are available a variety of formal methodologies for carrying out information systems planning, none of which are particularly well aligned to the current business planning views. The author was concerned that the value of the approaches used in business planning, most notably those of Michael Porter, were being ignored by the information systems planning methodologies. Both mechanisms yield insight and both are required to make strategic gains from IT. The paper explains the experience at Simon Engineering in combining Porter's value chain and five forces approach with the more usual Information Engineering methodology for information planning. A workshop approach was adopted and the conclusions drawn that the information strategy must be seen and developed as an integral part of, and at the same time as, the business strategy, and that both Information Engineering and Porter's approaches are necessary component parts of creating an integrated business and IT strategy. IT strategies cannot be developed independently of the business strategy, nor should they follow the business strategy. Successful IT strategies must be developed at the same time as the business strategy.     

Using management development for competitive advantage

Management development is a major strategic tool and should be integrated with business strategy to enhance organizational ability to compete in a complex and changing environment. The increasing internationalization of business and changing international organization structures make the development of the international manager a central task for management development. Putting management development at the heart of business strategy also enables the organization to build its collective international competence and to create the international learning organization essential for future global competition.     

Manufacturing strategies and financial performance—The effect of advanced information technology: CAD/CAM systems

Nowadays, the business environment is characterized by great uncertainty and variability. In this environment, information technology (IT) has proved to be an important strategic ingredient for the creation of competitive advantage. This role of IT has been widely accepted during the past few years [Feeny D. Creating and sustaining competitive advantage with IT. In: Earl M, editor. Information management the strategic direction. Oxford, 1990; Ives B. Wingtip Courriers, Southern Methodist University Case Study #SMY/MIS/90-01, Edwin L. Cox School of Business, Dallas, TX, January 1990].     

企业项目管理战略实施研究

分析了企业战略和企业项目间的关系,探讨了企业全新管理模式—企业项目管理,建立了企业项目管理体系,提出建立战略级项目管理办公室,帮助组织在实现企业战略目标的同时提高项目管理能力。