企业员工战略共识及其影响因素的实证研究

在企业战略实践中,建立员工战略共识是填补战略执行鸿沟、提升企业战略执行力的有效手段。本文在文献回顾和质化研究基础上,利用样本数据对企业员工战略共识的维度结构及其影响因素进行了实证分析。研究结果表明:(1)员工战略共识由战略理解、战略认同和战略承诺三个维度构成,并且三个维度显著相关;(2)员工战略共识因职位类型不同而存在显著差异,但这种影响主要体现在战略理解维度。(3)员工战略共识在不同所有制企业之间存在显著差异。另外,本文还对所得的发现及其启示进行了讨论,并提出了针对管理实践和进一步研究的建议。     

民族品牌跨国并购后的品牌战略研究——弱势品牌视角

2009年,中国民族品牌借全球金融危机之机,为加快其全球化的步伐,花费重金并购国外强势品牌。然而,"蛇吞象"式的跨国并购背后却是消费者的认知失调。同时,国内外现有研究针对改善该认知失调的品牌战略研究十分有限。因此,本文基于认知一致性和顾客品牌资产(CBBE)理论,从弱势品牌视角出发,围绕如何有效减轻"蛇吞象"后消费者的认知失调,运用焦点小组、个人访谈、实验和LME模型,最终得到了一些重要的发现:品牌要素战略(名称变化)、营销支持战略(价格维持或降低)以及次级联想杠杆战略(原产地保留或去除)都对并后品牌绩效产生显著影响。此外,本研究还揭示了消费者认知失调的改善机制,即品牌契合度在减轻消费者失调的并后品牌战略交互效应对品牌绩效的影响中起着重要的中介作用。这些成果既可以丰富现有品牌战略管理理论,也为民族品牌国际化提供实践指导。     

如何应用国家文化原型实现品牌的国际化传播——基于中国品牌海外社交媒体广告的多案例研究

本文基于中国品牌海外社交媒体广告的多案例研究,深入探讨了基于国家文化原型的品牌国际化传播策略,并检验了不同应用策略在不同情景下消费者反应的差异。研究表明:(1)国家文化原型资源可以根据文化层次和文化类属分为4种不同的组合方式,相应地,品牌文化原型应用策略也可分为工具性审美、差异化表现、目标消费者认同、全球共识意义获取四种类型;(2)东道国类型(文化距离近vs.远)、企业国际化发展阶段(初期vs.快速发展期)以及企业的传播诉求(产品vs.品牌)会对不同应用策略的传播效果产生影响。本研究不仅丰富了品牌国际化的研究成果,还可为新兴市场企业如何应用国家文化原型助力品牌的国际化传播提供指导和借鉴。     

论品牌定位与品牌延伸的关系

品牌定位和品牌延伸是增加品牌资产的两种有效的战略手段,是采用品牌定位战略促进品牌资产的增加,还是利用品牌延伸战略促进品牌资产的增加,一直是理论界争论的热点,本文运用矛盾分析法,对品牌定位与品牌延伸的关系进行了研究。     

品牌延伸对品牌权益影响之实证研究

品牌延伸是企业在推出新产品过程中经常采用的营销策略,也是提升品牌权益利用的重要方式.本文以问卷调查的方法,对于品牌纵向延伸策略对其品牌权益的影响进行了实证研究.研究结果证实了品牌向下延伸会对基于消费者的品牌权益产生负面影响;同时,关于品牌向上延伸对基于消费者的品牌权益产生正面影响的假设得到部分证实.最后,进一步讨论了研究结论和今后的研究方向.     

Developing subsidiary contribution to the MNC—Subsidiary entrepreneurship and strategy creativity

Despite its theoretical and managerial significance, subsidiary entrepreneurship and its effects on subsidiary contribution remain underexplored in the literature. We propose that subsidiary entrepreneurship encourages more creative strategic responses to escalating environmental change. We explore the direct and mediating effects of subsidiary entrepreneurship on subsidiary contribution to the MNC, particularly subsidiary strategy creativity. We use structural equation modelling to test our propositions on data generated from surveying the population of Irish subsidiaries of foreign MNCs, and find strong support for our theoretical predictions. The managerial implications of subsidiary entrepreneurship in generating creative strategy, prompting strategic initiatives and improving performance are discussed.     

从分散到整合：品牌管理的新阶段

品牌整合是在企业强调核心竞争能力的背景下应运而生的一种新的品牌管理方法。本文分析了品牌整合的含义,阐述了品牌整合管理产生的历史原因,分析了企业实施品牌整合的措施。文章最后探讨了品牌整合对我国企业的借鉴意义。     

品牌资产的界定及其评估模型评介

基于不同目的和受个人背景局限,人们赋予了品牌资产不同的含义并采用了不同的评估模型和方法,本文系统化地整理比较了过去学术界和实业界有关品牌资产的观点和评估模型、方法,并进行了分类和评价,最后提出了后续研究的努力方向。     

The Effects of Strategic and Structural Supply Chain Orientation on Operational and Customer‐Focused Performance

Supply chain orientation (SCO), or the implementation of a supply chain management philosophy, consists of two distinct, yet interdependent elements, namely strategic SCO and structural SCO. Strategic SCO involves integrating an SCM philosophy into the firm's strategy development, while structural SCO encompasses operational‐level behaviors and actions that reflect such a philosophy. This study extends the research on SCO by developing hypotheses on the contingent effects of strategic SCO and structural SCO on a firm's operational and customer‐focused performance. Drawing on the strategy‐structure‐performance framework, the study proposes that strategic SCO and structural SCO positively affect different dimensions of performance and that structural SCO plays a mediating role in the relationship between strategic SCO and performance. These relationships are tested using primary survey data and archival data from 183 manufacturers in the Midwestern US. Results confirm that strategic SCO is associated with both operational performance and customer‐focused performance, but structural SCO is only related to operational performance. Structural SCO acts as a mediator in linking strategic SCO with operational performance and customer‐focused performance and mediation effects are strengthened at higher levels of environmental dynamism.     

名牌战略的科学内涵及一般模式

名牌战略是企业在市场经济条件下,以谋求持续成长和更高盈利水平为目的,创建并且运用著名商标与著名商号的、系统的长远谋划及实施方略.它的-般模式即具有一定普遍性的名牌战略的基本内容及其相互关系可简要概括为"431"工程--以创立高知名度、高信誉度、高市场份额和高效益的"四高产品"为目标,以开发卓越的产品本体、运用高超的营销艺术和建立先进完备的企业内部支持系统为"三根支柱",牢牢抓住充分发挥企业家的作用这"一个根本",几个方面长远谋划、统筹安排、有计划地整体推进.     

品牌延伸:资产价值转移与理论模型创建

本文通过对品牌延伸(Brand Extension)的研究综述和实证研究,提出决定品牌延伸的三大因子,并在此基础上构成品牌资产价值(Brand Asset Value),进而研究其在品牌延伸过程中的价值转移,从而构成了评估品牌延伸成败的标准,最终将各种因子和评估标准进行整合,提出了品牌延伸的理论模型。     

Innovation Strategy,Human Resource Policy,and Firms' Revenue Growth: The Roles of Environmental Uncertainty and Innovation Performance*

This study investigates the interactions of innovation strategy execution and innovation‐focused human resource (HR) policy adoption on innovation performance and revenue growth. In addition, we investigate the moderating role of environmental uncertainty on the effects of innovation strategy execution and innovation‐focused HR policy on innovation performance. Results show that the interaction of innovation strategy execution and innovation‐focused HR policy is positively related to innovation performance. Results also show that environmental uncertainty positively moderates the innovation strategy execution–innovation performance relationship. Finally, innovation performance mediates the interaction of innovation strategy execution and environmental uncertainty on firms’ revenue growth. Implications of these findings for theory and practice are discussed.     

Stakeholder-oriented brand management: A Venn-diagram approach to monitor brand associations

Adopting a multi-stakeholder perspective on brand management, this paper discusses different methodological approaches that allow for a cross-stakeholder evaluation of associations the brand triggers. Our main contribution is the proposal and illustration of a Venn-diagram approach as a simple-to-implement, yet insightful methodology to visualize findings from free association questions. This approach helps brand management understand and compare the associations attached to a brand by multiple stakeholders and their degree of match with management-desired brand associations. We illustrate the managerial relevance of this approach with results from an international study comparing brand associations desired by the management of a company with brand associations elicited by customers and employees, with some 1500 respondents respectively. For the particular case investigated, we find that management-desired associations may not (yet) be top-of-mind for customers, employees or both groups, while these groups hold (and partly share) associations not desired by the organization. The findings also show that specific types of associations are more likely to be top-of-mind with multiple stakeholders than others. We discuss how brand management should use the insights gained via this Venn-diagram approach in their brand-building efforts.     

Materializing Strategy in Mundane Tools: the Key to Coupling Global Strategy and Local Strategy Practice?

While much of the literature on strategy and strategy as practice (SaP) focuses on traditional strategic tools, technologies and discursive practices of managers, this paper extends the understanding of strategic change implementation by proposing that mundane material tools, understood as text, translate global strategic discourse in ways that make sense to workers and orchestrate successful global strategy implementation at the local level. Based on a rich case study within one branch of a national bank, this paper demonstrates how a middle manager's materializing practices developed local strategy practice while simultaneously transforming work and producing strategic figures or indicators that satisfied senior management's global strategic change objectives. The contributions of this paper are threefold: (i) it advances the understanding of the multimodality of materiality by identifying the influence of three types of mundane tools produced locally by a middle manager as he performed his sense of the senior managers’ strategic discourse; (ii) it reveals how these three types of physical texts materialized the manager's sense of this discourse, facilitating frontline workers’ engagement and coupling materiality and orality in a coherent way that allowed workers to embody the company's global strategy in their ‘sayings and doings’; and (iii) it highlights the importance of managers’ ability to materialize a strategic discourse.     

国外企业创名牌的战略和策略

在企业市场化和国际化的过程中,名牌有着巨大的经济和社会效应。本文通过对国外名牌的案例分析,概括总结了国外名牌的一般特征、国外企业创名牌的战略和策略。作者把名牌战略分为5种模式以质取胜型、规模领先型、技术先导型、价廉物美型和服务至上型。从策略上看,有广告宣传、公关策划、捐助、展示等。     

消费者品牌信任机制建立及影响因素的实证研究

诚信危机是现代企业面临的严峻问题,而营销领域关于消费者对品牌信任建立的理论与实证研究还很匮乏。笔者在访谈和文献基础上,将相关领域的机制性研究与前因性研究两种方法相结合,提出了消费者品牌信任建立的三种机制(经验机制、计算机制和转移机制),并探查出能够反映每种机制的五个变量(感知质量、顾客满意、感知风险、经济价值和品牌声誉)。通过在化妆品行业收集的数据,使用结构方程模型分析,结果表明,经验机制和计算机制对建立品牌信任起作用,其中经验机制的作用最大。     

Implementation of S-DBR in four manufacturing SMEs: a research case study

Production planning and control systems (PPCs) are tools that have a major effect on the performance of manufacturing companies. An inappropriate determination of the applicability of PPCs could seriously jeopardise the ability to achieve competitive priorities. This mistake can be expensive for any company, but proper implementation is particularly critical for small and medium enterprises (SMEs), which are characterised by limited access to financial resources. Simplified Drum–Buffer–Rope (S-DBR) is a PPC control approach that is characterised by minimum detail in the planning stage and a primary emphasis on the control of execution. Therefore, this approach is a suitable choice for the highly variable context of SMEs. This study aims to explore the practical issues related to S-DBR implementation in four Ecuadorian SMEs through case study research. The case analysis within this study first identifies the choices made in the implementation process design within the four companies according to process and product characteristics. We then conduct a cross-case analysis to explore the effects of the S-DBR implementation process designs on a group of performance measures. Our research findings provide new insights into the S-DBR implementation process in the context of SMEs, and the effects of this approach on performance measures.     

The Role of Task and Process Conflict in Strategizing

The implementation of strategic initiatives is central to organizational success because it involves not just the execution of strategy, but also the formulation of strategy content. Yet, strategy implementation is complex, partially because it is critically affected by human dynamics. These dynamics are an integral but poorly understood aspect of how organizations negotiate multiple goals. Conflict is one dynamic that has received little attention in the context of strategy implementation. The authors address this gap by studying task and process conflict as a firm implements a strategy in real time. The study demonstrates that process conflict directs attention to problems with how to implement a strategy, while task conflict directs attention to problems with the content of the strategy. Critically, however, managers can only harness generative effects of conflict if they correctly diagnose process and task conflict, and respond to both forms of conflict. This requires an understanding of the entwined nature of task and process conflict, and highlights the necessity of aligning responses to these forms of conflict. Thus, this study offers conflict as one explanatory mechanism of how actors execute strategy and clarify strategy content.     

Consumer perceptions of luxury brands: An owner-based perspective

To deepen theoretical and practical understanding of consumers' perceptions of luxury brands, prior marketing literature has investigated the financial, functional, individual, and social dimensions of the luxury value construct. However, it has not considered the owners of luxury brands or detailed the moderated effects of luxury value on related attitudinal outcomes. To address this gap, this study draws on an existing second-order conceptualization of luxury value to introduce and empirically examine an extended conceptualization of the owner-based luxury value (OBLV) construct. The study draws on brand equity theory to offer a conceptual model of the attitudinal outcomes of OBLV in terms of brand loyalty, brand attachment, brand community behavior, and brand engagement. Using unique data from 452 actual owners of three luxury brands (Cartier, Louis Vuitton, and Prada), the authors confirm the predicted attitudinal outcomes of OBLV and reveal moderating effects of awareness of counterfeit existence. Their findings provide new insights and implications for luxury brand research and luxury brand managers. The research provides a richer understanding of OBLV and yields important managerial insights into how to influence luxury-seeking consumers' perceptions of, and attitudes to, luxury brands.     

Guidelines for Hoshin Kanri implementation: development and discussion

Hoshin Kanri is a strategic management framework originally conceived in Japan and recognised for developing a deployment process that integrates business strategy and operations execution. Recently, there has been a resurgence of interest regarding Hoshin Kanri implementation among western managers, who usually face cultural challenges towards its use. This leads to the necessity of systematising a set of universally applicable guiding principles or guidelines, for Hoshin Kanri initiatives. This paper presents the results of an in-depth assessment of Hoshin Kanri guidelines carried out through a systematic process of experts? interviews. It uses as its starting point a model of the guidelines that was previously developed through a systematic literature review. The revising and refining of the guidelines is carried out by discussing their conceptual foundations and 20 guidelines are presented that may aid in the implementation of Hoshin Kanri in dfferent types of organisations.