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基于制度视角的企业非市场战略与市场战略的整合研究 总被引:2,自引:0,他引:2
经典的战略理论是以"市场"为核心的研究,将"非市场"概念运用到企业层次的战略与行为以寻求竞争优势是战略研究领域出现的新趋势。随着各种非市场因素对企业战略影响重要性研究的逐渐深入,非市场战略的研究逐步兴起并日益成为战略管理研究的重要内容。本文首先从制度与战略互动的新视角论述了企业的非市场和市场行为是对转型背景下非市场和市场环境特征的战略反应;然后从一个古诺竞争模型出发,通过构建博弈模型对非市场战略与市场战略的整合效应作了合理的诠释。研究发现,战略整合的核心在于两者之间的正向外溢性,主要反映在一种战略的效应会正向外溢到另外一种战略。由于市场与非市场战略的指向有所不同,有时又需要交互发生作用,因此,对二者进行有效整合,使其能量能够大于任何单一战略所不能及的限度。 相似文献
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随着企业非市场行为在竞争中越来越显著的作用,将非市场行为分析纳入传统的竞争互动的框架中,探讨其与市场行为如何在竞争过程中互动,成为企业战略管理研究的新方向。本文采用结构内容分析法,以中国典型房地产企业为例,研究企业市场与非市场竞争行为及其互动规律。文章的结论补充了传统竞争互动理论基于市场行为的单一性,为进一步研究中国转型时期企业的竞争互动提供了理论基础和实例支持。 相似文献
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正当前,企业的战略管理对企业非市场因素的关注已成为新趋势,企业在注重市场因素的同时,更应加强对非市场因素的分析。非市场行为指的是企业与相关利益者之间的关系,任何企业的战略决策都应充分关注市场环境与非市场环境的有效整合。随着非市场因素对企业日益重要的影响,多数企业开始制定相应的非市场策略,如制定行业标准、关注公众利益、履行社会责任等,以此在激烈的市场竞争中获得优势。而企业非市场行为对企业的营销绩效有着非常重要的影响,如何充分利用企业非市场行为,有效提升企业的营销绩效是关键问题。 相似文献
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探讨了制度导向环境与市场(或任务)导向环境的差异及其内在关联性,以及这种关系和差异所导致的组织2种不同导向的战略应对行为.研究结果表明,企业在制定与实施战略时,应综合考虑环境中的市场或任务与制度导向因素,并积极将市场导向战略与制度导向战略进行整合.最后,基于事项管理理论提出了一个企业整合市场导向与制度导向战略的管理模型,旨在为处于高度制度化环境中转型期的中国企业管理者们进行全面的组织环境管理,以及制定与实施整合导向战略时提供一些实践启示. 相似文献
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资源、成长性与中国跨国公司海外非市场战略 总被引:1,自引:0,他引:1
以中国跨国公司的海外非市场战略为研究对象,研究企业规模、技术资源和企业成长性与企业缓冲战略和搭桥战略之间的关系,重点考察企业成长性对企业非市场战略的作用.研究结果发现,企业规模和技术资源对中国跨国公司海外非市场战略具有显著影响,中国企业更倾向采用搭桥战略,而企业成长性与中国跨国公司海外非市场战略的相关性不显著.这表明以资源为基础的战略观点依然是中国跨国公司海外非市场战略的重要理论基础,企业成长性在海外非市场战略的作用还未得到中国跨国公司的充分重视,有必要使其成为在与东道国政府议价时的重要筹码. 相似文献
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本文考察了企业市场战略与非市场战略整合的行为模式及其绩效表现。主要结论:第一,本文实证地识别出了企业战略整合的三种行为模式,即事项整合、战略互动与战略协同,其中战略协同是一种内部整合模式,而事项整合与战略互动是两种外部整合模式;第二,进一步实证地发现了三者间的关联性。其中事项整合对战略互动、战略互动对战略协同以及事项整合对战略协同均存在显著性的正向作用;第三,战略整合模式与企业绩效总体上存在显著的相关性。其中事项整合对市场绩效不存在显著影响,对经营合法性存在显著的负向影响;战略互动与战略协同均只对市场绩效存在显著性影响,而与经营合法性不存在显著相关性。 相似文献
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在文献研究基础上构建战略转型过程机理模型,揭示战略转型过程及作用机理,并通过案例企业转型过程的深入分析,论证和完善模型。研究显示:转型动因驱动力、环境洞察能力、变革领导能力、转型准备、转型实施、转型整合及其相互之间关系是影响转型的主要因素,对战略转型产生关键性作用。转型动因驱动力通过转型规划设计、转型举措制定和转型实施的传导影响,对战略转型产生驱动性作用,环境洞察能力通过转型准备、转型实施、转型整合的传导影响,对战略转型产生关键性作用,变革领导能力来自转型团队的洞察力、推动力和整合力,通过转型过程活动对战略转型产生影响。 相似文献
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M.D. Skipton 《Long Range Planning》1985,18(2):56-68
Concepts within strategic management are defined and a framework for strategic analysis and planning is presented. Within the planning operation, corporate strategy and corporate integration are central to strategic management. The timetable largely prescribes the procedural steps involved in strategic analysis and planning, and the character of each of these steps is determined by the frame of reference, or the aims and purpose of strategic managers, which are established during strategic planning. As a practical management tool, the framework developed here offers the possibility to improve management performance and to increase corporate effectiveness and flexibility. 相似文献
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While corporate governance and strategic management have for a long time suffered from artificial separation and, therefore, generally been tackled in a secluded manner, their combined organizational impact makes them stringently related to one another in the firms’ evolution. In this paper, we argue that, transcending the “silo view” of corporate governance and strategic management, time has come to acknowledge that, depending on circumstances and time periods, within a firm is possible to detect the relative dominance of corporate governance over strategic management, rather than the leadership of strategic management over corporate governance. Drawing on a contingency approach, we dissect the relationships (and the mechanisms that control it) between the strategic function (i.e., which defines the firms’ strategy and supervisions its implementation) and the governance function (i.e., the congruence assessment between the firm strategy selected and the interests of the ownership and of other relevant stakeholders represented in the board of directors and the effectiveness appraisal of the entrepreneurial action). Then, by performing a thorough retrospective qualitative analysis of three relevant case-histories of Italian firms (Fiat, Telecom Italia and Unicredit) operating in three different industries (automobile, banking and telecommunications), we surmise that, either in corporate governance (board) oriented or in strategic management (CEO) oriented companies, the ‘real’ problems arise when the quality of corporate governance or strategic management is poor. Interestingly, we eventually suggest to adopt a value-based approach to the relationship between corporate governance and strategy that may fruitfully complement the contingency perspective taken at the onset of the work. 相似文献
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Firms must correctly identify and analyze the nature of their strategic environments, their strategic oppurtunities and problems, and, formulate the precise strategy sets for corporate strategy for accomplishing the chosen organizational objectives and goals. This articles reports on a survey. Chief executives of industrial corporations provided their insights and experience (see Appendix I) and the findings are analyzed for the implications for other practising chief executives. The nature of environment which is strategic to a particular firm has considerable influence upon the firm's choice of strategies. The correct understanding of this influence is critical to the firm's organizational effectiveness. Only after a correct understanding can the chief executive formulate the precise mix of strategies and meld them in the strategy sets of the corporate strategy.The major findings indicate that the levels of difficulty experienced in accomplishing firm's objectives and goals depend upon the perceived nature of complexity, unpredictability and dynamism of the firm's strategic environments. The levels of clarity on strategic issues also depend upon these same attributes of environments. The formulation of strategy sets of corporate strategy are indicative of the ways by which the chief executive and his management team expect the firm to achieve its major objectives and goals by monitoring the strategy sets to keep in tune with the changing realities of the firm's strategic environments. General management, marketing and finance, were the vital group strategies, followed by production and research and development. External relations, personnel and procurement were the least important strategies. Firms operating in simple and stable environments experienced the least difficulty in achieving corporate goals, while firms in dynamic and complex environments experienced the greatest difficulty. 相似文献
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本文基于高阶梯队理论,针对以往TMT研究的关键问题,探讨绩效下滑的非多元化企业CEO继任后,TMT异质性、战略变革和绩效改善的关系。本文选取了沪深两市2005-2013年相关数据为研究变量,对2008-2010期间发生CEO变更的145家绩效下滑的非多元化企业进行实证研究,结果表明,TMT任期异质性对战略变动有显著负向影响,战略变动对企业绩效变化没有显著影响,战略背离对企业绩效变化有显著负向影响。当我们探索性的测量战略变革的方向时,发现战略变动与企业绩效变化呈U型关系,战略背离与企业绩效变化呈倒U型关系。本研究不仅为绩效下滑的非多元化企业转型战略研究提供一个新的视角,而且为绩效下滑企业选择高管团队提供了决策的依据。 相似文献
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Gerry Johnson 《英国管理杂志》1990,1(4):183-200
As our understanding of processes of strategic management develop, it is clear that the problems of managing major shifts in strategy, which organizations face on occasions, are of a different order to the typically incremental strategy development they follow. It is also recognized that these problems are closely linked to cognitive and cultural dimensions of organizations. Research on the management processes associated with more fundamental strategic change is still sparse, but suggests that it requires substantial cognitive shifts in which intervention, often by new corporate leaders, and political and symbolic, as well as more substantial action, is likely. This paper draws together the author's and other research in related fields, to formalize explanatory models, which link organizational inertia of strategy, more fundamental strategic change, and in particular the symbolic management activities of corporate leaders as strategic change agents. 相似文献
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F. Ian Stuart 《英国管理杂志》1997,8(3):223-236
The role of supply-chain management as an integral element in corporate strategy has been discussed in prior research, mostly at a broad conceptual level with relatively little empirical validation. This paper uses data from a longitudinal study of buyer-supplier relationships to evaluate the impact from firms' recent initiatives in developing strategic supplier alliances on the role played by the supply management effort in the corporate hierarchy. Contrary to anticipated results, the use of an alliance approach did not lead to any appreciable improvement in status and respect for supply management's role in developing corporate strategy. While several suggestions are offered to explain these results, the major conceptual models of supply-chain strategy are reassessed and a more appropriate and grounded framework for study is proposed. Further research is called for to empirically verify the link between strategic consideration for supply issues and firm success. 相似文献
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并购后的高管变更对于企业的并购绩效具有重要的影响,但目前的研究结论没有取得一致性。本文基于制度理论的视角引入合法性的概念,通过123份并购样本实证分析了并购后高管变更、合法性以及并购绩效之间的关系。研究结果显示:并购后高管变更与并购的外部合法性和内部合法性之间均存在显著的负相关;而外部合法性和内部合法性对于并购绩效具有显著的积极作用。本研究结论对于我国企业的并购后高管变更决策以及如何提升并购绩效具有理论指导意义。 相似文献
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The vast majority of research on the relationship between corporate governance and strategic management focuses on the impact of corporate governance on strategic management. In this article we propose a cyclical model, highlighting that strategic decisions can also affect corporate governance through shaping firm ownership structure. We discuss the impacts of strategic decisions on firm ownership structure and corporate governance in the contexts of publicly traded firms, private firms, and the privatization of state-owned enterprises. We hope that our cyclical model can promote researchers to develop a more complete view about the relationships between strategic management, ownership structure, and corporate governance. 相似文献