过程导向的可持续竞争优势因果关系链分析

对可持续竞争优势的外生性分析是基于企业同质性假设,把企业看成黑箱。以资源基础论为主流的内生性分析基于企业异质性假设,突破了企业黑箱,但由于提出了过分宽泛的资源概念,而且专注于对可持续竞争优势的条件特征的讨论和分析,客观上形成了"过程黑箱",影响到该理论的深入发展和管理学应用前景。本论文将能力概念从广义的资源概念中分离出来,在基于能力的新战略观基础上,将"资源-战略-绩效"架构具体化,构造了一个过程导向的可持续竞争优势因果关系链模型。     

企业关键资源及其形成与配置机制

本文基于企业资源基础论,提出了一个推论：企业关键资源的优势和特色决定了企业在市场中竞争力的大小。根据这个推论,阐述了企业关键资源的性质、特征及其分布状态,分析了企业关键资源的形成机制和配置机制。研究结果认为,企业关键资源并不是固定不变的,市场需求和竞争状态的变化会导致企业关键资源的分化;企业技术创新与扩散能力、组织能力与业务流程,共同构成了企业能力供给系统,其对企业竞争优势的培养意义重大。     

基于无形资源的竞争优势

在企业战略管理理论框架中 ,以资源为基础的竞争优势观和以活动为基础的竞争优势观 ,长期以来一直处于某种孤立或对立状态。本文认为 ,这二者可以在基于无形资源的竞争优势这一的新的分析框架中有机地结合起来。无形资源对竞争优势贡献的差异取决于竞争所处的特定的层面 ,企业为获得竞争优势 ,必须逐步形成与每个竞争层面相匹配的能力。我们通过对移动通讯产业发展的案例分析说明 ,企业对自己所拥有的资源和所处的竞争层面的理解 ,以及不断培养、改善和提高企业运用无形资源的能力 ,对其取得竞争优势具有决定性的意义。     

基于价值创造视角的互联网企业核心资源及能力研究

尽管网络经济已经成为国民经济的重要组成部分,但至今尚未形成一套适用于网络经济特征的体系化的竞争战略理论。为了弥补这一不足,本文通过对网络经济理论和战略管理理论的整合,借鉴AMIT&ZOTT提出的虚拟交易的四维价值空间理论框架,并将其推广应用到WEB2.0企业,从价值创造的角度揭示了网络企业的"3+1"核心资源和能力的构成体系。理论研究表明3种核心资源--原创内容资源、匹配数据资源、关系网络资源和1种核心能力--汇聚资源能力,对企业核心价值和竞争优势的形成具有正向的影响作用。为了检验假设,本文以北京市海淀区的248家网络企业为样本,采用结构方程模型分析方法进行分析。实证结果表明:原创内容资源、匹配数据资源和关系网络资源对核心价值和竞争优势的产生具有显著作用;而汇聚资源能力对原创内容资源、匹配数据资源和关系网络资源的形成具有显著的正效应。实证数据部分支持了本文的原始假设。     

企业战略联盟的二元性:竞争与合作——价值链理论、资源基础理论与博弈论的融合

价值链理论认为企业组建战略联盟进行合作竞争是为了增强自身和所属价值链的竞争优势。资源基础理论指出竞争优势的最终来源是独特资源和能力,企业战略联盟是为了实现这些资源和能力共享。它们分别解释了企业战略联盟彼此竞争合作的动因和本质。博弈论则为联盟成员的合作竞争规则和策略提供了理论依据。因此,三个理论的融合为企业战略联盟的竞争合作行为研究提供了综合范式。     

企业快速反应能力研究的三种视角

企业快速反应能力是继低成本、差异化之后企业竞争战略的第三个核心要素,持续地创新和提升企业的快速反应能力是企业在信息时代获取竞争优势的根本途径之一。面对企业竞争战略的变化,企业理论研究者和企业实践人员分别从管理理论、企业信息化和工程技术等不同视角对企业快速反应能力进行了研究,形成了具有时代特征的理论、模式和技术创新,并有力地推动了企业管理实践的发展。     

资源异质性如何影响企业绩效:资源管理能力调节效应的检验和分析

战略理论认为,资源与能力是引致企业竞争优势和绩效差异的重要因素,但鲜有实证研究探讨异质性资源与何种企业能力组合可提升企业绩效的问题。本文通过定量研究分析了资源异质性与资源管理能力不同维度组合对企业绩效影响的效果。数据分析结果表明,资源获取、整合与释放能力维度对资源异质性正向影响企业绩效的作用关系有调节作用,但对不同的资源特质—绩效关系影响程度不同。本研究揭示了资源异质性—企业绩效关系成立的边界条件和影响因素,对企业管理实践有重要意义。     

资源管理：企业竞争优势与价值创造的源泉

基于资源的观点强调有价的、稀缺的、难以模仿和不可替代的资源对企业建立和保持竞争优势的重要意义。然而一个被忽视的问题是：具备以上特征的资源构成是如何形成的。事实上，有效的资源管理是企业创建独特资源构成，进而创造竞争优势的关键。本文根据基于资源的观点、基于能力的观点、组织学习理论和权变理论，提出了企业资源管理的框架，为企业进行有效的资源管理提供理论依据。     

动念能力对企业绩效影响的理论回顾

企业如何保持长久的竞争优势是企业所要面对的永恒问题。为了回答这一问题，先后出现过战略定位学派、资源学派和能力学派。但是随着市场环境的多变和竞争的加剧，使得企业越来越关注企业所拥有的资源和能力如何与其所处环境相匹配。基于此，追求以迅速进行资源整合获得动态环境下的竞争优势的动态能力（Dynamic Capabilities）理论应运而生，并逐渐得到重视并发展起来。在这种情况下，将企业动态能力理论同企业绩效结合起来进行研究，探讨动态能力对企业绩效的影响作用和机制就具有非常重要的理论和现实意义。 为了说明动态能力对企业绩效的影响作用以及动态能力对企业绩效的作用机制，本文在以前学者研究的基础上，对有关动态能力与企业绩效关系的理论研究与实证研究进行了回顾与总结，并重点介绍并分析了有关动态能力与企业绩效关系研究的前沿理论模型。     

资源整合过程、动态能力与竞争优势:机理与路径

资源基础观和动态能力观分别强调了资源和动态能力对企业竞争优势的重要作用。但资源的静态性并不能保证竞争优势的持续性,因此需要对静态的资源进行整合,体现出其动态性的特征。但目前为止,国内外学术界对资源整合过程、动态能力以及竞争优势三者间相互影响机理的研究仅停留在定性研究层面,缺乏相应的实证研究。本文首次将资源基础观和动态能力观整合到一个研究框架下,构建了全新的理论模型,并以结构方程模型对东北地区187份有效问卷进行了实证分析。本研究的贡献在于,打开了从资源到竞争优势的黑箱,动态能力在企业的外部资源识取过程与竞争优势的关系中起到了完全中介作用,而它在企业的资源配用过程与竞争优势的关系中起到了部分中介作用。其实践意义在于企业应该如何提升其动态能力并以此来提升企业的竞争优势,参与市场竞争。     

Developing high-technology latecomer firms to compete internationally: A three-sector growth model

In contrast to the mainstream approach, which focuses exclusively on how foreign multinational enterprises move into developing countries, this paper researches how high-technology latecomer multinational enterprises grow from the domestic institutional context into the international market. It draws on the economic development theory and the dynamic capabilities perspective to present a three-sector growth model to understand how high-technology latecomer firms establish themselves in international competition through the interplay of the social sector, the state, and the market. The three sectors may work together when they are pushed by external threats or pulled by internal interests. High-technology latecomer firms, at the stage of “getting there,” would call for the caring hand of the social sector; at the stage of “staying there,” would need the competition of the market; and between these two stages, the discipline of the state.     

论饭店资源需求战略的系统定位模式

饭店是由各种饭店资源所组合而成的竞争实体,饭店资源的需求战略是饭店对自身所需资源的一种系统规划,它决定了饭店的动态竞争能力。它应该以饭店的生命周期、市场需求和资源柔性作为其基本的决策维度,这同时也是饭店资源需求战略系统定位模式的建构基础。     

企业动态能力及其功效:环境不确定性的影响

当前关于动态能力的维度及其功效还存在较大分歧,有些学者甚至认为动态能力毫无价值,应该摒弃动态能力研究.本文从战略过程视角,依据相关文献与访谈调查,将动态能力分解为组织意会能力、柔性决策能力及动态执行能力,探讨了动态能力与持续优势的关系及环境不确定性在其中的影响作用.通过对中国地区217家企业的实证研究发现,动态能力确实对持续优势有显著的正向影响,环境不确定性是动态能力的驱动因素而非调节变量,环境动态性对企业持续优势有显著的正向影响,敌对性则对持续优势有显著的负向影响.本研究的结论澄清了动态能力的价值前提,探明了环境不确定性的影响机理,对理论研究与实践操作都有一定的启发意义.     

Toward a capabilities perspective of the small firm

This paper attempts to explain the competitive advantages of the small firm in the capabilities perspective. It begins by identifying the kinds of strategic assets possessed by small firms. It argues that entrepreneurship and a simple capital structure are the sources of dynamism for small firms. The relationship between the small firm's resources and its capabilities are then critically examined. In particular, the analysis focuses on the influences of strategic assets on the organizational flexibility – a significant source of competitive advantage enjoyed by small firms. The competitive attributes of small firms are further discussed in terms of firm's internal and external capabilities. Finally, the relationship between the small firm's capabilities and the choice of technology strategies is examined.     

The extended dynamic capabilities model: A meta-analysis

This paper investigates, from meta-analytic approach, some topics that were unexplored in others dynamic capabilities meta-analysis. Hence, our research advances to identify and test the main antecedents of dynamic capabilities, the possible moderation effects of economic and cultural contexts in the relationship between dynamic capabilities and firm performance and the mediation effects between the antecedents of dynamic capabilities and firm performance. (1) The elements that stimulate dynamic capabilities development are resources, knowledge and learning, alliances and environmental dynamism. However, entrepreneurial orientation has no direct relationship with dynamic capabilities. (2) Dynamic capabilities play a mediating role between resources, knowledge and learning, alliances and firm performance. Curiously, entrepreneurial orientation is not mediated by dynamic capabilities in relation to performance. (3) Economic and cultural moderation affect the relation between dynamic capabilities and performance. Surprisingly, we detected that an Eastern orientation, presenting a high level of power distance and a low level of individualism, promotes stronger effects in the relationship between dynamic capabilities and firm performance than a Western orientation. Thus, our main contribution is to broaden the previous research on dynamic capabilities and to propose a future research agenda. In addition, this study adds new empirical evidence to the study of dynamic capabilities, which reduces the heterogeneity of previous results.     

企业竞争行为的回应预测研究

竞争回应的预测是竞争互动领域的一个核心论题。由于传统的竞争互动理论主要是以市场行为为核心的研究,而在相当大的程度上忽视了非市场行为的重要性与价值。本文以中国家电行业为研究对象,采用结构化内容分析法,试图从市场与非市场的角度全面探讨竞争回应的预测问题,以期为中国企业的管理者们在制定与实施战略,以及预测竞争对手策略与行为选择时提供一些重要的实践启示。     

企业超常业绩成因试析--基于资源能力观的经济租金理论解释

本文运用基于资源能力观的经济租金理论,对企业超常业绩问题进行了分析和阐述.与竞争优势概念相比,经济租金能够更清晰地界定企业业绩,揭示企业间存在的业绩差异.不同类型的经济租金,可以说明企业超常业绩产生所凭借内外条件的独特性.依据经济租金理论,还可对如何保持企业超常业绩的可持续性提出改进建议.     

Embeddedness of Organizational Capabilities*

Managers must regularly make decisions on how to access and deploy their limited resources in order to build organizational capabilities for a sustainable competitive advantage. However, failure to recognize that organizational capabilities involve complex and intricately woven underlying processes may lead to an incomplete understanding of how capabilities affect competitive advantage. As a means of understanding this underlying complexity, we discuss how managerial decisions on resource acquisition and deployment influence capability embeddedness and argue that capability embeddedness has an incremental effect on firm performance beyond the effects from organizational resources and capabilities. To investigate these issues, we present a hierarchical composed error structure framework that relies on cross‐sectional data (and allows for generalizations to panel data). We demonstrate the framework in the context of retailing, where we show that the embeddedness of organizational capabilities influences retailer performance above and beyond the tangible and intangible resources and capabilities that a retailer possesses. Our results illustrate that understanding how resources and capabilities influence performance at different hierarchical levels within a firm can aid managers to make better decisions on how they can embed certain capabilities within the structural and social relationships within the firm. Moreover, understanding whether the underlying objectives of the capabilities that are being built and cultivated have convergent or divergent goals is critical, as it can influence the extent to which the embedded capabilities enhance firm performance.     

A framework for supporting health capability-based planning: Identifying and structuring health capabilities

The COVID-19 pandemic has highlighted that health security systems must be redesigned, in a way that they are better prepared and ready to cope with multiple and diverse health threats, from predictable and well-known epidemics to unexpected and challenging pandemics. A powerful way of accomplishing this goal is to focus the planning on health capabilities. This focus may enhance the ability to respond to and recover from health threats and emergencies, while helping to identify the level of resources required to maintain and build up those capabilities that are critical in ensuring the preparedness of health security systems. However, current attempts for defining and organizing health capabilities have some important limitations. First, such attempts were not designed to consider diverse scenarios and multiple health threats. Second, they provide a limited representation of capabilities and lack a systemic perspective. Third, they struggle to identify capability and resource gaps. In this article, we thus propose a new framework for identifying and structuring health capabilities and support health capability planning. The suggested framework has three main potential benefits. First, the framework may help policymakers in planning under high levels of uncertainty, by considering multiple realistic and stressful scenarios. Second, it can provide risk analysts with a more comprehensive representation of health capabilities and their complex relationships. Third, it can support planners in identifying resource and capability gaps. We illustrate the use of the framework in practice considering an outbreak scenario caused by three different health threats (COVID-19, Ebola, and Influenza viruses).     

Competitive Capabilities among Manufacturing Plants in Developing,Emerging, and Industrialized Countries: A Comparative Analysis

Competitive capabilities have been defined as a plant's actual performance relative to its competitors, with the most commonly investigated capabilities being quality, delivery, flexibility, and cost. However, most research in this realm has investigated capabilities within developed countries, and neglected the context of developing and emerging nations, which are increasingly becoming viable economic entities in global supply chains in their own right. The present study fills this gap and carries out a comparative analysis of competitive capabilities among plants in developing, emerging, and industrialized countries. Basing our arguments on the resource‐based view of the firm, we suggest that the influence of competitive capabilities on each other varies among plants in differentially industrialized regions. Specifically, we suggest that, on average, competitive capabilities tend to influence each other to a greater degree in plants in emerging and developing countries compared to industrialized countries. Along similar lines, we suggest that the influence of the four competitive capabilities on performance improvement is manifested more strongly among plants in emerging and developing countries than among plants in industrialized nations. We investigate these contentions with data from 1,211 plants in 21 countries. The results are particularly important for decision makers as they decide on the increasingly global location of their manufacturing operations or the configuration of their global supply chains.