IT应用对企业绩效的影响:直接作用还是间接作用?

通过对127家企业进行问卷调查分析,发现企业流程管理能力与供应商的质量管理水平对企业绩效存在显著影响,企业IT应用水平虽然对企业绩效有显著影响,在引入企业内外部两个解释变量后,IT应用水平对企业绩效的影响被完全中介,其研究结论检验了企业IT应用并不能直接为企业带来价值创造,它是通过企业其它管理要素进行传递,因此企业IT应用只有与企业内外部管理要素的结合,才有可能优化业务流程并改善对供应商的管理,推动企业绩效的提升。过分宣传IT应用水平对企业绩效的直接影响,会导致企业在IT投资上产生误区,造成企业盲目依靠IT投入来提升IT应用水平,从而可能导致IT悖论的再现。论文所获结论对企业如何选择合理的IT投资和IT应用有积极的现实指导意义。     

IT能力与知识管理对医药供应链绩效的影响

本文从知识管理的视角研究了医药企业IT能力对其供应链绩效的影响。以RBV为理论框架,结合知识的理论观点,界定了供应链中的知识的范畴,将知识管理能力划分为四个流程:知识取得流程、知识转换流程、知识保护流程以及知识应用流程。采取实证研究方法,选取医药供应链成员企业作为研究对象,进行调查分析,证实了知识管理能力对IT能力和医药供应链绩效之间关系的中介作用,并结合医药供应链管理实践,提出管理启示。     

基于实证的IT能力与风险研究

本文构建了IT能力对项目实施风险的影响模型,以此为基础提出了3个研究假设,通过构建SEM结构方程模型,验证了这3个假设.结果发现:需求方IT基础设施及整体IT应用水平,对IT项目实施风险的影响均未得到证实,而需求方企业员工的IT技术能力,对IT项目实施风险的影响得到了证实.     

IT能力、二元式学习和突破式创新关系研究

利用珠三角221位中高层管理者的样本数据,采用回归分析法研究了IT能力、二元式学习和突破式创新的关系。研究表明,IT能力对二元式学习有显著正向影响;IT能力对突破式创新有显著正向影响;二元式学习对突破式创新有显著正向影响;IT能力通过二元式学习部分中介作用于突破式创新。探索式因子分析表明,IT能力由流程导向IT能力、知识广度导向IT能力和知识深度导向IT能力3个维度构成。进一步的研究发现,IT能力对二元式学习的影响中知识广度导向IT能力贡献度最大。     

企业中基层管理人员IT应用能力建模

通过对300多位IT应用企业的中基层管理人员的问卷调研,使用验证性因子分析方法,首次建立了中基层管理人员的IT应用能力模型。采用分层回归分析方法,以高层领导的支持为控制变量,分析中基层管理人员的IT应用能力与IT应用水平之间的关系,进一步检验了中基层管理人员IT应用能力模型的有效性。研究结果表明,在考虑高层领导的支持情况下,中基层管理人员的IT应用能力对部门IT应用水平具有显著影响。其中,知识的影响力最强,其次是潜质,再次是态度。这说明在企业IT应用实践中,需要特别注重对现职中基层管理人员进行IT应用知识方面的在职培训;同时,对中基层管理人员的招聘,需要关注其知识和潜质,由于潜质较难改变,在招聘中需要特别加以重视。     

IT能力、界面管理与顾客创新

在解构IT能力维度的基础上,构建出新产品开发活动中企业IT能力、界面管理和顾客创新之间关系的理论框架模型并提出相应假设,以江苏省的高新技术企业为调研对象,运用结构方程模型的方法对所获数据进行实证分析.结果表明,IT基础设施对IT技术能力、IT人员能力均具有显著的积极影响;IT技术能力和IT人员能力对顾客创新具有显著的积极影响;界面管理在IT技术能力、IT人员能力影响顾客创新的关系中具有积极的调节效应.     

影响企业创新过程的IT能力研究

从IT能力和创新过程的角度研究IT对企业创新的影响.基于文献及实证研究成果讨论了影响企业创新过程的多种IT能力,包括知识管理、项目管理、合作沟通、业务融合四个方面,并详细论述了各种IT能力对企业创新过程各个阶段的作用影响.     

IT人员业务能力与技术能力的互补性对企业竞争优势的影响

以资源基础观为理论指导,研究IT人员的技术能力与业务能力以及二者的协同效应对企业竞争优势的影响。在已有研究成果的基础上,构建了企业IT人员能力及其互补性与企业经营绩效关联的概念模型,通过对国内300家大中型企业的问卷调查和统计检验,验证企业IT人员的技术能力和业务能力与企业绩效都有着显著的正相关关系,而且这2种能力之间也存在较强的互补性。研究结论显示,技术能力是IT部门人员区别于其他部门的根本,业务能力使IT人员能够更好地理解企业业务,进而充分发挥IT系统的战略作用,产生的协同效应能够进一步提升企业的经营绩效。     

企业IT能力系统动态演变的分析模型研究

揭示企业IT能力的演变规律,有助于把握影响IT能力系统的关键因素,从而提高企业信息系统的应用效果。本文以系统观为基础,依据协同学理论,讨论了企业IT能力系统的概念及其构成,探讨了企业IT能力系统的协同特征,提出了企业IT能力成熟度作为企业IT能力系统序参量的五种状态特征,并建立了企业IT能力系统的序参量方程,最后构造了该系统动态演化机制理论模型。     

中基层管理人员的信息化能力与IT管理原则

企业信息化不仅仅是技术问题,也是管理问题。本文根据文献回顾和企业访谈所归纳的中基层管理人员信息化能力要素,提出为了更好地发挥中基层管理人员的信息化能力,提升企业的IT应用水平,企业在IT管理中,需要遵循现职人员IT知识优先原则、创新与合作氛围原则、选人知识与潜质并重原则、制度规范原则、学习型组织原则和柔性管理原则等6项原则。     

The interface of the top management team and the board: A dynamic managerial capabilities perspective

Although top management teams use their human capital, social capital, and cognition (i.e., dynamic managerial capabilities) to drive strategic change in their firms, faultlines within these teams may dampen the strategic change that they produce. While boards can enable but also restrict these change efforts, we know little about how precisely a board's monitoring and advice-giving condition the impact of the top management team's dynamic managerial capabilities on strategic change. We clarify how intense monitoring and advice-giving affect strategic change when faultlines between the top management team's and board's dynamic managerial capabilities are more or less salient. We explain that intense monitoring further stifles both the breadth and speed of strategic change that can be accomplished, and that this is more pronounced when the faultlines between the two bodies are strong. Furthermore, we outline that intensive advice-giving can be beneficial in improving the breadth of strategic change, but more so when these faultlines are weak and less so when they are strong. Notably we illuminate that the reverse happens in terms of speed of strategic change: intensive advice-giving can be detrimental engendering a further dampening of strategic change speed which is more pronounced when these faultlines are strong but less when they are weak.     

网络嵌入性视角下基于知识的动态能力构建机制

基于知识的动态能力、网络嵌入性以及创新绩效之间的影响关系,本研究利用探索性案例的方法证实了多样性、信任、共同解决问题和承诺等不同网络嵌入属性分别对知识获取能力和知识整合能力具有显著的正向影响,证实了知识整合能力对创新绩效具有关键性的正向影响,从而建立了网络嵌入性——动态能力——创新绩效的理论框架,进一步打开了网络嵌入性作用机制的黑箱,为网络环境中的动态能力及创新研究的深入开展创造了条件。     

The effect of supply chain integration, modular production, and cultural distance on new product development: A dynamic capabilities approach

Little research has examined how international firms' operations strategies affect dynamic capability creation or how cultural distance affects operations management. This study addresses these gaps by bridging the work on dynamic capabilities, two operations management techniques (product modularization and supplier integration) and cultural distance. Using a sample of 111 Brazilian automobile suppliers, the study finds that new product development is marginally increased by product modularization but decreased by supplier integration. Cultural distance negatively moderated these relationships. This research extends the dynamic capabilities literature and indicates that operations management strategy is an important part of the dynamic capability formation process.     

An Empirical Investigation in Sustaining High‐Quality Performance

Many organizations that were once quality leaders have had challenges sustaining high‐quality performance. Although research has examined frameworks and concepts that lead to high‐quality performance, few studies examine how to sustain high‐quality performance. Sustaining performance may require additional capabilities from what it takes to achieve it. Drawing on quality management literature, organizational resilience literature, and the theory of dynamic capabilities in the strategy literature, this study empirically investigates the effects of four capabilities that help sustain high‐quality performance. The analysis shows that capabilities in improvement, innovation, sensing weak signals, and responsiveness all help sustain high‐quality performance. This suggests that what it takes to achieve high‐quality performance is different, in part, from what it takes to sustain it. The data comes from a survey of 147 manufacturing business units. The analysis shows that the relative benefits of these capabilities may depend on the level of competitive intensity and environmental uncertainty. The findings provide empirical support for a theoretical model and practical guidance for sustaining quality performance.     

银行国际化能力形成及对战略影响的实证研究

构建了在国际化扩张特定阶段,银行国际化能力形成及能力影响银行国际化战略的理论模型,并进行实证检验。以开展国际化运营的8家中国银行的时间序列数据为样本,通过非参数方法测量国际化能力,用层级回归统计方法检验假设。结果显示,中国银行业的国际化能力显著正向影响其国际化战略水平,组织学习水平显著正向影响银行国际化能力;另外,国际化经验和国际化导向也显著正向影响银行国际化战略水平。最后为中国银行业国际化发展提出了理论指导。     

Comparative strategic management: An emergent field in international management

In this article we present an important yet understudied field in international management—comparative strategic management across nations. Although the strategic management discipline traditionally uses the firm as a unit of analysis, and indeed firms within the same nation or industry are often heterogeneous, as argued by the resource-based view, we observe something more. We note a sustained and systematic pattern of strategic management issues at the national-level. We explicate that a unique bundle of national-level institutional, competitive and socio-cultural conditions function together with a repertoire of distinctive capabilities or weaknesses for most firms, incubating certain national-level patterns of corporate-, business-, and international-level strategies adopted by most firms within the nation. To further illustrate we use BRIC countries (Brazil, Russia, India and China) to showcase why and how we advance the study of comparative strategic management (CSM). In our quest to guide future research on CSM, we present a rudimentary yet overarching framework of comparative environments, comparative capabilities, and comparative strategies among firms operating in BRIC countries.     

中国企业30年创新:机制、能力和战略

通过对宏观统计数据和我国领先企业调查资料的归纳、比较,分析了我国企业的创新机制、创新能力和创新战略模式.研究发现:在20世纪末,我国企业就已初步形成了市场导向的创新机制;改革开放30多年来,我国企业的创新能力已得到较大幅度提升;企业的创新战略模式从模仿创新开始,现已出现了原始创新和赶超创新;但是,与国外企业相比,我国企业的创新能力和水平还需继续提升.     

Managing knowledge in supply chains: a catalyst to triple bottom line sustainability

Abstract

Sustainable supply chain management (SSCM) and knowledge management’s (KM) positive role in improving supply chain development and performance have both attracted attention in recent years, the former arguably stimulated by the triple bottom line (TBL). Despite the positive development, there is a paucity of theoretical and empirical studies identifying the broad capabilities that affect a firm’s ability to simultaneously pursue economic, environmental and social success. We use the natural-resource-based (NRBV) and knowledge-based (KBV) views to develop a series of propositions linking KM capability to strategic and operational supply chain sustainability and competiveness and test their veracity with practicing managers (n?=?275). We offer a systematic analysis of KM’s role in the development of SSCM. The findings confirm the credibility of the theoretical propositions and identify how different KM processes specifically facilitate strategic or operational development of SSCs. We provide researchers with a framework to guide future research at the KM/TBL nexus.     

Empirical investigation of alternate cumulative capability models: a multi-method approach

Quality (Q), delivery (D), flexibility (F) and cost (C) may reinforce each other to form specific models of cumulative capability. Previous empirical studies reveal two dominant models of cumulative capabilities (Q–D–F–C and Q–D–C–F) without testing whether other models could better fit their data. The present study fulfils this gap and conducts a comparative analysis by testing various models of cumulative capabilities based on a survey of 368 Thai manufacturing plants, and concludes that Q–D–C–F is the best-fit model and further extends the models to reveal ‘simultaneous’ cumulative capability. The contributions are threefold. First, multiple methods are applied to robustly search for the best-fit model. Second, direct and indirect links between capabilities are revealed to add insights into the cumulative reinforcement patterns among capabilities. Third, we show that the widely accepted sand-cone model (Q–D–F–C) and competitive progression theory are not necessarily the dominant approaches for explaining cumulative capability patterns of manufacturers, especially from an emerging country. The results are also significant for practitioners as they understand how capabilities such as quality and delivery can simultaneously improve the next sequential capability.     

Why are manufacturing SMEs cancelling their ISO 9001 certification? Research from Italy

We investigated why Italian manufacturing small and medium-sized enterprise (SMEs) cancelled ISO 9001 certification from the Italian database and the problems and difficulties that led to this. Eight such problems derived from a literature review and interviews with a Delphi panel of 20 experts were tested through an online questionnaire. The questionnaire was completed by 167 managers from Italian SMEs that have cancelled their ISO 9001 certification. Costs related to consultancy and certification body are no longer a difficulty for maintaining ISO 9001 and neither are misinterpretations with the external auditors or paperwork. Internal audits are considered a problem when they are not managed with the aim of measuring performances. Staff can represent a cost when just dedicated to administrative and bureaucratic activities. The more relevant difficulties were top management commitment, measurability of performances and customers’ current lack of interest in ISO 9001. Respondents’ comments also provided interesting suggestions for practitioners such as quality managers and quality consultants to avoid mistakes while maintaining ISO 9001 certification.