制度环境、公司治理对企业竞争优势的影响研究——基于中国上市公司的经验证据

如何通过外部制度和内部制度的安排延续企业的竞争优势,是制度变迁背景下中国企业面临的核心问题.本文以2002年-2005年的中国上市公司为样本,基于国内地区差距,实证分析了制度环境和公司治理时企业竞争优势的影响.回归结果发现,政府支持市场化程度、经济法律环境水平、股权集中度、股权竞争度、董事会独立性、专业委员会设置程度以及股东参与决策程度与企业竞争优势显著正相关.研究结果表明,好的制度环境与有效的公司治理能提高企业的竞争优势;企业持续竞争优势的源泉应包含以政府为主体的宏观层次的制度竞争和以企业为主体的微观层次的公司治理竞争.     

Temporary Competitive Advantage: A State‐of‐the‐Art Literature Review and Research Directions

In many industries, the traditional sources of competitive advantage tend to evaporate fairly rapidly. Therefore, managers need to continually rethink and reformulate their firm strategies. Likewise, scholars have felt compelled to shift the traditional centre of attention from competitive advantage that is sustainable over time to a focus on how firms compete by achieving a series of temporary advantages. However, the proliferation of research on temporary competitive advantage, far from building a solid body of literature, has produced a series of fragmented studies. This condition calls for detecting the state of knowledge in this realm of strategic inquiry. By leveraging the present status of the literature on temporary competitive advantage, we offer a conceptual map of the current inquiry of the antecedents, management, and consequences of temporary competitive advantage. Then, we identify the key implications for strategy theory and discuss the major challenges for cultivating fertile territories in this intriguing area of research.     

作为企业竞争优势源泉的网络治理--基本的概念分析框架和研究假设

本文以新经济形态下的网络组织交易模式--网络治理为研究对象,试图回答网络治理之所以成为企业竞争优势源泉的原因.为此,本文在新制度经济学交易成本思想的分析背景中,在治理结构连续体的基础上,将网络治理对应于这种分析背景中的混合治理模型展开分析.然后,根据经济学和管理学中已有的治理和战略、价值贡献要素以及竞争优势的规范逻辑关系,得到网络治理和竞争优势的关系.最后,本文应用资源基础论中一个关于企业战略选择价值分析的VRIO模型,尝试解析网络治理作为企业竞争优势源泉的原因,并为此提供了一个基本的概念分析框架和相应的研究假设.     

运筹活动对企业可持续竞争优势的影响

相关统计结果表明,运筹活动能帮助企业在激烈的竞争中持续成长并维持其优势地位,而要了解组织内运筹活动对可持续性竞争优势影响的机理,就应明确运筹活动对可持续竞争优势构成因素的影响。为此,以持续性因素为中介变量,研究了运筹活动对可持续竞争优势的影响,实证检验了相关研究变量之间的关系。结果显示,运筹活动对企业可持续竞争优势的形成有正效用。     

A Dynamic Collaboration Capability as a Source of Competitive Advantage

The resource‐based view of the firm argues the essence of decision making is to determine how firm and supply chain resources can be configured to achieve inimitable advantage and superior performance. However, combining resources found among diverse members of a supply chain requires higher levels of coordination than exist at most companies. Manifest cross‐functional and interorganizational conflict impedes the relational advantages of collaboration. This research employs a multimethod—survey and interview—approach to evaluate collaboration's influence on operational and firm performance. Our findings show that collaboration, as a dynamic capability, mediates the conflict resulting from functional orientations, and improves performance. Specific structural enablers to enhance an organization's collaborative capability are identified and described, providing insight into how firms can exploit interfirm resources for competitive advantage.     

企业持续竞争优势的资源观阐释

资源、能力、知识是三个内涵不完全相同的概念,但它们是紧密相连的,在企业价值(租金)创造的过程中它们同时起了决定性的作用。企业竞争优势的获取依赖于资源、能力和知识,但它们并不必然地促使竞争优势持续下去。为此,本文归纳了与持续竞争优势相关的若干资源特性及条件。文章最后指出资源观正将资源的内涵外延扩大化,这从一定程度上进一步丰富和完善了持续竞争优势模型。     

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。     

Competition network as a source of competitive advantage: The dynamic capability perspective and evidence from China

The search for competitive advantage is the defining inquiry of strategic management research. In this study, we draw on the dynamic capability lens to develop a counterintuitive view that positions competitors of a firm as an important source of competitive advantage. We argue that a firm's competitors form a competition network from which it can collect information about innovative ideas, product market, and related industries. Such information helps it calibrate market opportunities, update the resource base, and, eventually, strengthen its competitive advantage. This positive effect of competition network on competitive advantage will reasonably be contingent upon the proactive information search by the firm. The empirical results based on the survey data of 631 Chinese firms strongly support our theoretical model. This study identifies another distinctive source of competitive advantage than industry context or organizational resources as well as advancing our understanding of competition network.     

Configurational conditions and Sustained Competitive Advantage: A fsQCA approach

Traditional manufacturing firms in emerging markets such as China are increasingly facing the challenge of digital transformation for Sustained Competitive Advantage (SCA). Underpinned by the resource orchestration theory, this study posits that organisational resources (relational and technological), transformation capability, and organisational characteristics are configurational conditions for SCA. Using fuzzy-set Qualitative Comparative Analysis (fsQCA), this study reveals multiple pathways – configurational resources and capabilities in sets of necessary and sufficient conditions – leading to SCA in a sample of 206 Chinese clothing manufacturing firms. Results suggest that relational resources are a necessary condition that fundamentally drives SCA; small firms can achieve SCA by combining relational resources and transformation capability, while portfolio technological resources are sufficient for large firms. For organisations with higher levels of global market engagement, both relational and portfolio technological resources are essential for achieving SCA. This study enhances understanding of the interdependence of the causal conditions (e.g., organisational resources and capability) in set relations with the outcome of SCA in different firms considering their size and level of global market engagement.     

需求不确定下生产能力与竞争优势之间的关系

在需求不确定的条件下,用生产能力刻画产量决策的柔性,用古诺模型描述企业间的(产量)竞争,建立一个两企业战略竞争博弈模型,并利用博弈均衡构建柔性水平与竞争优势之间的函数关系。比较静态分析结果表明,(1)其他条件不变,一家企业的相对竞争优势随着自己的生产能力增加而增加,但随着对手的生产能力增加而降低;(2)生产能力较高的企业将获得较高的绝对竞争优势。这些结果暗示,柔性水平与竞争优势之间呈现一种正向的变动关系。这一结论一方面在一定程度上澄清了战略管理文献中呈现出的"战略柔性与竞争优势之间的联系方向模凌两可"这一问题;另一方面,由于引入了竞争性战略互动,从而将基于个人理性决策的结果扩展到战略相互依赖的竞争性情形下。     

企业经营原因不明中的企业家能力

产业组织理论将企业经营绩效的决定归因于外部因素,而企业的资源、能力观则试图从企业内部来解释经营绩效,其中,原因不明是一个重要的难以模仿的资源,成为企业获得持续竞争优势的重要基础。本文对原因不明的内涵、特征进行了探讨,指出对企业家能力的忽视是导致原因不明的重要原因,抓住了企业家因素,原因不明似乎可以得到解释了。     

隐含经验类知识:企业持续竞争优势的源泉

本文从隐含经验类知识的内涵和特性入手,将隐含经验类知识划分为技巧、心智模式、处理问题的方式以及组织惯例等四种类型。在此基础上分析了隐含经验类知识与持续竞争优势之间的关系,强调了隐含经验类知识由于其巨大的客户价值、稀缺性以及难以模仿性和复制性,成为了企业持续竞争优势的真正源泉。Nucor公司的成功进一步验证了企业持续竞争优势很大程度上取决于企业所掌握的隐含经验类知识以及公司开发利用隐含经验类知识的能力。     

Technology Learning, Technology Strategy and Competitive Pressures

This paper develops some hypotheses concerning technological learning in firms. The hypotheses are examined using a detailed study of Europe's leading dedicated biotechnology firm, Celltech Ltd. It relates how the competitive pressures facing the company, and similar US companies, have changed over the past decade, and how Celltech's technology strategy has placed considerable emphasis on technological learning in order to maintain its competitive position compared with large, multinational pharmaceutical companies. Some of the features of technological learning are examined, including: its purposive character; its differential and complex nature; its internal and external components; the complementary nature of the company's technology and human resource development strategy; and the importance of organizational considerations.     

中国企业吸收能力对竞争优势的影响

以企业资源基础理论为基础,从企业吸收能力这一概念入手.剖析企业吸收能力与企业竞争优势的关系,研究组织管理机制对企业吸收能力构建和发展的影响.依据吸收能力经典文献对吸收能力的前因进行重新梳理和归类,对现有文献中各种思路有一定的整理和明示作用;通过模型的构造和分析,采用实证研究方法.在286个中国企业样本的基础上进行统计分析;通过研究两种吸收能力的4类影响因素,辨识出中国企业在吸收能力培养和发展方面的优势和弱势,通过实证方法全面衡量和验证潜在吸收能力与实际吸收能力两者之间以及两能力与企业竞争优势的关系.研究结果表明,潜在吸收能力和实际吸收能力均是中国企业竞争优势的重要来源,其中代表创新的实际吸收能力对竞争优势的贡献更大.探讨中国企业应用外部知识的特点和规律,为中国企业如何提高知识学习效果和效率提供理论根据与实践建议.     

基于卓越伦理的竞争优势

本文提出了“卓越伦理”和“基于卓越伦理的竞争优势”概念,概括了拥有卓越伦理的企业具有超越自身利益的使命和目的、合乎伦理地对待利益相关者、实行伦理领导等三个基本特征。从“有价值”、“稀缺性”、“难以模仿性”三个方面,论证了卓越伦理已具备成为可持续竞争优势来源的条件,从而得出了卓越伦理是可持续竞争优势一个来源的结论。     

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.     

Integrating Behavioural and Economic Concepts of Risk into Strategic Management: the Twain Shall Meet

This paper develops an integrated framework of risk management and strategic competitive advantage that incorporates behavioural and economic notions of risk. The resulting model argues for the importance of risk-taking to sustainable competitive advantage and ultimately to firm performance. The model integrates framing effects of attainment discrepancy, transaction costs from implicit contracts theory and capital costs from finance theory. The proposed model suggests that continuous risk-taking by firms may help sustain competitive advantage and thus lower firm risk. This, in turn, effectively increases market returns to shareholders by ensuring earnings growth while simultaneously reducing the risk premium discount attached to a firm’s future income stream.     

Managing Technology Selection and Development Risk in Competitive Environments

Managing development decisions for new products based on dynamically evolving technologies is a complex task, especially in highly competitive industries. Product managers often have to choose between introducing an incrementally better, safe new product early and a superior, yet highly risky, product later. Recommendations for managing such performance vs. time‐to‐market trade‐offs often ignore competitive reactions to development decisions. In this paper, we study how a firm could incorporate the presence of a strategic competitor in making technology selection and investment decisions regarding new products. We consider a model in which an innovating firm and its rival can introduce a new product immediately or pursue a more advanced product for later launch. Further, the firm can reduce the uncertainty surrounding product development by dedicating more resources; the effectiveness of this investment depends on the firm's innovative capacity. Our model generates two sets of insights. First, in highly competitive industries, firms can adopt different technologies and effectively use introduction timing to mitigate the effects of price competition. More importantly, the firm could strategically invest in the advanced product to influence its rival's technology choice. We characterize equilibrium development and investment decisions of the firms, and derive innovative capacity hurdles that govern a firm's choice between the risky and safe alternatives. The effects of development flexibility—where firms might have the option to revert to the safe product if the advanced product fails—are also considered.     

The Impact of Causal Ambiguity on Competitive Advantage and Rent Appropriation

We seek to develop the conceptual and practical understanding of causal ambiguity. Specifically we extend current thinking by setting out three types of causal ambiguity, based on whether firm resources are perceived to display linkage and/or characteristic ambiguity, and by examining for each type the impact of causal ambiguity on the sustainability of competitive advantage and on rent appropriation. We highlight the difficulties decision‐makers face when they perceive ambiguity and finally we explore some implications of ambiguity with respect to resource‐creation processes.     

A practical approach to achieving Agility–a theory of constraints perspective

This article documents an action research (AR) project aimed at identifying the practical steps needed to become an agile manufacturer through a combination of the theory of constraints (TOC) and resource- based view (RBV) approaches in a small to medium enterprise (SME) in the Australian manufacturing sector. To date, lean production has been highlighted as a possible catalyst for creating an agile manufacturer, despite the evidence suggesting that lean manufacturing lacks the responsiveness and adaptability to effectively handle a rapidly changing market place and only works well in a stable environment. A more flexible system of production is required to fully encompass the agile characteristics needed to attain a competitive advantage. This research provides empirical evidence that the TOC perspective can be used as a practical approach for becoming an agile manufacturer. The study provides a workable approach for small firms to achieve ‘Agility’ in practice.