高科技新创企业网络中心度、战略隔绝与竞争优势关系研究

从内部机制和外部网络出发,探究了网络中心度、战略隔绝对新创企业竞争优势的影响.基于来自高科技新创企业的187份有效问卷,利用结构方程对假设关系进行了验证.结果表明,网络中心度、战略隔绝对高科技新创企业竞争优势均具有显著的影响,而且战略隔绝在网络中心度与高科技新创企业竞争优势之间存在部分中介效应.     

合作创新：中小企业技术创新的现实选择

目前，在我国企业群体中大多数为中小企业，而中小企业在经济全球化背景下原有的资源、低人力成本等竞争优势已逐步丧失，在发展中存在的设备陈旧、管理落后、产品技术含量低、技术创新能力弱等问题逐渐暴露出来。近年来，企业为了在复杂多变的市场中获得更多的竞争优势，     

企业技术创新管理:国内外研究现状与展望

创新是企业获取竞争优势的最主要来源,企业创新管理是近年来管理学中发展迅速、综合性强的新兴学科.本文概括了当前企业技术创新管理从个体创新到组合创新、全面创新的发展阶段,技术创新研究中基于战略、资源与能力的三大主要流派,并且从突破、均衡和复杂动态特征等对企业技术创新管理研究的趋势进行了展望.     

要"抓大",更要"抓强"--中小企业改革谈

重点培育一批国有和国有控股的大型企业和企业集团，发挥这些大企业在资本运营、技术创新、市场开拓等方面的优势，使之成为国民经济的支柱和参与国际市场竞争的骨干，是当前国有企业改革的首要任务，但中小企业的改革也不能忽视。 一、要“抓大”，更要“抓强” 国有企业必须以技术为先导，突出主业，不断扩大主业规模，才能提高核心竞争力。当前国际经济竞争的核心是知识创新、技术创新。国家与企业的竞争优势，已经从过去以资源为主转向以技术为主，谁在技术上领先或占优势，谁就在竞争中处于有利地位。 企业要以市场为导向，摒弃政府行…     

浅谈企业竞争优势中的人力资源开发与管理

现如今是一个充满知识经济的时代,企业竞争优势是企业生存和发展的重要支柱,而人才的合理开发与储备,是企业竞争优势的首要元素。本文正是基于以上认识,将从企业生存和发展的角度,对企业竞争优势中的力资源开发进行详细阐述和探索,从而为企业在日益激烈竞争的市场中获得一席之地,使企业在生存和发展的过程中稳步前行。     

外资企业人力资源管理借鉴

上世纪90年代以来,把人力资源管理与企业的总体经营战略联系在一起,是许多外资企业获取竞争优势的重要工具。在国际范围的市场竞争中,无论是大企业还是小企业,无论是国内企业还是国际跨国企业,要想获得并保持竞争优势,核心资源就是人力资源。人力资源管理是企业管理中的重要组成部分,加强人力资源管理是外资企业的重点战略之一。外资企业的人力资源管理优势     

异质性资源、创业机会与创业绩效关系研究

基于资源基础理论探究了新创企业的异质性资源,并采用创业机会视角剖析资源对绩效的作用机制问题,提出了资源-机会-绩效的研究逻辑。来自山东省102家新创企业的问卷调研数据证实:具有高知识储备的人力资源和密切联系的关系资源对创业绩效有正向影响;有价值的创业机会分别在人力资源与创业绩效、关系资源与创业绩效间起中介作用。理论上,不仅甄别出影响新创企业绩效的异质性资源,丰富了资源基础理论,而且有利于完善Timmons模型以推进研究发展;实践上,为新创企业实现资源与机会的良性匹配,最终实现创业成功提供理论指导。     

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。     

创新制度下的专业技术人员激励体制

<正>一、引言技术创新是企业核心竞争优势的关键因素,技术人才是技术创新的主要力量。能否拥有一支稳定而且不断壮大发展的技术人才队伍,对企业的成长有着重要的影响,甚至极可能关系到企业瞬间的成败。国内外知名的像微软,IBM等跨国公司,他们取得成功的重要秘诀和经验之一,便是非常重视技术创新以及对技术人才的创新管理。相比较,在技术创新方面,国内大多数企业存在很大差距,这也是国内许多企业不能快速发展     

浅议企业的知识产权竞争意识

在经济全球化大潮和新科技革命突飞猛进的今天,企业之间的激烈竞争越来越表现为知识总量和人才素质的竞争.知识和人才成为决定创新成败和竞争胜负的关键资源.但创新成果的产生并不意味着市场竞争优势,创新成果只有获得知识产权法律制度保护,成为自主知识产权技术,才能将技术创新优势转化为独特的市场竞争优势.     

Technological learning,knowledge management,firm growth and performance: an introductory essay

The uncertainty, dynamism and volatility of the new competitive landscape are altering the fundamental nature of competition as the 21st century begins. In this exciting competitive era, technological learning plays a vital role in the firm’s competitive success. This role is significant because increasingly, technological learning is linked to the firm’s ability to develop, maintain and exploit dynamic core competencies. Dynamic core competencies are the foundation for competitive advantages. Although difficult to accomplish, firms try to establish competitive advantages that can be sustained for some period of time. Being able to develop, maintain and exploit competitive advantages is critical to the creation of firm value. This introductory article for the Special Issue explores the importance of technological learning and the management of knowledge for firm growth and performance. Additionally, we present a context that frames the issues examined and the contributions made by the papers included in the special issue.     

产业集群:提升天津滨海新区竞争力的战略选择

产业集群的研究已经成为地区或国家竞争力研究以及区域经济研究的热点.在发达国家,基于产业集群而形成的集群经济早已成为区域经济的重要板块和亮点.本文通过对产业集群理论的回顾以及对产业集群竞争优势的研究,深入思考天津滨海新区所特有的经济条件和发展优势,提出了为提升区域竞争力、加快实施产业集群的经济发展战略.     

Does order of entry shape competitive strategies? An analysis of European mobile operators

Research on first mover advantages is interested in the performance effects of the order of entry into new markets. However, with a few exceptions, the competitive strategies used by different cohorts of entrants have not been studied. We advance research on first mover advantages by arguing that pioneers and followers differ in terms of the competitive strategy employed. Additionally, our research proposes that the different competitive strategies used evolve over time. To test our hypotheses, we use data from the European mobile industry. Our findings show that pioneers benefit from a hybrid strategy in the initial stages of the market development. However, over time, the relative position of first movers in terms of quality, prices and operating costs worsens.     

Evolution of strategic management: The need for new dominant designs

The development of strategic management is explained from an evolutionary perspective on the basis of cycles of variation, selection and retention. In industry, breakthrough innovations, or technological discontinuities, initiate eras of ferment that end when a generally accepted standard, or dominant design, starts an era of incremental change. In strategic management, the original definition of strategy initiated an era of ferment characterized by a focus on the environment. The attention to the environment of firms and the integration with other areas of inquiry reached a point of maturity with development of a widely accepted model for analyzing industry and with the definition of generic strategies. The resource-based view of the firm created a new era of ferment by affirming that the main sources of sustainable competitive advantages reside in the development and use of valuable resources. A new period, marked by swift advances in technology and increasingly blurred boundaries among industries, markets and competitors as well as diverse and more complex sources of competitive advantages, imposes on scholars and practitioners an imperative need to conceive new dominant designs. This paper illustrates the evolution toward new directions and challenges of creating new dominant paradigms in strategic management that revolve around the concepts of knowledge, learning, and innovation.     

从竞争优势到竞争优势群

在当今的超强竞争时代,环境的动态性日益成为影响企业竞争成败的关键因素,从动态的角度分析竞争优势成为当务之急。本文从动态的角度构建了竞争优势群分析框架,对竞争优势的维持、增强、权衡和更新等问题进行了研究。     

How to beat early movers: The role of competitive strategy and industry dynamism on followers’ performance in the telecommunications industry

The idea of first-mover advantages is frequently used by both managers and academics alike. Despite its importance for understanding the performance of entry in new markets, the evidence remains mixed. Our study advances research on the entry timing-performance relationship by adopting a contingency perspective that includes both micro (competitive strategies) and macro (industry dynamics) dimensions to explain differences in entrants' profitability. In this paper we focus on follower firms and propose that cost leadership is the best strategy for them to successfully entering a market. In addition, recognizing the contingency effect of industry dynamism, we also examine how market growth and technology evolution affect the effectiveness of followers’ competitive strategies. Specifically, we propose that followers will be better off by using cost strategies in growing markets, while when operating in contexts of technological change the performance of the cost leadership strategy will be lower.     

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.     

Age,Experience and Corporate Synergy: When Are They Sources of Business Unit Advantage?

When do older businesses have a competitive advantage over new startups? When do the corporate subsidiaries have advantages over independent firms? This paper tackles these questions by comparing the performance of businesses classified according to age and affiliation in the game of competitive survival. The research is based on an analysis of 377,000 United States business units between 1978 and 1984. Our results suggest that age confers substantial advantages in competitive environments where intangible assets, accumulated through experience, are critical to success. These include industries with high-labour intensity, high skill levels and heavy reliance on push marketing. For other industries, e.g., where competitive advantage can be built through superior service or media hype, age advantage is generally much more limited. Affiliation with a corporate group, meanwhile, allows young businesses to overcome some of their handicap by ‘borrowing’ experience through their parent. Once a business is well established, however, affiliation is immaterial.     

Exploration of an effective development process in integrative strategy

Through complete supply chain integration, manufacturers can effectively improve performance. However, not all manufacturers can improve performance through a complete integration. According to related research, the problem arises from a poor integration strategy development process. For this reason, the purpose of this study is to identify an effective development process for an integration strategy. Based on the purpose of this study, the two following research propositions should be explored: (1) identify the development stage number in the process and (2) explore the compositions of integration strategies and the competitive capabilities for each development stage to further explore how to establish an integration strategy incrementally. The taxonomy approach was the main methodology used in this study. Empirical data from the International Manufacturing Strategy Survey were used to test this research question. By testing and satisfying these two research propositions, it was determined that an effective development integration strategy process can be divided into four stages as follows: starter, advanced integrator, positive integrator and complete integrator. This study provides a suggestion for an effective gradual integration with partners and obtains a stepwise competitive advantage. Based on the research results, manufacturers can effectively develop a stepwise integration strategy to attain competitive qualifications in the initial period and maintain a competitive advantage.     

产品创新领先企业竞争优势研究

随着市场经济的发展和科学技术的进步,企业产品生命周期越发短暂,加快产品创新,缩短产品开发时间已成为企业获得和保持竞争优势的关键。然而并不是在任何条件下产品创新领先企业都能获得竞争优势,其竞争优势的获得和保持还受外部环境和产品或服务特征的影响。本文对创新领先企业可以获得的竞争优势、市场绩效、难以获得和保持竞争优势的原因作了探讨,并以权变的观点分析了影响领先优势的几个因素,最后得出了相关结论。