基于因子分析建立上市公司财务战略模型

企业的活动,总是在一定的环境条件下进行的,成功的财务战略一定是建立在对企业内、外环境因素的全面分析的基础上,来维持企业长期盈利能力并形成以竞争优势为目的的战略性思维方式和决策活动。本文根据企业的众多财务指标,运用因子分析方法来分析上市公司的财务情况,并利用波士顿矩阵模型来构建企业的财务战略模型,用以分析企业应当采取的经营手段和经营战略情况。     

基于企业经营战略的IT战略设计

IT作为一种广泛利用的信息资源,不仅可以增强企业的实力,提高企业的竞争力,甚至可以转换成企业的核心能力。根据信息时代IT与企业经营战略的关系,从企业经营战略高度进行IT战略设计,将企业IT战略与企业经营战略进行整合,对规避IT实施风险,提升IT项目决策的科学性及有效性具有重要意义。     

跨国公司在中国的竞争优势:一种基于资源的分析方法

本文运用企业战略管理的资源理论探讨了跨国公司经营与管理中基本能力、关键绩效与关键资源三者之间的关系,由此得出跨国公司在中国的竞争优势表现在技术、管理、成本及区位选择等各个方面。而中国大企业要缩短与知名跨国公司的差距,除了实行政府的政策扶持与市场推动相结合,还必须转变自身的经营方式和建立科学合理的内部管理机制,并处理好多元化经营与专业化经营的关系,从而取得国际竞争优势。     

资源外取——饭店企业软件系统建设的最佳选择

饭店的信息化建设越来越受到重视,尤其软件系统的建设更是重中之重。本文通过对饭店企业软件系统建设方式的分析,指出资源外取能优化资源利用、提高核心能力、降低投入成本,是最适合饭店的企业信息化建设方式。     

西方企业绿色管理研究述评及启示

由于利益相关者压力、解决环境问题的资源可利用程度、组织管理范式中的生态价值观等因素，企业会采取从反应型到主动型的环境响应行为。西方绿色管理研究指出，主动型绿色管理活动不仅有助于降低其经营活动对生态环境的负面影响，绿色管理作为企业总体经营战略的组成部分还可能成为企业竞争优势的来源。本文回顾了西方已有绿色管理研究成果，分析企业绿色管理行为的影响因素，为改善我国环境监管有效性和提高企业绿色管理水平提供借鉴。     

冗余资源与企业绩效关系的情境研究——兼谈冗余资源的数量变化

文献普遍认为冗余资源在企业经营状况良好时增加,经营状况不良时减少,事实真的如此吗？学者们在争论应该用何种理论解释冗余资源作用的同时,忽略了该资源本身也是企业行为的结果和管理的对象,以及企业情境会影响它与绩效之间的关系.本文认为冗余资源数量偏离预期时,企业会据此进行响应,而这种响应所造成的结果在经营状况不同的企业中会有所区别.本文选取我国上市公司作为样本进行分析,发现经营状况不良的企业,非沉淀性冗余资源显著减少,而沉淀性冗余资源却显著增加,冗余资源和企业绩效之间均存在正U型关系;经营状况良好的企业中,其非沉淀性冗余资源显著增加,而且冗余资源和企业绩效之间存在倒U型关系.     

资源外包决策的系统分析模型

针对资源外包决策这一复杂系统问题,采用系统分析的方法,从经济学与战略管理2个角度对企业核心活动进行界定,指出企业核心活动具有集中性和独特性,在此基础之上,构建了识别企业核心活动的系统分析模型。最后通过一个制造企业的例证,说明该资源外包决策模型的科学性和有效性。     

旅游集团资源整合战略研究——以陕旅集团为例

旅游集团对旅游资源的运用能力决定旅游企业的成长。本文通过陕西旅游集团组建后对旅游资源占有、外取、优化的分阶段运用战略及取得的成功,旨在说明旅游资源及旅游资源运用的重要性,启示其他旅游企业重视旅游资源、合理利用及占有旅游资源。     

称霸市场的三大经营战略

<正> 《财富》杂志的世界500强排名,向来被经济界认为是世界各国经济状况的一个晴雨表。本文介绍的世界500强制胜市场的三大经营战略,很值得国内的决策者和经营管理者关注和借鉴。 国际化经营战略 一个进入世界500强的企业,必然是一个跨国公司。其经营活动已经纳入国际经济活动之中,以国际市场为舞台,广泛利用国内外资源,从全球战略出发,在世界市场进行资源优化配置和组合。世界500强对世界经济的各个领     

企业经营专业化与多元化的战略探究

专业化经营和多元化经营均是公司的一种战略选择,在资源有限的情况下,战略选择影响着公司的成败,因此进行正确的战略选择具有重要意义。我国企业面临着如何进行战略管理及战略选择的问题。一、企业专业化与多元化战略评析(一)企业专业化经营战略分析企业经营专业化所强调的核心     

面向制造业务国际化的竞争优先权转移研究

从企业国际化的视角,研究了制造业务国际化过程中的竞争优先权转移问题。在对竞争优先权理论文献研究的基础上,提出研究命题:对于不同制造业务国际化类型的制造企业,其所选择的竞争优先权不尽相同。在IMSS2009的支持下,基于制造业务国际化程度,将企业分为本土、本洲以及全球制造型企业,分析了国际化制造企业的竞争优先权特征以及不同国际化程度的制造企业竞争优先权要素的特征差异。根据研究成果,构建了面向制造业务国际化的竞争优先权转移模型。     

服务外包基地城市BPO发展模式分析

以首批服务外包基地城市:大连、成都、上海、深圳、西安为对象,分析了这5个城市的BPO发展状况和发展模式,指出每种模式的特色之处,对西安进行了SWOT分析,旨在为其他城市发展BPO面临的模式选择问题提供参考。     

The Entrepreneurial Establishment of a Nonprofit Organization

The purpose of this paper is to offer an analysis of the nonprofit sector from the entrepreneurial point of view in order to show why the organizational form of nonprofit has arisen and, more precisely, why rational entrepreneurs choose to incorporate their business enterprises under the nonprofit regulation. Since nonprofit associations were formed before the emergence of the tax code, the favorable tax-status alone cannot explain an entrepreneurial preference for the nonprofit form. Tax considerations have then to be combined with other elements. The alternative view proposed in the paper is that the supply of factors such as capital and entrepreneurship provides the motivation for the rise of nonprofit enterprises. The entrepreneur and the managers enjoy control of the activity and see to it that service are produced in such a way as to maximize their net income. They do not ignore nonmonetary income in the sense that they find it rewarding to seek pecuniary gains as well as nonmonetary profits in any given period. To explain why an entrepreneur organizes his business as a nonprofit entity we investigate a theater production process.     

生命周期视角下的金字塔底层创新策略选择:一个多案例研究

金字塔底层(BoP)群体意指与全球化经济相脱离、未能分享经济成长成果的低收入群体,群体中蕴含着大量未被运用的人力资源和其他资本。如果BoP群体中的这些资源能够被企业有效利用,一方面可以帮助BoP群体提高收入,摆脱贫困,另一方面可以帮助企业获得难以模仿的资源优势和效率优势。由于BoP群体在能力特征、认知特征及所处的外部环境方面与成熟经济中的其他群体有很大区别,企业以BoP群体作为资源提供者时会面临一些特定的挑战。这些挑战与企业所处的生命周期阶段相关,不同发展阶段的企业所关注的商业挑战重点不同,从而导致企业在不同的发展阶段需要采用不同的创新策略。因此,本文运用多案例研究方法对BoP群体作为资源提供者的企业进行研究,分析其在不同发展阶段面临的商业挑战,并针对不同商业挑战制定出相应的创新策略,帮助开展BoP群体作为资源提供者的商业活动,以真正解决贫困问题。     

新兴国家企业选择专业化战略的情境识别及机制探讨--基于深圳企业的多案例研究

已有研究将发达国家高比例的企业专业化归因于其长期发展形成的强制度环境,那么,弱制度环境下的新兴国家如何推动企业采取专业化发展方式?现实中,中国一些地区(如深圳、广州)已表现出明显的专业化倾向,原因在哪?文章基于环境依赖视角探讨新兴国家的企业专业化问题,通过对深圳的三家专业化企业进行多案例研究,旨在识别该地区影响企业采取专业化发展方式的情境框架,并分析具体的影响机制。研究发现:(1)识别了支持型营商环境、高度市场化、敏捷供应链构成的企业战略选择情境框架。受到改革开放政策、内地庞大市场容量、近港区位优势和全价值链分工等外力作用,以及营商环境、市场环境、供应链之间相互作用内生关系影响,形成了螺旋演进式的情境正向优化模型。(2)外部情境会引致企业固化甚至暂时锁定在专业化战略上。支持型营商环境产生资源集聚效应,高度市场化引导行业分工出现,敏捷供应链形成专业化固化效应。研究解释了新兴国家为何会出现专业化比例提高现象,从情境构建角度拓展了企业战略选择的环境依赖理论,对新兴国家的产业政策调整和企业战略选择实践具有指导意义。     

Building global dynamic capabilities through innovation: A case study of Taiwan's cultural organizations

This case study analyzes global dynamic capabilities, firm specific advantages (FSAs), and the international expansion of cultural enterprises in Taiwan from the viewpoint of sustainable development. From our exploratory study, we identify six global dynamic capabilities as the driving forces behind the creation of new cultural products that revitalize a company through continuous innovation. Each global dynamic capability actually leverages the company's resources. The case study results show that technology-based FSAs help cultural organizations globalize their business and create value. There are two global expansion paths that cultural organizations can take to increase value which are discussed in our paper.     

High value manufacturing (HVM) in the UK: case studies and focus group insights

This paper studies the internal mechanisms that allow organisations to become high value manufacturing (HVM). Using a qualitative methodology, three UK manufacturing companies formed in-depth case studies with semi-structured interviews, observations and historical data. The HVM value matrix of Martinez and co-workers is used to categorise each organisation’s value proposition. Wider benchmarking of the three organisations was carried out against a focus group with an additional seven manufacturing organisations. Thus, data from 10 manufacturing organisations are included in this research. The cases follow the ‘customer intimacy’ HVM discipline. The business processes supporting these value propositions were identified. Interestingly, each organisation’s desired value proposition differs from their current one. ‘Technological integrators’ predominantly rely on new product development (NPD) and Strategy processes, whereas ‘Socialisors’ rely predominantly on Strategy and Customer Relationship processes. Companies can use the findings to better understand their current HVM value proposition and, where necessary, plan their transition to a future desired HVM value proposition.     

Business intelligence and analytics value creation in Industry 4.0: a multiple case study in manufacturing medium enterprises

Abstract

Medium enterprises (MEs) form a majority of enterprises in several regions, yet they are underrepresented in the literature. The digital transformation known as Industry 4.0 (I4.0) brings new data streams into enterprises. MEs and large enterprises will both leverage business intelligence and analytics (BI&A) to improve their business performance, so the study of the conditions favouring value creation of BI&A is of interest. However, there are few studies focusing on the impact of business intelligence and analytics (BI&A) on value creation in I4.0 and none focusing on MEs. Using a multiple case-study design, this paper explores factors linked to BI&A business value creation in manufacturing MEs that are undergoing an I4.0 transformation. Findings suggest enterprises resources and capabilities are not sufficient to predict business value: organizational learning and organizational culture have a non-negligible influence for MEs.     

Gaining from the global ambitions of emerging economy enterprises: An analysis of the decision to sell a German firm to a Chinese acquirer

This paper examines the issue of cross-border acquisitions by companies from emerging economies in industrialised countries: an important phenomenon that has recently found increasing emphasis in international business research. In analysing Chinese acquisitions of German firms in the machinery and equipment industry, the paper addresses the question of why firms from industrialised countries are sold to companies from emerging economies. Several real and imagined reasons may induce the German side not to sell; nevertheless, this type of acquisition occurs with increasing frequency. Using case study evidence and interview data, the study finds explanations for the decision to sell to a Chinese company. The results show that German firms can gain substantially from the global ambitions of the Chinese firms for advancement of their own business objectives. This is due to complementarities in the motivations for engaging in the deals, as well as the underlying strategic needs of both firms. In addition, the specific nature of the cooperation between both firms instils in the German managers a sense of control and security—either real or merely perceived—creating conditions that are favourable to the selling decision. Most importantly, in the context of emerging economy enterprises acquiring advanced economy firms, motivations on both sides of the acquisitions appear to go beyond the commonly known goals such as capital transfer and additional market access, as the acquisitions provide the companies involved with conditions favourable to expansion into previously inaccessible market segments. The findings of this study provide useful guidance for the development of future strategic relationships between firms from industrialised and emerging economies.     

The Influence of Cost and Quality Priorities on the Propensity to Outsource Production*

Outsourcing of production has escalated over the past decade due to unprecedented competition and worldwide access to low‐cost labor markets. This article examines how cost and quality priorities—two key attributes of manufacturing strategy—influence a manufacturer's propensity to outsource. By doing so, we bridge the existing gap between research on manufacturing strategy and firm boundaries. We develop a theory‐based model that links a manufacturer's cost and quality priorities to its plans to outsource production. Our empirical analyses, based on survey data obtained from 867 manufacturing business units, control for firm‐specific factors previously shown to impact outsourcing, including asset specificity, uncertainty, and current capabilities in cost and quality. We found that the competitive priority placed on cost played an integral role in sourcing decisions, while, surprisingly, conformance quality priorities did not. The cost result is consistent with our expectations and observations in practice. The significant effect of cost priority on outsourcing shows that any theory of firm boundaries that fails to consider competitive priorities is incomplete. The finding regarding quality, which was counter to our expectations, may partially explain why there is an emergence of so many nonconforming products associated with outsourcing. Taken together, our results provide theoretical insights for future research into how manufacturing managers can improve their decision making on outsourcing production.