跨产业升级、战略转型与组织响应
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摘要
新兴市场经济国家的跨产业升级现象正成为企业界和学术界关注的焦点。本文构建了跨产业升级、战略转型与组织响应的整合性分析框架,剖析跨产业战略转型过程与机制以及组织结构的策略性响应行为。以深圳达实智能作为案例,揭示了"结构追随战略"的互动过程及其对升级绩效的影响。研究发现,达实转型成功的关键在于动态调整组织结构以适应跨产业、跨区域转型战略带来的管理决策的复杂性。行业与区域交叉的条块式管理体系提高了企业对客户(市场)的响应速度与运营效率,为提升价值链地位和推动营收快速增长奠定了组织基础。本文探索性地提出了新兴经济体本土企业提高组织响应能力成功实现跨产业战略转型的一个系统框架。新兴经济体迅速变化的市场需求与技术融合导致企业战略呈渐进式转型特征,组织架构响应则呈动态调整形式。"渐进式战略转型与动态组织架构响应"模式成为新兴经济体企业跨产业转型的重要特征,对于理解新兴经济体跨产业升级现象、打开"战略转型与组织响应黑箱"大有裨益。本文进一步丰富了跨产业升级和Chandler"结构追随战略"的相关理论。
The cross-industrial upgrading of emerging market economies is becoming the focus of business and academia. Through literature review, this paper constructs an integrated analytical framework for cross-industry upgrading, strategic transformation and organizational response, and analyzes the process and mechanism of cross-industrial strategic transformation as well as the strategic response behavior of organizational structure. In the case of Shenzhen DaShi, this paper reveals the interactive process of "Chandler's Structure follows strategy" and its impact on enterprise competitiveness and upgrade performance. It is found that dynamically adjusting the organizational structure to adapt to the complexity of management decisions brought by cross-industry and cross-regional transformation strategies is the key to the successful transformation of DaShi. Industry and regional cross type of management system improves the response speed of enterprise to customer(market) and operational efficiency, which has laid an organization foundation for the advancement of the status in value chain and the rapid growth of revenue. This paper tentatively puts forward a system framework for the improvement of organizational responsiveness and the successful realization of cross-industry strategic transformation of local enterprises in emerging economies. The rapid change of market demand and technology integration in emerging economies leads to the gradual transformation of enterprise strategy, and the organizational structure response is dynamically adjusted. "Progressive strategic transformation and dynamic organizational structure response" mode has become an important feature of the enterprise's cross-industry transformation in emerging economies, which is helpful for understanding the phenomenon of cross industry upgrading in emerging economies, opening up "strategic transformation and organizational response to black boxes", and further enriches the cross-industrial upgrading theory and "Chandler's Structure follows strategy".
The cross-industrial upgrading of emerging market economies is becoming the focus of business and academia. Through literature review, this paper constructs an integrated analytical framework for cross-industry upgrading, strategic transformation and organizational response, and analyzes the process and mechanism of cross-industrial strategic transformation as well as the strategic response behavior of organizational structure. In the case of Shenzhen DaShi, this paper reveals the interactive process of "Chandler's Structure follows strategy" and its impact on enterprise competitiveness and upgrade performance. It is found that dynamically adjusting the organizational structure to adapt to the complexity of management decisions brought by cross-industry and cross-regional transformation strategies is the key to the successful transformation of DaShi. Industry and regional cross type of management system improves the response speed of enterprise to customer(market) and operational efficiency, which has laid an organization foundation for the advancement of the status in value chain and the rapid growth of revenue. This paper tentatively puts forward a system framework for the improvement of organizational responsiveness and the successful realization of cross-industry strategic transformation of local enterprises in emerging economies. The rapid change of market demand and technology integration in emerging economies leads to the gradual transformation of enterprise strategy, and the organizational structure response is dynamically adjusted. "Progressive strategic transformation and dynamic organizational structure response" mode has become an important feature of the enterprise's cross-industry transformation in emerging economies, which is helpful for understanding the phenomenon of cross industry upgrading in emerging economies, opening up "strategic transformation and organizational response to black boxes", and further enriches the cross-industrial upgrading theory and "Chandler's Structure follows strategy".
引文
[1] 毛蕴诗,郑奇志.基于微笑曲线的企业升级路径选择模型——理论框架的构建与案例研究[J].中山大学学报(社会科学版),2012,52(3):162-174.
[2] 毛蕴诗,林彤纯,吴东旭.企业关键资源、权变因素与升级路径选择——以广东省宜华木业股份有限公司为例[J].经济管理,2016,(3):45-56.
[3] 李田,刘阳春,毛蕴诗.OEM企业逆向并购与企业升级——台升及万向的比较案例研究[J].经济管理,2017,(7):67-83.
[4] 宣烨,孔群喜,李思慧.加工配套企业升级模式及行动特征——基于企业动态能力的分析视角[J].管理世界,2011,(8):102-114.
[5] Giuliani E,Pietrobelli C,Rabellotti R.Upgrading in global value chains:Lessons from Latin American clusters[J].World Development,2005,33(4):549-573.
[6] Kaplinsky R,Morris M.A handbook for Value Chain Research[M].Ottawa:IDRC,2001.
[7] Humphrey J,Schmitz H.How does insertion in global value chains affect upgrading in industrial clusters?[J].Regional Studies,2002,36(9):1017-1027.
[8] Chandler A D.Strategy and Structure:Chapters in the History of the American Industrial Enterprise[M].MIT.Press,1962:373-375.
[9] Chandler A D.Organizational capabilities and the economic history of the industrial enterprise[J].Journal of Economic Perspectives,1992,6(3):79-100.
[10] Peng M W,Luo Y.Managerial ties and firm performance in a transition economy:The nature of a Micro- macro Link[J].Academy of Management Journal,2000,(43):486-501.
[11] Ahlstrom D,Bruton G D.Venture capital in emerging economies:Networks and institutional change[J].Entrepreneurship Theory and Practice,2006,(30):299-320.
[12] 冯米,路江涌,林道谧.战略与结构匹配的影响因素——以我国台湾地区企业集团为例[J].管理世界,2012,(2):73-81.
[13] 冯米,张曦如,路江涌.战略与结构匹配对新兴市场企业集团绩效的影响[J].南开管理评论,2014,17(6):63-71.
[14] Gereffi G.International trade and industrial upgrading in the apparel commodity chain[J].Journal of International Economics,1999,48(1):37-70.
[15] Porter M E.Towards a dynamic theory of strategy[J].Strategic Management Journal,1991,12(S2):95-117.
[16] Williamson O E.Markets and hierarchies:Analysis and antitrust implications[J].Accounting Review,1975,86(343):619.
[17] 肖星,王琨.关于集团模式多元化经营的实证研究——来自“派系”上市公司的经验证据[J].管理世界,2006,(9):80-86.
[18] Hansen R,Siew K S.Hummel's digital transformation toward omnichannel retailing:Key lessons learned[J].MIS Quarterly Executive,2015,14(2):51-66.
[19] Yin R K.Case Study Research:Design and Methods[M].Los Angeles:SAGE,2003.
[20] Eisenhardt K M,Graebner M E.Theory building from Cases:opportunities and challenges[J].Academy of Management Journal,2007,50(1):25-32.
[21] 刘海兵,许庆瑞.后发企业战略演进创新范式与能力演化[J].科学学研究,2018,(8):1442-1454.
[22] Ansoff H I.Strategies for diversification[J].Harvard Business Review,1957,(35):113-124.
① 蓝色巨人IBM从初创到随后的近半个世纪都以IT设备制造为主业,在1990年代开始实施转型战略,特别是自2003年以来,IBM加快了转型步伐,先后抛售硬盘、PC和X86服务器等硬件业务,开始向软件和咨询服务等价值链高端领域展开跨产业转型。与之类似,Intel在过去50年发展历程中,从存储厂商到CPU芯片制造的硬件公司,再到如今转型为一家驱动云计算和“以数据为中心”的“技术+服务”型公司。
[2] 毛蕴诗,林彤纯,吴东旭.企业关键资源、权变因素与升级路径选择——以广东省宜华木业股份有限公司为例[J].经济管理,2016,(3):45-56.
[3] 李田,刘阳春,毛蕴诗.OEM企业逆向并购与企业升级——台升及万向的比较案例研究[J].经济管理,2017,(7):67-83.
[4] 宣烨,孔群喜,李思慧.加工配套企业升级模式及行动特征——基于企业动态能力的分析视角[J].管理世界,2011,(8):102-114.
[5] Giuliani E,Pietrobelli C,Rabellotti R.Upgrading in global value chains:Lessons from Latin American clusters[J].World Development,2005,33(4):549-573.
[6] Kaplinsky R,Morris M.A handbook for Value Chain Research[M].Ottawa:IDRC,2001.
[7] Humphrey J,Schmitz H.How does insertion in global value chains affect upgrading in industrial clusters?[J].Regional Studies,2002,36(9):1017-1027.
[8] Chandler A D.Strategy and Structure:Chapters in the History of the American Industrial Enterprise[M].MIT.Press,1962:373-375.
[9] Chandler A D.Organizational capabilities and the economic history of the industrial enterprise[J].Journal of Economic Perspectives,1992,6(3):79-100.
[10] Peng M W,Luo Y.Managerial ties and firm performance in a transition economy:The nature of a Micro- macro Link[J].Academy of Management Journal,2000,(43):486-501.
[11] Ahlstrom D,Bruton G D.Venture capital in emerging economies:Networks and institutional change[J].Entrepreneurship Theory and Practice,2006,(30):299-320.
[12] 冯米,路江涌,林道谧.战略与结构匹配的影响因素——以我国台湾地区企业集团为例[J].管理世界,2012,(2):73-81.
[13] 冯米,张曦如,路江涌.战略与结构匹配对新兴市场企业集团绩效的影响[J].南开管理评论,2014,17(6):63-71.
[14] Gereffi G.International trade and industrial upgrading in the apparel commodity chain[J].Journal of International Economics,1999,48(1):37-70.
[15] Porter M E.Towards a dynamic theory of strategy[J].Strategic Management Journal,1991,12(S2):95-117.
[16] Williamson O E.Markets and hierarchies:Analysis and antitrust implications[J].Accounting Review,1975,86(343):619.
[17] 肖星,王琨.关于集团模式多元化经营的实证研究——来自“派系”上市公司的经验证据[J].管理世界,2006,(9):80-86.
[18] Hansen R,Siew K S.Hummel's digital transformation toward omnichannel retailing:Key lessons learned[J].MIS Quarterly Executive,2015,14(2):51-66.
[19] Yin R K.Case Study Research:Design and Methods[M].Los Angeles:SAGE,2003.
[20] Eisenhardt K M,Graebner M E.Theory building from Cases:opportunities and challenges[J].Academy of Management Journal,2007,50(1):25-32.
[21] 刘海兵,许庆瑞.后发企业战略演进创新范式与能力演化[J].科学学研究,2018,(8):1442-1454.
[22] Ansoff H I.Strategies for diversification[J].Harvard Business Review,1957,(35):113-124.
① 蓝色巨人IBM从初创到随后的近半个世纪都以IT设备制造为主业,在1990年代开始实施转型战略,特别是自2003年以来,IBM加快了转型步伐,先后抛售硬盘、PC和X86服务器等硬件业务,开始向软件和咨询服务等价值链高端领域展开跨产业转型。与之类似,Intel在过去50年发展历程中,从存储厂商到CPU芯片制造的硬件公司,再到如今转型为一家驱动云计算和“以数据为中心”的“技术+服务”型公司。