基于资源能量视角的企业竞争势构建机理研究
|
摘要
“势”是我国传统战略思想的重要概念之一。谋势制胜是中国传统谋略竞争观的重要理念,也是企业尤其是中国企业成长应予以重视的重要竞争模式。尽管实际中秉持这一理念的企业很多,然而在运作模式上十分多样化,规律性的内容却不多。究其原因,关键在于对企业谋势内涵与内在机理的研究不充分,以致对其理解不够清晰和完整。如何解决这一问题,是企业运用谋势战略的基础和前提,不仅对企业竞争实践具有现实的指导意义,同时也充实了企业战略管理理论。
“势”的本质是一种能量。企业造势实质是对资源能量的前瞻性积累,是竞争前的预先铺垫,是战略性投资。本文从概念剖析入手,在对“势”能量本质和资源能量性的重要认知基础上,以能量为桥梁,将“势”的思想和西方战略管理相关理论相结合,从企业竞争势的涵义、识别、构建以及运用等多个方面对基于企业竞争势的战略观进行了初步的系统性理论分析。本文研究的目的在于建立一个更具可操作性的理论分析框架,为企业谋势战略管理的实践提供一种前瞻性的和动态性的有效分析工具。
论文的研究主体分为四个部分:第一部分对资源能量视角的企业竞争势及其识别进行分析,并提出从资源能量积累的角度研究企业竞争势的基本分析框架,内容分布在第三章;第二部分在前部分的基础上,对资源能量导向的企业竞争势构建机理进行深入分析;这部分是论文的核心内容,分布在第四章到第六章;第三部分研究已构建的企业竞争势得以有效运用的机理,为本文的第七章;第四部分运用论文主要观点和结论进行实际分析,是第八章的内容。
论文全文共分九章,其中除了第一章绪论和第九章结论与展望外,其余七章的主要内容安排如下:
第二章对相关文献进行了梳理和评述,分别对战略期权理论中的相关思想、哲学角度的相关研究以及企业造势理论、资源理论、场势理论、兵法理论的相关研究展开综述,并指出现有研究的不足。
第三章是对资源能量视角的企业竞争势及其识别的研究。首先,分析了资源能量视角的企业竞争势新内涵。从能量角度对企业竞争势的内涵进行新的界定,指出其管理和竞争特性;分析了企业竞争势的来源与形成的基本逻辑,指出企业竞争势是由企业资源及其能量的前瞻性积累所形成;对资源积累形成的资源平台及其与企业竞争势的关系做了深入分析。在此基础上,建立了从竞争势的识别、过程、时机、柔性适应等方面层层递进,涉及顾客、竞争对手、资源管理、杠杆化、企业家才能、竞争策略以及企业价值创造等诸多要素的企业竞争势构建基本分析框架。其次,对企业竞争势的识别进行分析,建立了基本评价模型,为企业竞争势的构建提供认知前提。
第四章是对资源能量积累导向的企业竞争势构建过程的研究。首先研究单周期的企业竞争势构建。从企业竞争势构建的目标导向、基本动力和形成过程等方面详细阐述了企业竞争势构建的内在机理。研究表明,企业竞争势的构建应以顾客价值空间创造为目标;在形成阶段,通过资源获取、释放、整合与重构等途径获得资源能量的积累;在杠杆化阶段,通过竞争战略的杠杆化作用实现由企业竞争势到竞争获利的转变;这是一个完整的系统过程。在这一过程中,企业家才能也发挥着重要的作用。其次,研究了多周期的企业竞争势的构建进化机理。针对单周期中企业竞争势扩散的问题,分析了其产生的动因,并讨论了企业竞争势扩散的规律模式,然后运用生态位相关理论,探讨了判别企业竞争势扩散的基本方法,给出了消除扩散的四种企业竞争势进化模式。
第五章是对企业竞争势资源能量积累投资最优时机选择的研究。引入实物期权的观点,分析了资源能量积累投资的期权性质。在此基础上,针对单一资源能量积累投资、多种资源能量积累投资和存在竞争者时的资源能量积累投资三种情况分别建立期权模型,对最优投资时机的选择及多种因素对结果的影响进行了分析。分析结果表明,在企业竞争势资源能量积累投资中,正确的审时度势是必须的,并非越早越好、越快越好;有时“等等看”更有利于企业长远发展。
第六章是对不确定环境下企业竞争势资源能量积累的柔性适应的研究。首先引入了战略柔性的中间变量,然后运用期权的观点,分析了企业竞争势资源能量积累过程创造战略柔性的机理,指出这一过程所产生的企业特有期权范围的增加是其战略柔性的来源。然后在提出企业需要适度柔性的观点基础上,分析了在不确定环境下企业竞争势资源能量积累柔性适应的优化路径;最后分析了企业竞争势资源能量积累的前瞻性的影响,结论表明其对不确定环境中的企业是有利的。
第七章是对企业竞争势资源能量运用机理的研究。首先分析了企业竞争势资源能量运用的微观机理,构建了包含企业竞争势子系统、企业竞争策略子系统和顾客价值子系统三个子系统的企业竞争势资源能量运用模型;然后分析了如何改进企业竞争势资源能量的运用效果,指出企业竞争势子系统和顾客价值子系统的能级契合度的提升是促进企业竞争势向企业竞争获利转化的关键,分析了影响契合度的因素;最后对企业竞争势运用的模式进行了分析。
第八章是对企业竞争势构建观点的实例分析应用。先运用本文研究观点分别对海尔公司的多期资源积累和英特尔公司特定资源主导的资源积累过程进行了分析,验证了研究结论的正确性。然后,运用本文观点对中国企业本土品牌资产的建设失利进行分析,提出了相关策略建议。本论文在以资源能量积累为核心的统一框架下,初步系统地研究了企业竞争势构建的一系列基础性理论问题。论文的主要创新点表现在:
1从新的视角对企业竞争势能量的积累、释放做了整体性深入阐释。突破以往过于重视企业谋势主体而忽视谋势客体的研究框架,从能量角度对企业竞争势、资源平台等概念进行了新的界定,建立了从资源能量视角分析企业竞争势构建的基本理论框架,提出了企业竞争势的构建是资源及其能量的前瞻性积累的观点。整合资源基础理论、能力理论以及动态能力理论的相关成果,初步系统地揭示了企业竞争势构建的过程机理及其价值实现机理,并对企业竞争势资源能量积累的最优时机、柔性适应以及企业竞争势资源能量的运用机理做了分析。对东西方理论的相互融合做了新的尝试。
2考虑了企业竞争势构建的资源能量积累过程的动态性,运用生态位理论的相关思想和分析方法,定义了资源生态位、资源适宜度、适宜深度等概念,建立了判别企业竞争势扩散的评价方法,给出了消除企业竞争势扩散的更新模式。
3引入期权分析的方法和模型,对企业竞争势资源能量积累的最优投资时机进行分析;为企业更精确地管理企业竞争势资源能量积累的投资提供了量化的依据,丰富了企业竞争势的研究工具。
4引入战略柔性的观点,考虑了在不确定环境下,企业竞争势资源能量积累如何获得柔性适应的问题。运用实物期权的相关思想,对企业竞争势资源能量积累的柔性创造机理和柔性优化路径、因素影响进行了分析。
The‘potential’is one of the most important concepts in Chinese traditional strategic thinking. To gain success in competition through seeking strong‘potential’is not only a very important logic in Chinese traditional competitive view, but also an important competing mode for enterprises, especially for Chinese enterprises. However, although many enterprises follow this logic in their operation, the actual model varies from enterprise to another, and lacks of regularity. The main reason is limited research on the meaning and internal mechanism of seeking‘potential’, which leads to unclearly and non-systemic understanding of it. To succeed in using the‘potential’, enterprises have to firstly solve the above problem. Furthermore, to solve this problem can provide guideline for enterprises’competitive practice. And also, it can contribute to the development of enterprise strategic management theory.
The‘potential’is proactive accumulation of related resources, is the prior matting before competition, and is the strategic investment of enterprises. Begin with the analysis of basic concept and based on the understanding of the energy essence of‘potential’and the energy attribute of resource, this dissertation combines the‘potential’thinking with the dominative view in modern western strategic management theories to make elementary systemic analysis on the enterprise strategic view based on enterprise competitive potential. The contents include the meaning, the formation, the building, the evolution and the using of enterprise competitive potential. The object of this dissertation is to provide an effective, forward-looking, and dynamic tool for enterprise’s strategic management practice.
The main contents of this dissertation have four sections. The first section mainly analyses the meaning and its recognization of enterprise competitive potential from the resource energy perspective, and gives a basic study framework of the enterprise competitive potential from the perspective of resource energy accumulation. This section is stated in the third chapter . The second section analyses the mechanism to build up enterprise competitive potential based on resource energy accumulation. This section is the core content of this dissertation, shown in chapters 4 to 6. The third section mainly focuses on how enterprises can effectively use the enterprise competitive potential which had been built up, included the seventh chapter. The fourth section is to use the main idea and results of this dissertation to analyse real problem, included the eighth chapter.
There are 9 chapters in this dissertation. Chapter 1 is the introduction and Chapter 9 is the result. Other chapters arranges as follows:
Chapter 2 summarizes the relevant former literatures. Researches in six aspects has been discussed: the strategic option theory, the resource-based theory, the researches from philosophy view, the field-potential theory, the strategic theory and the enterprise’s potential building theory.
Chapter 3 studies the meaning and its recognization of enterprise competitive potential from the resource energy perspective. Firstly, the new content of enterprise competitive potential is analyzed from the angle of resource energy with the new definition and shows its specialties of management and competition. Meanwhile, the origin and the logic of its formation are analyzed with the results indicating that the enterprise competitive potential is formed though the proactive accumulation of resource energy. Further discussion also has been conducted regarding the relationship between the platform formed by the accumulation of resource and enterprise competitive potential. Based on these studies, a systematic framework to analyze the building of enterprise competitive potential has been build. This framework involves such aspects as recognization, process, timing and flexible fit and covers factors including consumers, competitors, resource management, leverage, entrepreneurship, competition strategies and value creation. Secondly, how to recognize the enterprise competitive potential is analyzed and a basic evaluate model is constructed. This provides a premise of recognization for the building of enterprise competitive potential.
The chapter 4 studies the building process of enterprise competitive potential oriented by resource energy accumulation. At first, the research of building of enterprise competitive potential in single period is conducted and the mechanism is explicated from object orientation, basic motility and formation process. The result shows that the building of enterprise competitive potential should take creating customer value space as the objective, Meanwhile, in the formation stage, enterprises should to gain energy through the ways of acquirement, release, consolidation, reorganization. In the leveraging stage, enterprises should to realize the transfer from the enterprise competitive potential to the profit by their competitive strategies. This is a systematic program in which the entrepreneurship plays an important role. Secondly, the building mechanism in multi-period is discussed. Focusing on the diminution of enterprise competitive potential in single period, the cause and the rule of this phenomena is studied and by using the theory of niche, the way of estimating the diminution of the enterprise competitive potential is explored with four kinds of evolution models to eliminate the diminution phenomena.
Chapter 5 studies the optimal timing of the enterprise’s resource energy accumulation. By introducing the point of real option, the option nature invested by accumulation of resources is analyzed. On this basis, analysis have been conducted regarding the optimal timing selection of investment and influence to the final results by multiple factors when considering the situation consisting one resource, two kinds of resources and one resource but several competitors. The results show that in the resource energy accumulation process, comprehensive consideration of timing and situation is necessary. Invest earlier or fast would not be good and sometimes, waiting for good timing could be more advantageous for development in long term.
Chapter 6 studies the flexibility fit of the enterprise competitive potential’s energy accumulation in uncertain environment. By introducing a middle variable of flexibility and using the option viewpoints, the mechanism of creating strategic flexibility during the process of the resource energy accumulation of enterprise competitive potential is discussed. The study indicates that the strategic flexibility comes from the increase of option range which brings by the energy accumulation invest actions. Afterward, on the standpoint of right flexibility, the optimal paths to increase the resource energy accumulation of enterprise competitive potential under uncertain environment are explicated. Finally, the influence of the proactive of the enterprise competitive potential’s energy accumulation to the strategic flexibility level is discussed and the conclusion shows that it favors enterprises under uncertain environment.
Chapter 7 studies the principles of applying enterprise competitive potential energy. First of all, the micro-mechanism of the using of enterprise competitive potential’s resouce energy is discussed. A model of enterprise competitive potential energy is established including three sub-system: enterprise competitive potential system, enterprise competitive tactic system and the customer value system. Secondly, how to improve the effect of the using of enterprise competitive potential’s resource energy is introduced. The results show that the escalation of match degree between the enterprise competitive potential system and the customer value system is pivotal. The factors which influence the match degree are then discussed. In the end, the models to using the enterprise competitive potential are analyzed.
Chapter 8 uses the view of this dissertation to give the concrete examples. Firstly, Haier Corporation’s development inmulti-period and Intel Corporation’s development in CPU industry are anlysis based on the standpoints of this article. Then, based on the conclusions of this dissertation, several suggestions are brought forward for the management of Chinese corporations regarding the failure of brand asset establishment.
In the frame work of resource energy accumulation, this dissertation explores a series of basic theoretic issues about the enterprise competitive potential’s building in a fundamental and systematic way. The innovative points include:
1. From a new angle, it explicates the accumulation and the release of enterprise competitive potential deeply and comprehensively. As a break through to previous framework focusing more on the enterprise principle part than the other parts, this dissertation defines the new concepts of enterprise competitive potential and resource platform from the perspective of energy, establishes the theoretic framework by analyzing the building of enterprise competitive potential from resource energy perspective, brings forward the point of view that the enterprise competitive potential is the proactive accumulation of resource and its energy. By integrating the related views in the resource-based view, the capability theory and the dynamic capability theory, this dissertation fundamentally and systematically reveals the process mechanism and the value creation mechanism of the enterprise competitive potential’s building. Meanwhile analyses is given regarding the optimal timing, the flexibility fit of the enterprise competitive potential’s resource energy accumulation and the energy using of this accumulated energy. It also shows a new attempt to combine the management theories from the west and east to better understand explain enterprise behavior and strategies.
2. Considering the dynamic characteristic of the resource energy accumulation in the enterprise competitive potential the concepts as resource niche, resource fitting degree and fitting depth are defined by using the theory of niche and releveant method of analysis. It also builds the eevaluation methods for the enterprise competitive potential’s diminution and gives the model to eliminate the diminution phenomena of the enterprise competitive potential.
3. By introducing the option theory, the optimal timing of enterprise competitive potential’s resource energy accumulation is studied. This offers a quantitative foundation for enterprises to accurately manage the resource energy accumulation and enriches the research tools of the enterprise competitive potential.
4. The view of strategic flexibility is introduced. How the resource energy accumulation of enterprise competitive potential obtains the flexible fitness in uncertain environment is also considered. By introducing the option viewpoint, the flexibility creating mechanism of resource energy accumulation of enterprise competitive potential are analyzed with path to improve flexibility level and the influential factors.
“势”的本质是一种能量。企业造势实质是对资源能量的前瞻性积累,是竞争前的预先铺垫,是战略性投资。本文从概念剖析入手,在对“势”能量本质和资源能量性的重要认知基础上,以能量为桥梁,将“势”的思想和西方战略管理相关理论相结合,从企业竞争势的涵义、识别、构建以及运用等多个方面对基于企业竞争势的战略观进行了初步的系统性理论分析。本文研究的目的在于建立一个更具可操作性的理论分析框架,为企业谋势战略管理的实践提供一种前瞻性的和动态性的有效分析工具。
论文的研究主体分为四个部分:第一部分对资源能量视角的企业竞争势及其识别进行分析,并提出从资源能量积累的角度研究企业竞争势的基本分析框架,内容分布在第三章;第二部分在前部分的基础上,对资源能量导向的企业竞争势构建机理进行深入分析;这部分是论文的核心内容,分布在第四章到第六章;第三部分研究已构建的企业竞争势得以有效运用的机理,为本文的第七章;第四部分运用论文主要观点和结论进行实际分析,是第八章的内容。
论文全文共分九章,其中除了第一章绪论和第九章结论与展望外,其余七章的主要内容安排如下:
第二章对相关文献进行了梳理和评述,分别对战略期权理论中的相关思想、哲学角度的相关研究以及企业造势理论、资源理论、场势理论、兵法理论的相关研究展开综述,并指出现有研究的不足。
第三章是对资源能量视角的企业竞争势及其识别的研究。首先,分析了资源能量视角的企业竞争势新内涵。从能量角度对企业竞争势的内涵进行新的界定,指出其管理和竞争特性;分析了企业竞争势的来源与形成的基本逻辑,指出企业竞争势是由企业资源及其能量的前瞻性积累所形成;对资源积累形成的资源平台及其与企业竞争势的关系做了深入分析。在此基础上,建立了从竞争势的识别、过程、时机、柔性适应等方面层层递进,涉及顾客、竞争对手、资源管理、杠杆化、企业家才能、竞争策略以及企业价值创造等诸多要素的企业竞争势构建基本分析框架。其次,对企业竞争势的识别进行分析,建立了基本评价模型,为企业竞争势的构建提供认知前提。
第四章是对资源能量积累导向的企业竞争势构建过程的研究。首先研究单周期的企业竞争势构建。从企业竞争势构建的目标导向、基本动力和形成过程等方面详细阐述了企业竞争势构建的内在机理。研究表明,企业竞争势的构建应以顾客价值空间创造为目标;在形成阶段,通过资源获取、释放、整合与重构等途径获得资源能量的积累;在杠杆化阶段,通过竞争战略的杠杆化作用实现由企业竞争势到竞争获利的转变;这是一个完整的系统过程。在这一过程中,企业家才能也发挥着重要的作用。其次,研究了多周期的企业竞争势的构建进化机理。针对单周期中企业竞争势扩散的问题,分析了其产生的动因,并讨论了企业竞争势扩散的规律模式,然后运用生态位相关理论,探讨了判别企业竞争势扩散的基本方法,给出了消除扩散的四种企业竞争势进化模式。
第五章是对企业竞争势资源能量积累投资最优时机选择的研究。引入实物期权的观点,分析了资源能量积累投资的期权性质。在此基础上,针对单一资源能量积累投资、多种资源能量积累投资和存在竞争者时的资源能量积累投资三种情况分别建立期权模型,对最优投资时机的选择及多种因素对结果的影响进行了分析。分析结果表明,在企业竞争势资源能量积累投资中,正确的审时度势是必须的,并非越早越好、越快越好;有时“等等看”更有利于企业长远发展。
第六章是对不确定环境下企业竞争势资源能量积累的柔性适应的研究。首先引入了战略柔性的中间变量,然后运用期权的观点,分析了企业竞争势资源能量积累过程创造战略柔性的机理,指出这一过程所产生的企业特有期权范围的增加是其战略柔性的来源。然后在提出企业需要适度柔性的观点基础上,分析了在不确定环境下企业竞争势资源能量积累柔性适应的优化路径;最后分析了企业竞争势资源能量积累的前瞻性的影响,结论表明其对不确定环境中的企业是有利的。
第七章是对企业竞争势资源能量运用机理的研究。首先分析了企业竞争势资源能量运用的微观机理,构建了包含企业竞争势子系统、企业竞争策略子系统和顾客价值子系统三个子系统的企业竞争势资源能量运用模型;然后分析了如何改进企业竞争势资源能量的运用效果,指出企业竞争势子系统和顾客价值子系统的能级契合度的提升是促进企业竞争势向企业竞争获利转化的关键,分析了影响契合度的因素;最后对企业竞争势运用的模式进行了分析。
第八章是对企业竞争势构建观点的实例分析应用。先运用本文研究观点分别对海尔公司的多期资源积累和英特尔公司特定资源主导的资源积累过程进行了分析,验证了研究结论的正确性。然后,运用本文观点对中国企业本土品牌资产的建设失利进行分析,提出了相关策略建议。本论文在以资源能量积累为核心的统一框架下,初步系统地研究了企业竞争势构建的一系列基础性理论问题。论文的主要创新点表现在:
1从新的视角对企业竞争势能量的积累、释放做了整体性深入阐释。突破以往过于重视企业谋势主体而忽视谋势客体的研究框架,从能量角度对企业竞争势、资源平台等概念进行了新的界定,建立了从资源能量视角分析企业竞争势构建的基本理论框架,提出了企业竞争势的构建是资源及其能量的前瞻性积累的观点。整合资源基础理论、能力理论以及动态能力理论的相关成果,初步系统地揭示了企业竞争势构建的过程机理及其价值实现机理,并对企业竞争势资源能量积累的最优时机、柔性适应以及企业竞争势资源能量的运用机理做了分析。对东西方理论的相互融合做了新的尝试。
2考虑了企业竞争势构建的资源能量积累过程的动态性,运用生态位理论的相关思想和分析方法,定义了资源生态位、资源适宜度、适宜深度等概念,建立了判别企业竞争势扩散的评价方法,给出了消除企业竞争势扩散的更新模式。
3引入期权分析的方法和模型,对企业竞争势资源能量积累的最优投资时机进行分析;为企业更精确地管理企业竞争势资源能量积累的投资提供了量化的依据,丰富了企业竞争势的研究工具。
4引入战略柔性的观点,考虑了在不确定环境下,企业竞争势资源能量积累如何获得柔性适应的问题。运用实物期权的相关思想,对企业竞争势资源能量积累的柔性创造机理和柔性优化路径、因素影响进行了分析。
The‘potential’is one of the most important concepts in Chinese traditional strategic thinking. To gain success in competition through seeking strong‘potential’is not only a very important logic in Chinese traditional competitive view, but also an important competing mode for enterprises, especially for Chinese enterprises. However, although many enterprises follow this logic in their operation, the actual model varies from enterprise to another, and lacks of regularity. The main reason is limited research on the meaning and internal mechanism of seeking‘potential’, which leads to unclearly and non-systemic understanding of it. To succeed in using the‘potential’, enterprises have to firstly solve the above problem. Furthermore, to solve this problem can provide guideline for enterprises’competitive practice. And also, it can contribute to the development of enterprise strategic management theory.
The‘potential’is proactive accumulation of related resources, is the prior matting before competition, and is the strategic investment of enterprises. Begin with the analysis of basic concept and based on the understanding of the energy essence of‘potential’and the energy attribute of resource, this dissertation combines the‘potential’thinking with the dominative view in modern western strategic management theories to make elementary systemic analysis on the enterprise strategic view based on enterprise competitive potential. The contents include the meaning, the formation, the building, the evolution and the using of enterprise competitive potential. The object of this dissertation is to provide an effective, forward-looking, and dynamic tool for enterprise’s strategic management practice.
The main contents of this dissertation have four sections. The first section mainly analyses the meaning and its recognization of enterprise competitive potential from the resource energy perspective, and gives a basic study framework of the enterprise competitive potential from the perspective of resource energy accumulation. This section is stated in the third chapter . The second section analyses the mechanism to build up enterprise competitive potential based on resource energy accumulation. This section is the core content of this dissertation, shown in chapters 4 to 6. The third section mainly focuses on how enterprises can effectively use the enterprise competitive potential which had been built up, included the seventh chapter. The fourth section is to use the main idea and results of this dissertation to analyse real problem, included the eighth chapter.
There are 9 chapters in this dissertation. Chapter 1 is the introduction and Chapter 9 is the result. Other chapters arranges as follows:
Chapter 2 summarizes the relevant former literatures. Researches in six aspects has been discussed: the strategic option theory, the resource-based theory, the researches from philosophy view, the field-potential theory, the strategic theory and the enterprise’s potential building theory.
Chapter 3 studies the meaning and its recognization of enterprise competitive potential from the resource energy perspective. Firstly, the new content of enterprise competitive potential is analyzed from the angle of resource energy with the new definition and shows its specialties of management and competition. Meanwhile, the origin and the logic of its formation are analyzed with the results indicating that the enterprise competitive potential is formed though the proactive accumulation of resource energy. Further discussion also has been conducted regarding the relationship between the platform formed by the accumulation of resource and enterprise competitive potential. Based on these studies, a systematic framework to analyze the building of enterprise competitive potential has been build. This framework involves such aspects as recognization, process, timing and flexible fit and covers factors including consumers, competitors, resource management, leverage, entrepreneurship, competition strategies and value creation. Secondly, how to recognize the enterprise competitive potential is analyzed and a basic evaluate model is constructed. This provides a premise of recognization for the building of enterprise competitive potential.
The chapter 4 studies the building process of enterprise competitive potential oriented by resource energy accumulation. At first, the research of building of enterprise competitive potential in single period is conducted and the mechanism is explicated from object orientation, basic motility and formation process. The result shows that the building of enterprise competitive potential should take creating customer value space as the objective, Meanwhile, in the formation stage, enterprises should to gain energy through the ways of acquirement, release, consolidation, reorganization. In the leveraging stage, enterprises should to realize the transfer from the enterprise competitive potential to the profit by their competitive strategies. This is a systematic program in which the entrepreneurship plays an important role. Secondly, the building mechanism in multi-period is discussed. Focusing on the diminution of enterprise competitive potential in single period, the cause and the rule of this phenomena is studied and by using the theory of niche, the way of estimating the diminution of the enterprise competitive potential is explored with four kinds of evolution models to eliminate the diminution phenomena.
Chapter 5 studies the optimal timing of the enterprise’s resource energy accumulation. By introducing the point of real option, the option nature invested by accumulation of resources is analyzed. On this basis, analysis have been conducted regarding the optimal timing selection of investment and influence to the final results by multiple factors when considering the situation consisting one resource, two kinds of resources and one resource but several competitors. The results show that in the resource energy accumulation process, comprehensive consideration of timing and situation is necessary. Invest earlier or fast would not be good and sometimes, waiting for good timing could be more advantageous for development in long term.
Chapter 6 studies the flexibility fit of the enterprise competitive potential’s energy accumulation in uncertain environment. By introducing a middle variable of flexibility and using the option viewpoints, the mechanism of creating strategic flexibility during the process of the resource energy accumulation of enterprise competitive potential is discussed. The study indicates that the strategic flexibility comes from the increase of option range which brings by the energy accumulation invest actions. Afterward, on the standpoint of right flexibility, the optimal paths to increase the resource energy accumulation of enterprise competitive potential under uncertain environment are explicated. Finally, the influence of the proactive of the enterprise competitive potential’s energy accumulation to the strategic flexibility level is discussed and the conclusion shows that it favors enterprises under uncertain environment.
Chapter 7 studies the principles of applying enterprise competitive potential energy. First of all, the micro-mechanism of the using of enterprise competitive potential’s resouce energy is discussed. A model of enterprise competitive potential energy is established including three sub-system: enterprise competitive potential system, enterprise competitive tactic system and the customer value system. Secondly, how to improve the effect of the using of enterprise competitive potential’s resource energy is introduced. The results show that the escalation of match degree between the enterprise competitive potential system and the customer value system is pivotal. The factors which influence the match degree are then discussed. In the end, the models to using the enterprise competitive potential are analyzed.
Chapter 8 uses the view of this dissertation to give the concrete examples. Firstly, Haier Corporation’s development inmulti-period and Intel Corporation’s development in CPU industry are anlysis based on the standpoints of this article. Then, based on the conclusions of this dissertation, several suggestions are brought forward for the management of Chinese corporations regarding the failure of brand asset establishment.
In the frame work of resource energy accumulation, this dissertation explores a series of basic theoretic issues about the enterprise competitive potential’s building in a fundamental and systematic way. The innovative points include:
1. From a new angle, it explicates the accumulation and the release of enterprise competitive potential deeply and comprehensively. As a break through to previous framework focusing more on the enterprise principle part than the other parts, this dissertation defines the new concepts of enterprise competitive potential and resource platform from the perspective of energy, establishes the theoretic framework by analyzing the building of enterprise competitive potential from resource energy perspective, brings forward the point of view that the enterprise competitive potential is the proactive accumulation of resource and its energy. By integrating the related views in the resource-based view, the capability theory and the dynamic capability theory, this dissertation fundamentally and systematically reveals the process mechanism and the value creation mechanism of the enterprise competitive potential’s building. Meanwhile analyses is given regarding the optimal timing, the flexibility fit of the enterprise competitive potential’s resource energy accumulation and the energy using of this accumulated energy. It also shows a new attempt to combine the management theories from the west and east to better understand explain enterprise behavior and strategies.
2. Considering the dynamic characteristic of the resource energy accumulation in the enterprise competitive potential the concepts as resource niche, resource fitting degree and fitting depth are defined by using the theory of niche and releveant method of analysis. It also builds the eevaluation methods for the enterprise competitive potential’s diminution and gives the model to eliminate the diminution phenomena of the enterprise competitive potential.
3. By introducing the option theory, the optimal timing of enterprise competitive potential’s resource energy accumulation is studied. This offers a quantitative foundation for enterprises to accurately manage the resource energy accumulation and enriches the research tools of the enterprise competitive potential.
4. The view of strategic flexibility is introduced. How the resource energy accumulation of enterprise competitive potential obtains the flexible fitness in uncertain environment is also considered. By introducing the option viewpoint, the flexibility creating mechanism of resource energy accumulation of enterprise competitive potential are analyzed with path to improve flexibility level and the influential factors.
引文
1. Aakers,D.A., Strategic Market Management, New York: Wiley and Sons. 1984.
2. Abrams R, Some comment on measuring niche overlap, Ecology, 1980,61, 44-49.
3. Adner R,Levinthal D A, What Is Not A Real Option:Considering Boundaries for the Application of Real Options to Business Strategy, Academy of Management Review, 2004,29(1), 74-85.
4. Alberto De Toni and Stefano Tonchia,Definitions and linkages between operational and strategic flexibilities, Omega, 2005, Vol.33, Issue 6, 525-540.
5. Amit R, Schoemaker PJH, Strategic assets and organizational rent, Strategic Management Journal, 1993,14(1), 33–46.
6. Amit, R. & Zott, C., Value creation in e-business, Strategic Management Journal, 2001, 22(special issue), 493-520.
7. Barnett M L, Falling Off the Fence?A Realistic Appraisal of a Real Options Approach to CorporateStrategy, .Journal of Management Inquiry, Jun 2003, 12(2), 185-196.
8. Barney, J. & Arikan, A.M., The resource-based view: Origins and implications, In: M.A. Hitt, R.E.Freeman, & J.R. Harrison (eds.), Handbook of strategic management, Oxford, UK: Blackwell Publishers, 2001, 124–188, p174.
9. Beer, M., Building organizational fitness, In S. Chowdhry (ed.) Organizations 21C, Financial Times-Prentice Hall, NJ, 2003, 311-330.
10. Beer, Michael, Eisenstat, Russell A, The Silent Killers of Strategy Implementation and Learning, Sloan Management Review, Summer2000, Vol. 41 Issue 4, 29-40.
11. Bent Dreyer, Kjell Gr?nhaug, Uncertainty, flexibility, and sustained competitive advantage, Journal of Business Research, 2004, 57, 484-494.
12. Black, J, A. and Boal, K, B, Strategic resources: Traits, configurations and paths to sustainable competitive advantage, Strategic Management Journal, 1994,15, 131-148.
13. Bowman , Edward H. Dileep Hurry, Strategy Through the Option Lens:An Integrated View of Resource Investments and the Incremental-Choice Process, Academy of Management Review, 1993, (18), 760-782.
14. Boynton, A.C. and Zmud, R.W., An Assessment of Critical Success Factor, Sloan Management Review, 1984,Vol.54, 17-27.
15. Buckley,Peter J. and Mark C.Casson, Model of the Multinational Enterprise, Journal of International Business Studies, 1998, 29(first quarter), 21-44.
16. Carl Shapiro, The Theory of Business Strategy, Rand Journal of Economics, spring1989, Vol.20,No.1, 125-137.
17. Catherine L. Wang1 and Pervaiz K. Ahmed, Dynamic capabilities: A review and research agenda, International Journal of Management Reviews, 2007,Vol9,Issue1, 31-51.
18. Christoph Zott, Dynamic capabilities and the emergence of intra-industry differential firm performance: insight from a simulation study, Strategic Management Journal, 2003(24), 97-125.
19. Clark K B, Competing through manufacturing and the new manufacturing paradigm: ismanufacturing strategy passé?, Production and Operations Management, 1996, 5(1), 42-58.转引自: Alberto De Toni and Stefano Tonchia,Definitions and linkages between operational and strategic flexibilities, Omega, 2005, Vol.33, Issue 6, p531.
20. Cliff Bowman and Veronique Ambrosini, How the Resource-based and the Dynamic Capability Views of the Firm Inform Corporate-level Strategy, British Journal of Management, 2003, 14 (4), 289-303.
21. Collis, David J., Montgomery, Cynthia A., Competing on Resources: Strategy in the 1990s, Harvard Business Review, 1995, Vol. 73, Issue 4, 118-130.
22. Colwell R K,Futuyma D J, On the measurement of niche breathe and overlap, Ecology, 1971,52, 567-576 .
23. Constance E. Helfat and Margaret A. Peteraf, The dynamic resource -based view: Capability lifecycles, Strategic Management Journal, 2003 (24), 977-1010.
24. Das, T., Elango, B., Managing strategic flexibility: key to effective performance, Journal of General Management, 1995, Vol. 20 No.3, 60-75.
25. David G. Sirmon, Michael A. Hitt, Managing Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms, Entrepreneurship Theory and Practice, 2003,Vol27,Issue 4, 339-358.
26. David J. Teece, Explicating dynamic capabilities: asset selection , coordination , and entrepreneurship in strategic management theory,draft,2003
27. David P. Lepak,Ken G. Smith,M. Susan Taylor, Value Creation and Value Capture: A Multilevel Perspective, Academy of Management Review, 2007, Vol. 32, No. 1, 180–194.
28. Davidsson P, Klofsten M. The business platform: developing an instrument to gauge and to assist the development of young firms. Journal of Small Business Management, 2003, 41(1), 1-26.
29. De Meyer A, Nakane J, Miller J, Ferdows K. Flexibility: the next competitive battle, Strategic Management Journal, 1989, 10, 135-144.
30. Dixit K Avinash, Pindyck S Robert, Investment under uncertainty, Princeton , New Jersey : Princeton University Press , 1994.
31. Eisenhardt, K. M. and J. Martin, Dynamic capabilities: What are they? , Strategic Management Journal, 2000, 21 (special issue), 1105-1121.
32. Evans J.Stuart, Strategic Flexibility for High Technology Maneuvers:A Conceptual Framework, Journal of Management Studies, 1991,28, 69-89.
33. Foss,N.J. and Knudsen,C.编,李东红译,企业万能:面向企业能力理论,大连:东北财经大学出版社,1998.4.
34. Gibb A, Scott M, Understanding small firms growth, In: Scott M, Gibb A,Lewis J, et al, eds. Small Business Growth and Development, London, England, Gower,1986, 81-104.
35. Glaister, K.W. & Buckley, P.J., Strategic motives for international alliance formation, Journal of Management Studies, 1996, 33, 301–332.
36. Grant ,R.M., The resource - based theory of competitive advantage : implications for strategy formulation, California Management Review, 1991,33, 114 - 135.
37. Han T. Smit, Lenos Trigeorgis著,狄瑞鹏译,战略投资学——实物期权和博弈论,北京,高等教育出版社,2006.
38. Henderson R, Cockburn I, Measuring competence? Exploring firm effects in pharmaceuticalresearch, Strategic Management Journal, Winter Special Issue1994, 15, 63-84.
39. Hitt, M.A., Dacin, M.T., Levitas, E., Arregle, J.L., & Borza, A., Partner selection in a merging and developed market context: Resource-based and organizational learning perspectives, Academy of Management Journal, 2000, 43, 449–467.
40. Ingemar Dierickx and Karel Cool, Asset stock accumulation and sustainability of competitive advantage, Management science, December 1989,Vol.35, No.12, 1504-1511.
41. J. L. Morrow Jr., David G. Sirmon, Michael A. Hitt, Tim R. Holcomb, Creating value in the face of declining performance: firm strategies and organizational recovery, Strategic Management Journal, 2007,Vol 28, Issue 3, 271-283.
42. J.B. Barney, Firm resources and sustained competitive advantage, Journal of Management, 1991,17(1), 99–120.
43. J.B. Barney, Is the resource-based‘view’a useful perspective for strategic management research? Yes, Academy of Management Review, 2001, 26(1), 41-56.
44. J.B. Barney, Organizational culture: can it be a source of sustained competitive advantage? , Academy of Management Review, 1986a, 11(3), 656-665.
45. J.B. Barney, Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view, Journal of Management, 2001,27 , 643–650.
46. J.B. Barney, Strategic factor markets: expectations, luck, and business strategy, Management Science, 1986, 32(10), 1231-1241.
47. Jay Barney, Mike Wright, David J. Ketchen, Jr., The resource-based view of the firm: Ten years after 1991, Journal of Management, 2001(27), 625-641
48. Jean L Johnson, Ruby Pui-Wan Lee, Amit Saini, Bianca Grohmann, Market-Focused Strategic Flexibility: Conceptual Advances and an Integrative Model, Academy of Marketing Science Journal, Winter 2003, 31, 1, 74-90.
49. Joel A. C. Baum, Jitendra V. Singh, Organizational Niches and the Dynamics of Organizational Founding, Organization Science, 1994, Vol. 5, No. 4, 483-501.
50. Johannes I. M. Halman, Adrian P. Hofer, and Wim van Vuuren, Platform-Driven Development of Product Families: Linking Theory with Practice, Journal of Product Innovation Management, 2003,20, 149-162.
51. Juan Liu and Thomas L. Sporleder, Assessing the Growth Option Value of Brand Equity among Food and Beverage Firms,2005,draft
52. Karim, S. & Mitchell, W., Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995, Strategic Management Journal, 2000,21(Special Issue), 1061–1081.
53. Kathleen M Eisenhardt, Jeffrey A Martin, Dynamic capabilities: What are they?, Strategic Management Journal, 2000(21), 1105-1121.
54. Kenneth J. Brunsman, Mark P. Sharfman, Strategic choices and niche movements: a probabilistic model of organizational selection and mortality, Academy of Management Proceedings, 1993, 2- 6.
55. Klofsten M. The business platform: entrepreneurship and management in the early stages of a firm’s development. Luxembourg: European Commission, TⅡ,1998
56. Kogut B, Kulatilaka N, Options Thinking and Platform Investments:Investing in Opportunity, California ManagementReview, 1994, 36 (4), 52-71.
57. Kogut B,Kulatilaka N, Real Options Pricing and Organizations:The Contingent Risks of Extended Theoretical Domains, Academy of Management Review, 2004,29(1), 102-110.
58. Kogut B. and U Zander., Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology, Organization Science, 1992, 3, 383 - 397.
59. Kogut, B., Kulatilaka N. Capabilities as Real Options. [J].Organization Science, 2001, 12(6), 744- 758.
60. Kulatilaka N, Perotti E C, Strategic Growth Options, Management Science,1998,44, 1021-1031.
61. Kylaheiko K, Sandstrom, Virkkunen V, Dynamic CapabilityView in Terms of Real Options, Int. J. Production Economics, 2002, 80, 65-83.
62. Lau R.S.M, Strategic flexibility: a new reality for world-class manufacturing, SAM Advanced Management Journal, 1996, 61(2), 5-11.
63. Lei-Yu Wu, Resources, dynamic capabilities and performance in a dynamic environment: Perceptions in Taiwanese IT enterprises, Information & Management, Volume 43, Issue 4, June 2006, 447-454
64. Leonard-Barton D, Core capabilities and core rigidities: a paradox in managing new product development, Strategic Management Journal, Summer Special Issue1992, 13, 111-125.
65. Lichtenstein, B. M. B., & Brush, C. G., How do resource bundles develop and change in new ventures? A dynamic model and longitudinal exploration, Entrepreneurship Theory and Practice, 2001, 25, 37-58.
66. Luehrman T A, Strategy as A Portfolio of Real Options, Harvard Business Review, 1998, 76(5), 89-101.
67. Martha Amram and Nalin Kulatilaka, Real Options: Managing Strategic Investments in an Uncertain World, Oxford: Oxford University Press. 1999.
68. McGrath R G, Ferrier W J, Mendelow A L, Real Options as Engines of Choice and Heterogeneity, Academy of Management Review, 2004,29(1), 86-101.
69. McGrath, R.G. & MacMillan, I., The entrepreneurial mindset, Boston: Harvard Business School Press, 2000.
70. Meyer , Marc H. , and James M. Utterback, The product family and the dynamics of core capability, Sloan Management Review, Spring 1993, 29-47.
71. Meyer , Marc H. , Alvin P. Lehnerd, The Power of Product Platforms : Building Value and Cost Leadership, New York :The Free Press , 1997.
72. Meyer, Matc H., and Robert Seliger, Product Platforms in Software Development, Sloan Management Review, fall 1998, 61-74.
73. Miller D, Shamsie J, The resource-based view of the firm in two environments: the Hollywood film studios from 1936-1965, Academy of Management Journal, 1996, 39(3), 519-543.
74. Miller, D, An asymmetry-based view of advantage: Towards an attainable sustainability, Strategic Management Journal, 2003, 24, 961-976.
75. Min Woong Sohn, Distance and cosine measures of niche overlap, Social Networks, 2001, 23,141-165.
76. Mosakowski, E., Overcoming resource disadvantages in entrepreneurial firms: When less is more, In M.A. Hitt, R.D. Ireland, S.M. Camp, & D.L. Sexton (eds.), Strategic entrepreneurship: Creating a new integrated mindset, Oxford, U.K.: Blackwell Publishing, 2002, 106-126.
77. Myers , C Stewart, Finance theory and financial strategy, Interfaces, 1984 ,14 (1), 126-137.
78. Nakane J, Hall RW, Holonic manufacturing: flexibility—the competitive battle in the 1990s. Production Planning & Control, 1991, 2(1), 2–13.
79. Nonaka and Takauchi, The Knowledge-Creating Company:How Japanese Companies Create the Dynamics of Innovation, OxfordUniversity Press, 1995.
80. P. Barwise, P.R. Marsh, R. Wensley, Must finance and strategy clash ? , Harvard Business Review, 1989, 67(5), 85-90.
81. Parasueaman, Reflections on Gaining Competitive Advantage through Customer Value, Journal of the Academy of Marketing Science, 1997, 25(2), 154-l6l.
82. Paul Matthyssens, Pieter Pauwels, Koen Vandenbempt, Strategic flexibility, rigidity and barriers to the development of absorptive capacity in business markets: Themes and research perspectives, Industrial Marketing Management, 2005, 34, 547-554.
83. Penrose ET. 1959. The Growth of the Firm. Wiley: New York.
84. Pertti E C , Rossetto S, Internet Portals as Portfolios of Entry Options, Working Paper, No. 00– 105/2, Tinbergen Institute Discussion Papers from Tinbergen Institute, http://www.tinbergen.nl/discussionpapers/00105.pdf, 2000.
85. Peteraf M.A., The cornerstones of competitive advantage: a resource-based view, Strategic Management Journal, 1993, 14(3), 179–191.
86. Prahalad C. K and Hamel G., The core competence of the corporation, Harvard Business Review, 1990,68(3), 79–91.
87. Priem R. L., A consumer perspective on value creation, Academy of Management Review, 2007,32, 219–235.
88. Priem, R. L., and J. E. Butler., Is the resource-based‘view’a useful perspective for strategic management research?, Academy of Management Review, 2001,vol.26.No.1, 22-40
89. Ranjan V. Strategic Flexibility and Firm Performance[Ph. D. Dissertation], Washington: Washington University , 2001, p1.
90. Richard A.D′Aveni& Robert Gunther, Hypercompetitive rivalries: competing in highly dynamic environments, New York:Free Press, Distributed by Simon & Schuster, 1995.
91. Richard Makadok, Doing the right thing and knowing the right thing to do: Why the whole is greater than the sum of the parts, Strategic Management Journal, 2003, Vol.24, Iss.10, 1043-1055.
92. Richard Makadok, Toward a synthesis of the resource-based and dynamic-capability views of rent creation, Strategic Management Journal, May 2001, 22(5), 387-401.
93. Richard Walker, Niche Selection and the Evolution of Complex Behavior in a Changing Environment——A Simulation, Artificial Life, 1999, 5, 271- 289.
94. Richins M L, Valuing things : the public and private meanings of possessions , Journal of Consumer Research, 1994, 21(12), 504-521.
95. Robert J. Kauffman and Xiaotong Li, Technology Competition and Optimal Investment Timing: A Real Options Perspective, IEEE Transactions on Engineering Management, February 2005, VOL.52, NO.1, 15-29.
96. Robertson, David, and Karl Urich, Planning for Product Platforms, Sloan Management Review, Summer 1998, 19-31.
97. Rubin P H, The expansion of firms, Journal of Political Economy, 1973, 84, 936-949.
98. Russo MV, Fouts PA, A resource-based perspective on corporate environmental performance and profitability, Academy of Management Journal, 1997, 40(3), 534-559.
99. Scott L. Newbert, Empirical Research on The Resource-Based View of The Firm: An Assessment and Suggestions for Future Research, Strategic Management Journal, 2007, 28, 121–146.
100. Simon D G, Hitt M A, Managing resource: Linking unique resource, management and wealth creation in family firms, Entrepreneurship Theory and Practice, 2003,27, 339-358.
101. Sirmon, David G., Hitt, Michael A., Ireland, R. Duane, Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box, Academy of Management Review, Jan2007, Vol. 32 Issue 1, 273-292.
102. Slack N, The flexibility of manufacturing systems, International Journal of Operations & Production Management, 1987, 7(4), 35-45.
103. Spender J C, Grantm. Knowledge and the Firm: Overview, Strategic Management Journal, 1996, 17 (Winter Special Issue), 5 -9.
104. Sven C. Voelpel, Marius Leibold, Khalid M. Mahmoud, The organizational fitness navigator: enabling and measuring organizational fitness for rapid change, Journal of Change Management, June 2004,Vol.4, Issue.2, 123-140.
105. Teece, D. J., Pisano, G., & Shuen, A, Dynamic Capabilities and Strategic Management, Strategic Management Journal, 1997, 18(7), 509-533.
106. Trigeorgis L. Real options,Managerial Flexibility and Strategy in Resource Allocation[M], Massachusetts, The MIT Press, 1996.
107. Tripsas, M. & Gavetti, G., Capabilities, cognition & inertia: Evidence from digital imaging, Strategic Management Journal, 21(Special Issue), 2000, 1147-1162.
108. Upton DM, The management of manufacturing flexibility, California Management Review, 1994, 72-89.
109. Wernerfelt B, A resource-based view of the firm, Strategic Management Journal, 1984, 5(2), 171-180.
110. Wernerfelt B, The resource-based view of the firm: ten years after. Strategic Management Journal , 1995,16(3), 171–174.
111. Woodruff R B, Customer value : The next source for competitive advantage, Journal of the Academy of Marketing Science, 1997, (25), 139-153.
112. Zollo M, Winter SG, Deliberate learning and the evolution of dynamic capabilities, Organization Science, 2002, 13, 339-351.
113. Zott, C, Dynamic capabilities and the emergence of intraindustry differential firm performance: Insights from a simulation study, Strategic Management Journal, 2003.24, 97-125.
114.白玉,论品牌经营的基本功能及其战略模式的选择,武汉理工大学学报,2004.4,136-139.
115.彼得·德鲁克,革新与企业家精神,上海,上海翻译出版公司,1999.
116.陈湘青,一种新的顾客满意度指数测评模型,世界标准化与质量管理,2006.7,21-24.
117.陈雪阳,刘建新,顾客忠诚的形成机理与培育策略,经济问题探索,2006.7,97-102.
118.陈正俊,“势”论研究,东南大学学报(哲学社会科学版),2003.3,63-73.
119.程兆谦,徐金发,资源观理论框架的整理,外国经济与管理,2002.7,6-13.
120.戴维·贝赞可,戴维·德雷诺夫,马克·尚利,公司战略经济学,北京,北京大学出版社,1999.7.
121.单汨源,李果,陈丹,基于生态位理论的企业竞争战略研究,科学学与科学技术管理,2006.3,159-163.
122.德鲁克,管理的前沿,企业管理出版社,1988,p2.
123.邓培林,赵淑玲,企业创建品牌与造势,西南交通大学学报(社会科学版),2004.1,24-27.
124.丁红红,实物期权视角下的战略投资决策,价值工程,2008.8, 146-148.
125.董必荣,自创商誉问题研究——一种资源基础竞争优势观[博士学位论文],厦门大学,2004
126.董大海,权小妍,顾客价值动态性及其对竞争优势的影响,预测,2004.1,11-15.
127.方润生,资源和能力的整合:一种新的企业竞争优势形成观,研究与开发管理,2005.12,21-28
128.高松,庄晖,品牌资产价值增长要素分析,价格理论与实践,2006.2:78-79.
129.葛振忠,梁嘉骅,企业生态位与现代企业竞争,华东经济管理,2004,(2),113-116.
130.郭朝晖,黄新建,构建现代企业营销势系统研究,南昌大学学报(人社版),2004.9,51-57.
131.郭朝晖,黄新建,现代营销理论中的“场力观”发展研究,商业研究,2005.2,3-6.
132.郭朝晖,黄新建,基于定量的营销“场力观”发展研究,南昌大学学报(人社版),2006.1,61-63.
133.赫尔曼·西蒙,隐形冠军,北京,经济日报出版社,2005.引自:姚慧丽,曾蓉,基于生态位分化理论的中小企业发展战略分析,技术经济,2007,1,10-13.
134.候玉莲,不确定环境中的战略柔性,河北大学学报(哲学社会科学版),2004,1,71-73.
135.胡泳,张瑞敏谈管理,浙江:浙江人民出版社,2007.6
136.花建锋,安瑛晖,市场能量释放机理与影响场的影响模式,系统工程,2005.11,69-74.
137.华鹰,论企业技术创新中的专利战略,重庆工学院学报,2005.4,74-78.
138.黄凯,期权定价理论的基本思路、方法及其在企业战略投资领域的应用,中国管理科学, 1998,6,14-21.
139.黄志伟,实物期权方法在战略管理中的运用,商业研究,2008.2,109-116.
140.纪洪波,《孙子兵法》蕴涵的现代企业战略管理思想,滨州学院学报,2006.10,72-74.
141.贾雨文,关于主动性决策理论(非理想系统决策理论)的研究,中国软科学,1997.1,16-21.
142.贾雨文,宋艳涛,李冬梅,主动性决策研究概述,管理科学学报,1997,Vo l. 7. No. 4,57-64.
143.李均明译注,孙膑兵法译注,河北人民出版社,1992.6
144.李婉丽,施行“缺陷产品召回制度”对企业有害还是有益?,监督与选择,2003.4,8-9.
145.李亚梅,张福樨,《孙子兵法》与企业决策造势,北京联合大学学报,1996.3,84-88.
146.李勇,郑垂勇,企业生态位与竞争战略,当代财经,2007,1,51-56.
147.李垣,刘益,企业竞争战略形成的整合分析模式,西安交通大学学报,1997.31:127-132.
148.李振东,创业经营王者方略,北京:经济管理出版社,2001.
149.梁松波,张悦悦,赵昌平,浅谈企业营销势评价模型及评价方法,全国商情(经济理论研究),2005.8,45-47.
150.廖天亮,《孙子兵法》“势”论的理解及其应用,滨州学院学报,2006,22(5) :84-87.
151.林晓,基于生态位理论的企业竞争战略分析,南京林业大学学报(人文社会科学版),2003,(3),58-61.
152.刘兵军,欧阳令南,企业战略投资的期权分析,系统工程理论与实践,2003.10,48-52.
153.刘德昌,企业营销管理力学论纲,商业研究,2006.6,28-35.
154.刘国华,苏勇,多视角下的品牌资产概念述评,华东经济管理,2007.3:124-128.
155.刘立菁,经济全球化背景下华商管理的现代化改造——华商管理学与西方管理学的融合,中外企业家,2005.6,20-23.
156.刘晓敏,刘其智,整合的资源能力观——资源的战略管理,科学学与科学技术管理,2006.6,85-90.
157.刘新燕,刘雁妮,杨智,万后芳,构建新型顾客满意度指数模型——基于SCSB、ACSI、ECSI的分析,南开管理评论,2003.6,52-56.
158.刘艳梅,“战略期权”思想在企业战略更新中的应用,中国人民大学学报,2006,1, 86-90.
159.刘昱洋,李红军,产品召回制度及企业应对措施研究,企业活力,2006.1,16-17.
160.陆淳鸿,企业竞争优势理论演进评述,经济问题,2007.4,23-25.
161.吕福新,东方管理学的建树、创新和发展——对东方管理学研究的追溯、综述和管见,商业经济与管理,2003.12,33-36.
162.吕庆华,谈《孙子兵法》“时、势”思想的现代商业价值,北方经贸,2002,115-116.
163.吕霞,吕晓强,李艳玲,期权定价理论在企业战略投资领域的应用,西安财经学院学报,2003.12,62-65.
164.罗辉道,项保华,资源概念与分类研究,科研管理,2005.7,99-104.
165.罗利华,企业造势辨析,东方企业文化,2007.3,9-10.
166.马志刚,孙子兵法与现代企业管理关于“造势”的思考,吉林工学院学报,2000.3,43-44.
167.迈克尔·波特著,陈小悦译,竞争优势,华夏出版社,1997.1
168. [美]班瓦利·米托(Banwari.Mittal)和贾格迪胥·谢兹(Jagdish.N.Sheth)著,华经译,再造企业价值空间,北京,机械工业出版社,2003
169. [美]杰恩·巴尼(Jay B. Barney)著,王俊杰,杨彬,李启华等译,获得与保持竞争优势,北京,清华大学出版社,2003
170. [美]斯密特( Smit, H. T. J. ) ,特里杰奥吉斯( Trigeorgis, L. ) /狄瑞鹏译,战略投资学———实物期权和博弈论[M ],北京:高等教育出版社,2006.
171.穆东,王兆华,尹建华,构建企业“营销场”研究,商业研究,1999.6,25-27.
172.钱贵明,召回制度的信用论异,政法论丛,2006.4,61-65.
173.区毅勇,企业惯性——战略势——竞争优势,企业经济,2004.11,100-103.
174. [日]大桥武夫,企业经营的诀窍——日本企业家谈用兵法经营,军事科学出版社,1990.1.
175.阮青,淮南子(注释本),华夏出版社,2000.5.
176.萨尔,为什么好公司会变糟:“行为惯性”理论的一种解释,新华文摘,2000,6.
177.申凤岩,从企业的社会责任看汽车召回制度,白城师范学院学报,2005,4,49-51.
178.施芝华,孙子兵法新解,上海:学林出版社,2000.10
179.史言信,论企业战略联盟形态演进,首都经济贸易大学学报,2002.4(3),21-24.
180.松涛,海尔兼并:不吃“死鱼”,国际融资,2004.7:56-57.
181.苏东水,论东西方管理的融合与创新,学术研究,2002.5,39-45.
182.苏东水,赵晓康,论东方管理文化复兴的现代意义,复旦学报(社科版),2001.6,109-113.
183.苏中锋,谢恩,李垣,资源管理:企业竞争优势与价值创造的源泉,管理评论,2007,vol.19 No6,31-36.
184.孙昌琦,构建有效企业战略的关键要素研究[博士学位论文],天津大学,2005.3,p120.
185.孙德升,势与企业战略管理,市场论坛,2006.1,135-136.
186.汤文仙,李攀峰,企业归核化发展:企业核心能力的调整,管理学报,2005.9,609-614.
187.唐卫东,陈海龙,位势差异与竞争优势,科学学与科学技术管理,2006.5,105-108.
188.涂光社著,因动成势,江西:百花洲文艺出版社,2001.10.
189.汪峰,企业竞争优势场及其战略调控,华东经济管理,2005.2,93-96.
190.汪秀婷,基于顾客价值创新的企业战略定位研究[博士学位论文],武汉理工大学,2004.
191.汪应洛、席酉民编著,战略研究理论及企业战略,西安交通大学出版社,1990.6,103-122.
192.王海忠,于春玲,赵平,品牌资产的消费者模式与产品市场产出模式的关系,管理世界,2006.1:106-119.
193.王建华,赖明勇,企业竞争战略:基于竞争场的分析构架,经济评论,2003.5,40-44.
194.王生辉,张京红,路径视角的企业技术创新战略,科学学与科学技术管理,2005.9,53-56
195.王淑霞,罗洪程,定位势差的塑造,天津商学院学报,2000.7(4),38-41.
196.王益民,竞争优势的认识误区,企业管理,2003.10,90-92.
197.王迎军,王永贵,动态环境下营造竞争优势的关键维度——基于资源的“战略柔性”透视(上),外国经济与管理,2000 .7,2-12.
198.王永贵,邢金刚,李元,战略柔性与竞争绩效:环境动荡性的调节效应,管理科学学报,2004,12,70-78.
199.魏占武,金中祥,论《孙子兵法》中的哲学体系与哲理特点,吉林师范大学学报(人文社会科学版),2007.2,9-12.
200.魏占武,金中祥,《孙子兵法》哲学版本探析,吉林工程技术师范学院学报,2008.1,20-23.
201.吴崇,胡汉辉,融合期权思想的战略管理探析,科学学与科学技术管理,2007.11,100-104.
202.武义青,基于主动性决策理论的势分析方法及其应用研究[博士学位论文],天津大学,2004.
203.许芳,李建华,企业生态位原理及模型研究,中国软科学,2005.5,130-139.
204.许金,“势”域中的孙子兵法,滨州学院学报,2007 ,23(5),84-88.
205.许胜江,高技术企业商业平台及其要素研究[博士学位论文],中南大学,2005.3
206.许晓明,企业市场竞争的“势”——《孙子兵法》的启示,经济管理·新管理.2001.16,36-41.
207.许毅,论中国古代谋略观在当代战略管理中的现代价值,学术探索,2000.6,13-16.
208.闫安,达庆利,企业生态位及其能动性选择研究,东南大学学报(哲学社会科学版),2005,7(1),62-66.
209.杨光,企业要善于造势,郑州经济管理干部学院学报,2002,12,15-16.
210.杨华江,战略态势分析的一种新方法,软科学,1992.4,1-5.
211.叶建木,邓明然,王洪运,资源集成与企业发展战略平台,武汉理工大学学报·信息与管理工程版,2006,1,71-74.
212.袁斌,动态竞争的战略主题及核心能力的提升路径,中国管理科学,2004.2,111-117.
213.岳建秋,谌飞龙,吴群,基于消费者心智资源开发的品牌优势塑造,中国工业经济,2007.3:88-95.
214.曾德明,周蓉,陈立勇,环境动态性、资本结构与公司绩效关系的实证研究,财贸研究2004,11,29-34.
215.张福墀,管理场论纲,企业管理出版社,北京:1995.1
216.张福墀,周福元著,管理造势论,北京:经济管理出版社,2001.8
217.章玉贵,管理学的东方主张,企业管理,2006.10,35-36.
218.赵向明,孙子的谋势制胜论及其在营销战略中的应用,商业研究,2001.2,139-141.
219.赵忠林,学会造势,企业活力,2000.12,34-35.
220.周海炜,中国传统军事谋略与管理文化问题探析,理论学刊,2007.2,113-114.
221.周坤,识势、适势、造势:企业家才能评价的新视角,科学管理研究,1999.12,60-62.
222.朱春全,生态位态势理论与扩充假说,生态学报,1997,17(3),325-332.
223.庄悦群,从生态位到可持续发展位:概念的演进,中国人口·资源与环境,2005.15(4),1-4.
224. http://nb.intozgc.com/097/97800.html,索尼为苹果DELL买单,预估付出2.5亿美元.
225. http://tech.sina.com.cn/focus/6c_patent/index.shtml,关于中国DVD专利费的专题.
226. http://tech.sina.com.cn/t/2005-06-06/1813628069.shtml,胡乐明,3G泡沫启示录之一:3G泡沫的回顾.
227. http://www.cpcwedu.com/Document/Classicstudy/105219428.htm,主要浏览器发展历程回顾.
228. http://www.vshj.com/Article/ShowArticle.asp?ArticleID=82270,IE发展停滞带来机遇,多种浏览器抢食市场。
229. http://www.ynstc.gov.cn/zs_iplt/iplt2.htm,杨经明, WTO条件下知识产权领域企业面临的冲击与思考(摘要).
2. Abrams R, Some comment on measuring niche overlap, Ecology, 1980,61, 44-49.
3. Adner R,Levinthal D A, What Is Not A Real Option:Considering Boundaries for the Application of Real Options to Business Strategy, Academy of Management Review, 2004,29(1), 74-85.
4. Alberto De Toni and Stefano Tonchia,Definitions and linkages between operational and strategic flexibilities, Omega, 2005, Vol.33, Issue 6, 525-540.
5. Amit R, Schoemaker PJH, Strategic assets and organizational rent, Strategic Management Journal, 1993,14(1), 33–46.
6. Amit, R. & Zott, C., Value creation in e-business, Strategic Management Journal, 2001, 22(special issue), 493-520.
7. Barnett M L, Falling Off the Fence?A Realistic Appraisal of a Real Options Approach to CorporateStrategy, .Journal of Management Inquiry, Jun 2003, 12(2), 185-196.
8. Barney, J. & Arikan, A.M., The resource-based view: Origins and implications, In: M.A. Hitt, R.E.Freeman, & J.R. Harrison (eds.), Handbook of strategic management, Oxford, UK: Blackwell Publishers, 2001, 124–188, p174.
9. Beer, M., Building organizational fitness, In S. Chowdhry (ed.) Organizations 21C, Financial Times-Prentice Hall, NJ, 2003, 311-330.
10. Beer, Michael, Eisenstat, Russell A, The Silent Killers of Strategy Implementation and Learning, Sloan Management Review, Summer2000, Vol. 41 Issue 4, 29-40.
11. Bent Dreyer, Kjell Gr?nhaug, Uncertainty, flexibility, and sustained competitive advantage, Journal of Business Research, 2004, 57, 484-494.
12. Black, J, A. and Boal, K, B, Strategic resources: Traits, configurations and paths to sustainable competitive advantage, Strategic Management Journal, 1994,15, 131-148.
13. Bowman , Edward H. Dileep Hurry, Strategy Through the Option Lens:An Integrated View of Resource Investments and the Incremental-Choice Process, Academy of Management Review, 1993, (18), 760-782.
14. Boynton, A.C. and Zmud, R.W., An Assessment of Critical Success Factor, Sloan Management Review, 1984,Vol.54, 17-27.
15. Buckley,Peter J. and Mark C.Casson, Model of the Multinational Enterprise, Journal of International Business Studies, 1998, 29(first quarter), 21-44.
16. Carl Shapiro, The Theory of Business Strategy, Rand Journal of Economics, spring1989, Vol.20,No.1, 125-137.
17. Catherine L. Wang1 and Pervaiz K. Ahmed, Dynamic capabilities: A review and research agenda, International Journal of Management Reviews, 2007,Vol9,Issue1, 31-51.
18. Christoph Zott, Dynamic capabilities and the emergence of intra-industry differential firm performance: insight from a simulation study, Strategic Management Journal, 2003(24), 97-125.
19. Clark K B, Competing through manufacturing and the new manufacturing paradigm: ismanufacturing strategy passé?, Production and Operations Management, 1996, 5(1), 42-58.转引自: Alberto De Toni and Stefano Tonchia,Definitions and linkages between operational and strategic flexibilities, Omega, 2005, Vol.33, Issue 6, p531.
20. Cliff Bowman and Veronique Ambrosini, How the Resource-based and the Dynamic Capability Views of the Firm Inform Corporate-level Strategy, British Journal of Management, 2003, 14 (4), 289-303.
21. Collis, David J., Montgomery, Cynthia A., Competing on Resources: Strategy in the 1990s, Harvard Business Review, 1995, Vol. 73, Issue 4, 118-130.
22. Colwell R K,Futuyma D J, On the measurement of niche breathe and overlap, Ecology, 1971,52, 567-576 .
23. Constance E. Helfat and Margaret A. Peteraf, The dynamic resource -based view: Capability lifecycles, Strategic Management Journal, 2003 (24), 977-1010.
24. Das, T., Elango, B., Managing strategic flexibility: key to effective performance, Journal of General Management, 1995, Vol. 20 No.3, 60-75.
25. David G. Sirmon, Michael A. Hitt, Managing Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms, Entrepreneurship Theory and Practice, 2003,Vol27,Issue 4, 339-358.
26. David J. Teece, Explicating dynamic capabilities: asset selection , coordination , and entrepreneurship in strategic management theory,draft,2003
27. David P. Lepak,Ken G. Smith,M. Susan Taylor, Value Creation and Value Capture: A Multilevel Perspective, Academy of Management Review, 2007, Vol. 32, No. 1, 180–194.
28. Davidsson P, Klofsten M. The business platform: developing an instrument to gauge and to assist the development of young firms. Journal of Small Business Management, 2003, 41(1), 1-26.
29. De Meyer A, Nakane J, Miller J, Ferdows K. Flexibility: the next competitive battle, Strategic Management Journal, 1989, 10, 135-144.
30. Dixit K Avinash, Pindyck S Robert, Investment under uncertainty, Princeton , New Jersey : Princeton University Press , 1994.
31. Eisenhardt, K. M. and J. Martin, Dynamic capabilities: What are they? , Strategic Management Journal, 2000, 21 (special issue), 1105-1121.
32. Evans J.Stuart, Strategic Flexibility for High Technology Maneuvers:A Conceptual Framework, Journal of Management Studies, 1991,28, 69-89.
33. Foss,N.J. and Knudsen,C.编,李东红译,企业万能:面向企业能力理论,大连:东北财经大学出版社,1998.4.
34. Gibb A, Scott M, Understanding small firms growth, In: Scott M, Gibb A,Lewis J, et al, eds. Small Business Growth and Development, London, England, Gower,1986, 81-104.
35. Glaister, K.W. & Buckley, P.J., Strategic motives for international alliance formation, Journal of Management Studies, 1996, 33, 301–332.
36. Grant ,R.M., The resource - based theory of competitive advantage : implications for strategy formulation, California Management Review, 1991,33, 114 - 135.
37. Han T. Smit, Lenos Trigeorgis著,狄瑞鹏译,战略投资学——实物期权和博弈论,北京,高等教育出版社,2006.
38. Henderson R, Cockburn I, Measuring competence? Exploring firm effects in pharmaceuticalresearch, Strategic Management Journal, Winter Special Issue1994, 15, 63-84.
39. Hitt, M.A., Dacin, M.T., Levitas, E., Arregle, J.L., & Borza, A., Partner selection in a merging and developed market context: Resource-based and organizational learning perspectives, Academy of Management Journal, 2000, 43, 449–467.
40. Ingemar Dierickx and Karel Cool, Asset stock accumulation and sustainability of competitive advantage, Management science, December 1989,Vol.35, No.12, 1504-1511.
41. J. L. Morrow Jr., David G. Sirmon, Michael A. Hitt, Tim R. Holcomb, Creating value in the face of declining performance: firm strategies and organizational recovery, Strategic Management Journal, 2007,Vol 28, Issue 3, 271-283.
42. J.B. Barney, Firm resources and sustained competitive advantage, Journal of Management, 1991,17(1), 99–120.
43. J.B. Barney, Is the resource-based‘view’a useful perspective for strategic management research? Yes, Academy of Management Review, 2001, 26(1), 41-56.
44. J.B. Barney, Organizational culture: can it be a source of sustained competitive advantage? , Academy of Management Review, 1986a, 11(3), 656-665.
45. J.B. Barney, Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view, Journal of Management, 2001,27 , 643–650.
46. J.B. Barney, Strategic factor markets: expectations, luck, and business strategy, Management Science, 1986, 32(10), 1231-1241.
47. Jay Barney, Mike Wright, David J. Ketchen, Jr., The resource-based view of the firm: Ten years after 1991, Journal of Management, 2001(27), 625-641
48. Jean L Johnson, Ruby Pui-Wan Lee, Amit Saini, Bianca Grohmann, Market-Focused Strategic Flexibility: Conceptual Advances and an Integrative Model, Academy of Marketing Science Journal, Winter 2003, 31, 1, 74-90.
49. Joel A. C. Baum, Jitendra V. Singh, Organizational Niches and the Dynamics of Organizational Founding, Organization Science, 1994, Vol. 5, No. 4, 483-501.
50. Johannes I. M. Halman, Adrian P. Hofer, and Wim van Vuuren, Platform-Driven Development of Product Families: Linking Theory with Practice, Journal of Product Innovation Management, 2003,20, 149-162.
51. Juan Liu and Thomas L. Sporleder, Assessing the Growth Option Value of Brand Equity among Food and Beverage Firms,2005,draft
52. Karim, S. & Mitchell, W., Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978–1995, Strategic Management Journal, 2000,21(Special Issue), 1061–1081.
53. Kathleen M Eisenhardt, Jeffrey A Martin, Dynamic capabilities: What are they?, Strategic Management Journal, 2000(21), 1105-1121.
54. Kenneth J. Brunsman, Mark P. Sharfman, Strategic choices and niche movements: a probabilistic model of organizational selection and mortality, Academy of Management Proceedings, 1993, 2- 6.
55. Klofsten M. The business platform: entrepreneurship and management in the early stages of a firm’s development. Luxembourg: European Commission, TⅡ,1998
56. Kogut B, Kulatilaka N, Options Thinking and Platform Investments:Investing in Opportunity, California ManagementReview, 1994, 36 (4), 52-71.
57. Kogut B,Kulatilaka N, Real Options Pricing and Organizations:The Contingent Risks of Extended Theoretical Domains, Academy of Management Review, 2004,29(1), 102-110.
58. Kogut B. and U Zander., Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology, Organization Science, 1992, 3, 383 - 397.
59. Kogut, B., Kulatilaka N. Capabilities as Real Options. [J].Organization Science, 2001, 12(6), 744- 758.
60. Kulatilaka N, Perotti E C, Strategic Growth Options, Management Science,1998,44, 1021-1031.
61. Kylaheiko K, Sandstrom, Virkkunen V, Dynamic CapabilityView in Terms of Real Options, Int. J. Production Economics, 2002, 80, 65-83.
62. Lau R.S.M, Strategic flexibility: a new reality for world-class manufacturing, SAM Advanced Management Journal, 1996, 61(2), 5-11.
63. Lei-Yu Wu, Resources, dynamic capabilities and performance in a dynamic environment: Perceptions in Taiwanese IT enterprises, Information & Management, Volume 43, Issue 4, June 2006, 447-454
64. Leonard-Barton D, Core capabilities and core rigidities: a paradox in managing new product development, Strategic Management Journal, Summer Special Issue1992, 13, 111-125.
65. Lichtenstein, B. M. B., & Brush, C. G., How do resource bundles develop and change in new ventures? A dynamic model and longitudinal exploration, Entrepreneurship Theory and Practice, 2001, 25, 37-58.
66. Luehrman T A, Strategy as A Portfolio of Real Options, Harvard Business Review, 1998, 76(5), 89-101.
67. Martha Amram and Nalin Kulatilaka, Real Options: Managing Strategic Investments in an Uncertain World, Oxford: Oxford University Press. 1999.
68. McGrath R G, Ferrier W J, Mendelow A L, Real Options as Engines of Choice and Heterogeneity, Academy of Management Review, 2004,29(1), 86-101.
69. McGrath, R.G. & MacMillan, I., The entrepreneurial mindset, Boston: Harvard Business School Press, 2000.
70. Meyer , Marc H. , and James M. Utterback, The product family and the dynamics of core capability, Sloan Management Review, Spring 1993, 29-47.
71. Meyer , Marc H. , Alvin P. Lehnerd, The Power of Product Platforms : Building Value and Cost Leadership, New York :The Free Press , 1997.
72. Meyer, Matc H., and Robert Seliger, Product Platforms in Software Development, Sloan Management Review, fall 1998, 61-74.
73. Miller D, Shamsie J, The resource-based view of the firm in two environments: the Hollywood film studios from 1936-1965, Academy of Management Journal, 1996, 39(3), 519-543.
74. Miller, D, An asymmetry-based view of advantage: Towards an attainable sustainability, Strategic Management Journal, 2003, 24, 961-976.
75. Min Woong Sohn, Distance and cosine measures of niche overlap, Social Networks, 2001, 23,141-165.
76. Mosakowski, E., Overcoming resource disadvantages in entrepreneurial firms: When less is more, In M.A. Hitt, R.D. Ireland, S.M. Camp, & D.L. Sexton (eds.), Strategic entrepreneurship: Creating a new integrated mindset, Oxford, U.K.: Blackwell Publishing, 2002, 106-126.
77. Myers , C Stewart, Finance theory and financial strategy, Interfaces, 1984 ,14 (1), 126-137.
78. Nakane J, Hall RW, Holonic manufacturing: flexibility—the competitive battle in the 1990s. Production Planning & Control, 1991, 2(1), 2–13.
79. Nonaka and Takauchi, The Knowledge-Creating Company:How Japanese Companies Create the Dynamics of Innovation, OxfordUniversity Press, 1995.
80. P. Barwise, P.R. Marsh, R. Wensley, Must finance and strategy clash ? , Harvard Business Review, 1989, 67(5), 85-90.
81. Parasueaman, Reflections on Gaining Competitive Advantage through Customer Value, Journal of the Academy of Marketing Science, 1997, 25(2), 154-l6l.
82. Paul Matthyssens, Pieter Pauwels, Koen Vandenbempt, Strategic flexibility, rigidity and barriers to the development of absorptive capacity in business markets: Themes and research perspectives, Industrial Marketing Management, 2005, 34, 547-554.
83. Penrose ET. 1959. The Growth of the Firm. Wiley: New York.
84. Pertti E C , Rossetto S, Internet Portals as Portfolios of Entry Options, Working Paper, No. 00– 105/2, Tinbergen Institute Discussion Papers from Tinbergen Institute, http://www.tinbergen.nl/discussionpapers/00105.pdf, 2000.
85. Peteraf M.A., The cornerstones of competitive advantage: a resource-based view, Strategic Management Journal, 1993, 14(3), 179–191.
86. Prahalad C. K and Hamel G., The core competence of the corporation, Harvard Business Review, 1990,68(3), 79–91.
87. Priem R. L., A consumer perspective on value creation, Academy of Management Review, 2007,32, 219–235.
88. Priem, R. L., and J. E. Butler., Is the resource-based‘view’a useful perspective for strategic management research?, Academy of Management Review, 2001,vol.26.No.1, 22-40
89. Ranjan V. Strategic Flexibility and Firm Performance[Ph. D. Dissertation], Washington: Washington University , 2001, p1.
90. Richard A.D′Aveni& Robert Gunther, Hypercompetitive rivalries: competing in highly dynamic environments, New York:Free Press, Distributed by Simon & Schuster, 1995.
91. Richard Makadok, Doing the right thing and knowing the right thing to do: Why the whole is greater than the sum of the parts, Strategic Management Journal, 2003, Vol.24, Iss.10, 1043-1055.
92. Richard Makadok, Toward a synthesis of the resource-based and dynamic-capability views of rent creation, Strategic Management Journal, May 2001, 22(5), 387-401.
93. Richard Walker, Niche Selection and the Evolution of Complex Behavior in a Changing Environment——A Simulation, Artificial Life, 1999, 5, 271- 289.
94. Richins M L, Valuing things : the public and private meanings of possessions , Journal of Consumer Research, 1994, 21(12), 504-521.
95. Robert J. Kauffman and Xiaotong Li, Technology Competition and Optimal Investment Timing: A Real Options Perspective, IEEE Transactions on Engineering Management, February 2005, VOL.52, NO.1, 15-29.
96. Robertson, David, and Karl Urich, Planning for Product Platforms, Sloan Management Review, Summer 1998, 19-31.
97. Rubin P H, The expansion of firms, Journal of Political Economy, 1973, 84, 936-949.
98. Russo MV, Fouts PA, A resource-based perspective on corporate environmental performance and profitability, Academy of Management Journal, 1997, 40(3), 534-559.
99. Scott L. Newbert, Empirical Research on The Resource-Based View of The Firm: An Assessment and Suggestions for Future Research, Strategic Management Journal, 2007, 28, 121–146.
100. Simon D G, Hitt M A, Managing resource: Linking unique resource, management and wealth creation in family firms, Entrepreneurship Theory and Practice, 2003,27, 339-358.
101. Sirmon, David G., Hitt, Michael A., Ireland, R. Duane, Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box, Academy of Management Review, Jan2007, Vol. 32 Issue 1, 273-292.
102. Slack N, The flexibility of manufacturing systems, International Journal of Operations & Production Management, 1987, 7(4), 35-45.
103. Spender J C, Grantm. Knowledge and the Firm: Overview, Strategic Management Journal, 1996, 17 (Winter Special Issue), 5 -9.
104. Sven C. Voelpel, Marius Leibold, Khalid M. Mahmoud, The organizational fitness navigator: enabling and measuring organizational fitness for rapid change, Journal of Change Management, June 2004,Vol.4, Issue.2, 123-140.
105. Teece, D. J., Pisano, G., & Shuen, A, Dynamic Capabilities and Strategic Management, Strategic Management Journal, 1997, 18(7), 509-533.
106. Trigeorgis L. Real options,Managerial Flexibility and Strategy in Resource Allocation[M], Massachusetts, The MIT Press, 1996.
107. Tripsas, M. & Gavetti, G., Capabilities, cognition & inertia: Evidence from digital imaging, Strategic Management Journal, 21(Special Issue), 2000, 1147-1162.
108. Upton DM, The management of manufacturing flexibility, California Management Review, 1994, 72-89.
109. Wernerfelt B, A resource-based view of the firm, Strategic Management Journal, 1984, 5(2), 171-180.
110. Wernerfelt B, The resource-based view of the firm: ten years after. Strategic Management Journal , 1995,16(3), 171–174.
111. Woodruff R B, Customer value : The next source for competitive advantage, Journal of the Academy of Marketing Science, 1997, (25), 139-153.
112. Zollo M, Winter SG, Deliberate learning and the evolution of dynamic capabilities, Organization Science, 2002, 13, 339-351.
113. Zott, C, Dynamic capabilities and the emergence of intraindustry differential firm performance: Insights from a simulation study, Strategic Management Journal, 2003.24, 97-125.
114.白玉,论品牌经营的基本功能及其战略模式的选择,武汉理工大学学报,2004.4,136-139.
115.彼得·德鲁克,革新与企业家精神,上海,上海翻译出版公司,1999.
116.陈湘青,一种新的顾客满意度指数测评模型,世界标准化与质量管理,2006.7,21-24.
117.陈雪阳,刘建新,顾客忠诚的形成机理与培育策略,经济问题探索,2006.7,97-102.
118.陈正俊,“势”论研究,东南大学学报(哲学社会科学版),2003.3,63-73.
119.程兆谦,徐金发,资源观理论框架的整理,外国经济与管理,2002.7,6-13.
120.戴维·贝赞可,戴维·德雷诺夫,马克·尚利,公司战略经济学,北京,北京大学出版社,1999.7.
121.单汨源,李果,陈丹,基于生态位理论的企业竞争战略研究,科学学与科学技术管理,2006.3,159-163.
122.德鲁克,管理的前沿,企业管理出版社,1988,p2.
123.邓培林,赵淑玲,企业创建品牌与造势,西南交通大学学报(社会科学版),2004.1,24-27.
124.丁红红,实物期权视角下的战略投资决策,价值工程,2008.8, 146-148.
125.董必荣,自创商誉问题研究——一种资源基础竞争优势观[博士学位论文],厦门大学,2004
126.董大海,权小妍,顾客价值动态性及其对竞争优势的影响,预测,2004.1,11-15.
127.方润生,资源和能力的整合:一种新的企业竞争优势形成观,研究与开发管理,2005.12,21-28
128.高松,庄晖,品牌资产价值增长要素分析,价格理论与实践,2006.2:78-79.
129.葛振忠,梁嘉骅,企业生态位与现代企业竞争,华东经济管理,2004,(2),113-116.
130.郭朝晖,黄新建,构建现代企业营销势系统研究,南昌大学学报(人社版),2004.9,51-57.
131.郭朝晖,黄新建,现代营销理论中的“场力观”发展研究,商业研究,2005.2,3-6.
132.郭朝晖,黄新建,基于定量的营销“场力观”发展研究,南昌大学学报(人社版),2006.1,61-63.
133.赫尔曼·西蒙,隐形冠军,北京,经济日报出版社,2005.引自:姚慧丽,曾蓉,基于生态位分化理论的中小企业发展战略分析,技术经济,2007,1,10-13.
134.候玉莲,不确定环境中的战略柔性,河北大学学报(哲学社会科学版),2004,1,71-73.
135.胡泳,张瑞敏谈管理,浙江:浙江人民出版社,2007.6
136.花建锋,安瑛晖,市场能量释放机理与影响场的影响模式,系统工程,2005.11,69-74.
137.华鹰,论企业技术创新中的专利战略,重庆工学院学报,2005.4,74-78.
138.黄凯,期权定价理论的基本思路、方法及其在企业战略投资领域的应用,中国管理科学, 1998,6,14-21.
139.黄志伟,实物期权方法在战略管理中的运用,商业研究,2008.2,109-116.
140.纪洪波,《孙子兵法》蕴涵的现代企业战略管理思想,滨州学院学报,2006.10,72-74.
141.贾雨文,关于主动性决策理论(非理想系统决策理论)的研究,中国软科学,1997.1,16-21.
142.贾雨文,宋艳涛,李冬梅,主动性决策研究概述,管理科学学报,1997,Vo l. 7. No. 4,57-64.
143.李均明译注,孙膑兵法译注,河北人民出版社,1992.6
144.李婉丽,施行“缺陷产品召回制度”对企业有害还是有益?,监督与选择,2003.4,8-9.
145.李亚梅,张福樨,《孙子兵法》与企业决策造势,北京联合大学学报,1996.3,84-88.
146.李勇,郑垂勇,企业生态位与竞争战略,当代财经,2007,1,51-56.
147.李垣,刘益,企业竞争战略形成的整合分析模式,西安交通大学学报,1997.31:127-132.
148.李振东,创业经营王者方略,北京:经济管理出版社,2001.
149.梁松波,张悦悦,赵昌平,浅谈企业营销势评价模型及评价方法,全国商情(经济理论研究),2005.8,45-47.
150.廖天亮,《孙子兵法》“势”论的理解及其应用,滨州学院学报,2006,22(5) :84-87.
151.林晓,基于生态位理论的企业竞争战略分析,南京林业大学学报(人文社会科学版),2003,(3),58-61.
152.刘兵军,欧阳令南,企业战略投资的期权分析,系统工程理论与实践,2003.10,48-52.
153.刘德昌,企业营销管理力学论纲,商业研究,2006.6,28-35.
154.刘国华,苏勇,多视角下的品牌资产概念述评,华东经济管理,2007.3:124-128.
155.刘立菁,经济全球化背景下华商管理的现代化改造——华商管理学与西方管理学的融合,中外企业家,2005.6,20-23.
156.刘晓敏,刘其智,整合的资源能力观——资源的战略管理,科学学与科学技术管理,2006.6,85-90.
157.刘新燕,刘雁妮,杨智,万后芳,构建新型顾客满意度指数模型——基于SCSB、ACSI、ECSI的分析,南开管理评论,2003.6,52-56.
158.刘艳梅,“战略期权”思想在企业战略更新中的应用,中国人民大学学报,2006,1, 86-90.
159.刘昱洋,李红军,产品召回制度及企业应对措施研究,企业活力,2006.1,16-17.
160.陆淳鸿,企业竞争优势理论演进评述,经济问题,2007.4,23-25.
161.吕福新,东方管理学的建树、创新和发展——对东方管理学研究的追溯、综述和管见,商业经济与管理,2003.12,33-36.
162.吕庆华,谈《孙子兵法》“时、势”思想的现代商业价值,北方经贸,2002,115-116.
163.吕霞,吕晓强,李艳玲,期权定价理论在企业战略投资领域的应用,西安财经学院学报,2003.12,62-65.
164.罗辉道,项保华,资源概念与分类研究,科研管理,2005.7,99-104.
165.罗利华,企业造势辨析,东方企业文化,2007.3,9-10.
166.马志刚,孙子兵法与现代企业管理关于“造势”的思考,吉林工学院学报,2000.3,43-44.
167.迈克尔·波特著,陈小悦译,竞争优势,华夏出版社,1997.1
168. [美]班瓦利·米托(Banwari.Mittal)和贾格迪胥·谢兹(Jagdish.N.Sheth)著,华经译,再造企业价值空间,北京,机械工业出版社,2003
169. [美]杰恩·巴尼(Jay B. Barney)著,王俊杰,杨彬,李启华等译,获得与保持竞争优势,北京,清华大学出版社,2003
170. [美]斯密特( Smit, H. T. J. ) ,特里杰奥吉斯( Trigeorgis, L. ) /狄瑞鹏译,战略投资学———实物期权和博弈论[M ],北京:高等教育出版社,2006.
171.穆东,王兆华,尹建华,构建企业“营销场”研究,商业研究,1999.6,25-27.
172.钱贵明,召回制度的信用论异,政法论丛,2006.4,61-65.
173.区毅勇,企业惯性——战略势——竞争优势,企业经济,2004.11,100-103.
174. [日]大桥武夫,企业经营的诀窍——日本企业家谈用兵法经营,军事科学出版社,1990.1.
175.阮青,淮南子(注释本),华夏出版社,2000.5.
176.萨尔,为什么好公司会变糟:“行为惯性”理论的一种解释,新华文摘,2000,6.
177.申凤岩,从企业的社会责任看汽车召回制度,白城师范学院学报,2005,4,49-51.
178.施芝华,孙子兵法新解,上海:学林出版社,2000.10
179.史言信,论企业战略联盟形态演进,首都经济贸易大学学报,2002.4(3),21-24.
180.松涛,海尔兼并:不吃“死鱼”,国际融资,2004.7:56-57.
181.苏东水,论东西方管理的融合与创新,学术研究,2002.5,39-45.
182.苏东水,赵晓康,论东方管理文化复兴的现代意义,复旦学报(社科版),2001.6,109-113.
183.苏中锋,谢恩,李垣,资源管理:企业竞争优势与价值创造的源泉,管理评论,2007,vol.19 No6,31-36.
184.孙昌琦,构建有效企业战略的关键要素研究[博士学位论文],天津大学,2005.3,p120.
185.孙德升,势与企业战略管理,市场论坛,2006.1,135-136.
186.汤文仙,李攀峰,企业归核化发展:企业核心能力的调整,管理学报,2005.9,609-614.
187.唐卫东,陈海龙,位势差异与竞争优势,科学学与科学技术管理,2006.5,105-108.
188.涂光社著,因动成势,江西:百花洲文艺出版社,2001.10.
189.汪峰,企业竞争优势场及其战略调控,华东经济管理,2005.2,93-96.
190.汪秀婷,基于顾客价值创新的企业战略定位研究[博士学位论文],武汉理工大学,2004.
191.汪应洛、席酉民编著,战略研究理论及企业战略,西安交通大学出版社,1990.6,103-122.
192.王海忠,于春玲,赵平,品牌资产的消费者模式与产品市场产出模式的关系,管理世界,2006.1:106-119.
193.王建华,赖明勇,企业竞争战略:基于竞争场的分析构架,经济评论,2003.5,40-44.
194.王生辉,张京红,路径视角的企业技术创新战略,科学学与科学技术管理,2005.9,53-56
195.王淑霞,罗洪程,定位势差的塑造,天津商学院学报,2000.7(4),38-41.
196.王益民,竞争优势的认识误区,企业管理,2003.10,90-92.
197.王迎军,王永贵,动态环境下营造竞争优势的关键维度——基于资源的“战略柔性”透视(上),外国经济与管理,2000 .7,2-12.
198.王永贵,邢金刚,李元,战略柔性与竞争绩效:环境动荡性的调节效应,管理科学学报,2004,12,70-78.
199.魏占武,金中祥,论《孙子兵法》中的哲学体系与哲理特点,吉林师范大学学报(人文社会科学版),2007.2,9-12.
200.魏占武,金中祥,《孙子兵法》哲学版本探析,吉林工程技术师范学院学报,2008.1,20-23.
201.吴崇,胡汉辉,融合期权思想的战略管理探析,科学学与科学技术管理,2007.11,100-104.
202.武义青,基于主动性决策理论的势分析方法及其应用研究[博士学位论文],天津大学,2004.
203.许芳,李建华,企业生态位原理及模型研究,中国软科学,2005.5,130-139.
204.许金,“势”域中的孙子兵法,滨州学院学报,2007 ,23(5),84-88.
205.许胜江,高技术企业商业平台及其要素研究[博士学位论文],中南大学,2005.3
206.许晓明,企业市场竞争的“势”——《孙子兵法》的启示,经济管理·新管理.2001.16,36-41.
207.许毅,论中国古代谋略观在当代战略管理中的现代价值,学术探索,2000.6,13-16.
208.闫安,达庆利,企业生态位及其能动性选择研究,东南大学学报(哲学社会科学版),2005,7(1),62-66.
209.杨光,企业要善于造势,郑州经济管理干部学院学报,2002,12,15-16.
210.杨华江,战略态势分析的一种新方法,软科学,1992.4,1-5.
211.叶建木,邓明然,王洪运,资源集成与企业发展战略平台,武汉理工大学学报·信息与管理工程版,2006,1,71-74.
212.袁斌,动态竞争的战略主题及核心能力的提升路径,中国管理科学,2004.2,111-117.
213.岳建秋,谌飞龙,吴群,基于消费者心智资源开发的品牌优势塑造,中国工业经济,2007.3:88-95.
214.曾德明,周蓉,陈立勇,环境动态性、资本结构与公司绩效关系的实证研究,财贸研究2004,11,29-34.
215.张福墀,管理场论纲,企业管理出版社,北京:1995.1
216.张福墀,周福元著,管理造势论,北京:经济管理出版社,2001.8
217.章玉贵,管理学的东方主张,企业管理,2006.10,35-36.
218.赵向明,孙子的谋势制胜论及其在营销战略中的应用,商业研究,2001.2,139-141.
219.赵忠林,学会造势,企业活力,2000.12,34-35.
220.周海炜,中国传统军事谋略与管理文化问题探析,理论学刊,2007.2,113-114.
221.周坤,识势、适势、造势:企业家才能评价的新视角,科学管理研究,1999.12,60-62.
222.朱春全,生态位态势理论与扩充假说,生态学报,1997,17(3),325-332.
223.庄悦群,从生态位到可持续发展位:概念的演进,中国人口·资源与环境,2005.15(4),1-4.
224. http://nb.intozgc.com/097/97800.html,索尼为苹果DELL买单,预估付出2.5亿美元.
225. http://tech.sina.com.cn/focus/6c_patent/index.shtml,关于中国DVD专利费的专题.
226. http://tech.sina.com.cn/t/2005-06-06/1813628069.shtml,胡乐明,3G泡沫启示录之一:3G泡沫的回顾.
227. http://www.cpcwedu.com/Document/Classicstudy/105219428.htm,主要浏览器发展历程回顾.
228. http://www.vshj.com/Article/ShowArticle.asp?ArticleID=82270,IE发展停滞带来机遇,多种浏览器抢食市场。
229. http://www.ynstc.gov.cn/zs_iplt/iplt2.htm,杨经明, WTO条件下知识产权领域企业面临的冲击与思考(摘要).