戰(zhàn)略管理理論與實踐的新發(fā)展香港城市大學(xué)

楊海濱

香港城市大學(xué)管理系戰(zhàn)略管理理論與實踐的新發(fā)展USTCResearchSeminar,2012ARoadmapAGlimpseofMyResearchAreas戰(zhàn)略管理管理與實踐TheQuestionsIAskQ1:StrategicNetworksandAcquisitionsWhatwillfirmschooseamonginternaldevelopment,alliancesandacquisitions?Amulti-levelframeworkoffirmboundaries:Firmcharacteristics,dyadicdifferences,andnetworkattributes(withLin,Z.,&Lin,Y).StrategicManagementJournal,2010

Howwillalliancesaffectacquisitions?Behindacquisitionsofalliancepartners:Exploratorylearningandnetworkembeddedness(withLin,Z.,&Peng,M.).AcademyofManagementJournal,2011HowdonetworksandlearningdriveM&As?AninstitutionalcomparisonbetweenChinaandAmerica(withLin,Z.,Peng,M.,&Sun,L.).StrategicManagementJournal,2009NetworkdynamicsStructuralvs.individualperspectivesonthedynamicsofgroupperformance:Theoreticalexplorationandempiricalinvestigation.JournalofManagement,2005TheQuestionsIAsk-Cont’dQ2:AlliancePortfolioWhataretheperformanceimplicationsofafirm’sallianceportfolio?Theperformanceconsequencesofambidexterityinstrategicallianceformations:Empiricalinvestigationandcomputationaltheorizing(withLin,Z.,&Demirkan,I).ManagementScience,2007.Alliancepartnersandfirmperformance:Resourcecomplementarityandstatusassociation(withLin,Z.,&Arya,B).StrategicManagementJournal.2009.Explorationversusexploitationinallianceportfolio:Performanceimplicationsoforganizational,strategic,andenvironmentalfit(withYamakawa,Y.,&Lin,Z.).ResearchPolicy,2011.Explorationorexploitation?Smallfirms’alliancestrategieswithlargefirms(withZheng,Y.,&Zhao,X.)under2ndreviewatStrategicManagementJournalDoesfamiliarityfosterinnovation?RepeatedR&Dalliancesandbreakthroughinnovations(withZheng,Y.)Under2ndreviewatAcademyManagementJournal.TheimpactofpriorallianceswithcurrentcompetitorsoninnovationracesintheUSPharmaceuticalindustry(withCui,V.&Vertinsky.I.)Under2ndreviewatAcademyManagementJournal.TheQuestionsIAsk-Cont’dQ3:EOresearchWhataretheantecedentsandconsequencesofEO?Wheredoentrepreneurialorientationscomefrom?Aninvestigationontheirsocialorigin(withDess,G).InG.T.Lumpkin&J.A.Katz(Eds.),Advancesinentrepreneurship,firmemergence,andgrowth,2007,vol.10:223-247.Greenwich,CT:JAIPress.Entrepreneurialorientation:Assessingtheconstruct’svalidityandaddressingsomeofitsimplicationsforresearchintheareasoffamilybusinessandorganizationallearning(withDess,G.,&Pkinkham,B.)EntrepreneurshipTheoryandPractice,2011:1077-1090.Entrepreneurialorientationandfirmperformance:Themoderatingeffectsofintra-andinter-organizationalcontexts(withDess,G.,&Robins,J.)

UnderreviewatStrategicManagementJournalTheQuestionsIAsk-Cont’dOtherQsProductInnovationManagerialnetworks,organizationalinnovation,andfirmperformanceinatransitioneconomy(withShi,W.,&Wang,J.).Workingpaper.Ambidexterityinproductinnovationmanagement:Thedirectandcontingenteffectsonproductdevelopmentperformance(withAtuahene-Gima).

Workingpaper.Marketknowledgedomains,marketsituationinterpretation,andthenatureofinnovationcompetencedevelopment(withAtuahene-Gima).

Workingpaper.CorporateGovernanceDoesfamilybusinessexcelinfirmperformance?Aninstitution-basedview(withLiu,W.,&Zhang,G.)AsiaPacificJournalofManagement(Forthcoming).ExecutivecompensationinAsia:Acriticalreviewandoutlook(withSun,L.,&Zhao,X.)AsiaPacificJournalofManagement2010.Definition:Strategicmanagementconsistsoftheanalysis,decisions,andactionsanorganizationundertakesinordertocreateandsustaincompetitiveadvantages.KeyattributesofstrategicmanagementDirectstheorganizationtowardoverallgoalsandobjectives.IncludesmultiplestakeholdersindecisionmakingNeedstoincorporateshort-termandlong-termperspectivesRecognizestrade-offsbetweenefficiencyandeffectiveness戰(zhàn)略管理的概念案例：框架媒介與分眾傳媒Analysis:框架媒介在2004有兩個主營業(yè)務(wù)：電梯平面媒體廣告與液晶屏廣告，年入4000萬，估值3200萬。全國廣告業(yè)務(wù)市場競爭對手眾多，利潤率低，且主要對手分眾傳媒2005年中即將上市。Decision:集中經(jīng)營、行業(yè)整合Action:2005年2月啟動，6月結(jié)束，整合了6家主要競爭對手。賣給分眾傳媒，估值3.49億美元。戰(zhàn)略的四個基本問題Whyarefirmsdifferent?Howdofirmsbehave?Whatdeterminesthescopeofthefirm?Whatdeterminesthesuccessorfailureofthefirmininternationalcompetition?戰(zhàn)略管理理論的發(fā)展歷程（一）啟蒙期：以環(huán)境為基點的經(jīng)典戰(zhàn)略管理理論（1930s-1970s）

Barnard,C.1938.“TheFunctionsoftheExecutives”

Chandler,A.1962“StrategyandStructure:ChaptersintheHistoryofIndustrialEnterprise”

基本觀點１、企業(yè)的戰(zhàn)略出發(fā)點是適應(yīng)環(huán)境；２、高層經(jīng)理人是戰(zhàn)略制訂的設(shè)計師，負(fù)責(zé)計劃的全過程；３、組織結(jié)構(gòu)與戰(zhàn)略相適應(yīng)。戰(zhàn)略管管理理理論的的發(fā)展展歷程程（二二）奠基與與初步步發(fā)展展期(1980s)產(chǎn)業(yè)組組織戰(zhàn)戰(zhàn)略學(xué)學(xué)派Porter,M.1980““CompetitiveStrategy”Strategyasafieldemerged:SMSandSMJlaunched.基本觀觀點１、Structure-Conduct-Performance(SCPModel)２、‘‘五力力’模模型３、價價值鏈鏈分析析是競競爭優(yōu)優(yōu)勢的的來源源戰(zhàn)略管管理理理論的的發(fā)展展歷程程（三三）發(fā)展期期(1990s)以資源源、知知識為為基礎(chǔ)礎(chǔ)的核核心競競爭力力理論論Barney,J.1991.““Firmresourcesandsustainedcompetitiveadvantage””Peteraf,M.1993.““Thecornerstonesofcompetitiveadvantage:Aresource-basedview”基本觀觀點１、resourceheterogeneity2、resourceimmobility(Isolatingmechanisms:causalambiguity,specializedassets,switchingcost,patents,reputation,culture,legalrestrictions)3、valuable,rare,non-imitablity,nonsubstitutabilityforsustainablecompetitiveadvantages戰(zhàn)略管管理理理論的的發(fā)展展歷程程（四四）百家爭爭鳴期期(2000s-)CompetitiveDynamics(動態(tài)競競爭理理論)１、行行動導(dǎo)導(dǎo)向、、現(xiàn)實實導(dǎo)向向如多點點競爭爭２、任任何優(yōu)優(yōu)勢都都是暫暫時的的：自自我否否定如如IBM，又如如柯達達３、resourcesimilarityvs.marketcommonality４、awareness-motivation-capability(AMC):Puppydog(Haier),Topdog(Netscape),lean-and-hungrylook(Nike,P&G),fatcat(IKEA)５、asymmetricalcompetitionChen&Miller(2012)““Competitivedynamics:Themes,trendsandaprospectiveresearchplatform””TheAcademyofManagementAnnals.Figure1ComparisonofFiveForcesAnalysisandCompetitiveDynamicsPerspective戰(zhàn)略管管理理理論的的發(fā)展展歷程程（四四）社會網(wǎng)網(wǎng)絡(luò)理理論(socialnetworktheory)BACD社會網(wǎng)網(wǎng)絡(luò)理理論基本觀觀點Networkstructureandcontentaffectfirmbehaviorandultimatelyaffectfirmoutcome.NetworksasresourceaccessNetworksasasourceoftrustNetworksasasourceofpowerandcontrolNetworksassignalingmechanisms企業(yè)聯(lián)聯(lián)盟網(wǎng)網(wǎng)絡(luò)企業(yè)聯(lián)聯(lián)盟網(wǎng)網(wǎng)絡(luò)CollaborationandcompetitioninalliancenetworksCo-opetion:Sony-Ericsson,Yahoo-ebay,GM-Toyota(learningrace)NworkcontentCentralityvs.structuralholesstrongvs.weaktiespoliticalvs.businessties戰(zhàn)略管管理理理論的的發(fā)展展歷程程（四四）RealOptions(期權(quán)理理論)StrategyasaportfolioofrealoptionsOptionvalueasacomponentofthetotalvalueofthefirm;specificinvestmentwithoptionlikeproperties;optionsandabandonmentRealOptions:達能中中國攻攻略時時間表表1987年，成成立廣廣州達達能酸酸奶公公司。。1994年，與與光明明先后后合資資建立立了上上海酸酸奶及及保鮮鮮乳兩兩個項項目，，達能能占45.2%的股份份。1996年，收收購武武漢東東西湖湖啤酒酒54.2%的股權(quán)權(quán)；與與娃哈哈哈成成立5家合資資公司司，達達能獲獲得41%的股權(quán)權(quán),共同生生產(chǎn)以以“娃娃哈哈哈”為為商標(biāo)標(biāo)的包包括純純凈水水、八八寶粥粥等在在內(nèi)的的產(chǎn)品品。收收購深深圳益益力食食品公公司54.2%股權(quán)。。2000年3月，達達能收收購樂樂百氏氏92%的股權(quán)權(quán)。2001年，達達能亞亞洲有有限公公司參參股光光明，，比例例為5%。2004年，收收購梅梅林正正廣和和飲用用水有有限公公司50%股份。。2005年4月，達達能亞亞洲持持有光光明乳乳業(yè)(6.37,0.09,1.43%)股權(quán)增增至9.7%，成為為該公公司第第三大大股東東。2005年10月，達達能亞亞洲第第三次次增持持光明明乳業(yè)業(yè)1.85%股權(quán)，，股份份總計計11.55%。到2006年4月，增增持光光明股股權(quán)達達到20.01%。2006年7月，法法國達達能以以持股股22.18%的比例例成為為中國國匯源源集團團的第第二大大股東東。2006年12月，達達能與與蒙牛牛組建建合資資公司司，達達能持持股49%。致力力于酸酸奶等等產(chǎn)品品的生生產(chǎn)、、研發(fā)發(fā)與銷銷售。。2007年2月，達達能在在匯源源果汁汁(1886.HK)IPO時行使使優(yōu)先先認(rèn)購購權(quán)，，將所所持匯匯源果果汁的的股份份由上上市前前的22.18%增持至24.32%2007年5月，達能能與娃哈哈哈引起起兼并糾糾紛。2009年9月，達能能同意將將其在各各家達能能-娃哈哈合合資公司司中的51%的股權(quán)出出售給娃娃哈哈。。此次股股權(quán)轉(zhuǎn)讓讓價格為為3億歐元。。其它理論論Transaction-costeconomicsInstitutionaltheoryAgencytheoryResource-dependencetheoryOrganizationallearningtheoryPopulationecologyDynamiccapabilitiesProspecttheory……戰(zhàn)略理論論演變的的基本規(guī)規(guī)律內(nèi)（計劃劃、分析析）－外外（產(chǎn)業(yè)業(yè)結(jié)構(gòu)））－內(nèi)（（核心能能力、資資源）－－外（聯(lián)聯(lián)盟及網(wǎng)網(wǎng)絡(luò)）競爭由弱弱到強：：計劃學(xué)學(xué)派－結(jié)結(jié)構(gòu)學(xué)派派－動態(tài)態(tài)競爭學(xué)學(xué)派戰(zhàn)略思維維從線性性到非線線性，環(huán)環(huán)境的不不可預(yù)見見性多種理論論的結(jié)合合理論的運運用：聯(lián)聯(lián)盟與兼兼并的選選擇CocaColaandP&G’shealthdrinksbusinessIntelandDSPcommunications’wirelesschipsinhandsetsAbiotechfirmwithnewdrugandapharmaceuticalgiantwiththeabilitytogetFDAapproval理論的運運用：蘋蘋果的成成功與危危機Industryperspective:industryattractivenessValuechainanalysisResource-basedview:talents,extensiveR&D,financialresources,brand,patents,marketingskillsBusiness-levelstrategy:differentiationCorporate-levelstrategy:relateddiversificationUpperechelontheory:TheroleofSteveJobsInstitutionalperspectiveCompetitivedynamics:competitionbetweenclosedsystemvs.opensystem(windows&Android)Figure1.DistributionofvalueforiPhone,2010Figure2.DistributionofvalueforiPadTheEnd&ThankYou!9、靜夜四無鄰鄰，荒居舊業(yè)業(yè)貧。。12月-2212月-22Saturday,December24,202210、雨中中黃葉葉樹，，燈下下白頭頭人。。。01:11:2201:11:2201:1112/24/20221:11:22AM11、以我我獨沈沈久，，愧君君相見見頻。。。12月月-2201:11:2201:11Dec-2224-Dec-2212、故故人人江江海海別別，，幾幾度度隔隔山山川川。。。。01:11:2201:11:2201:11Saturday,December24,202213、乍乍見見翻翻疑疑夢夢，，相相悲悲各各問問年年。。。。12月月-2212月月-2201:11:2201:11:22December24,202214、他鄉(xiāng)生生白發(fā)，，舊國見見青山。。。24十十二月20221:11:22上午午01:11:2212月-2215、比不了得得就不比，，得不到的的就不要。。。。十二月221:11上上午12月-2201:11December24,202216、行動出成成果，工作作出財富。。。2022/12/241:11:2201:11:2224December202217、做前，能能夠環(huán)視四四周；做時時，你只能能或者最好好沿著以腳腳為起點的的射線向前前。。1:11:22上上午1:11上上午01:11:2212月-229、沒有失敗敗，只有暫暫時停止成成功！。12月-2212月-22Saturday,December24,202210、很多事情努努力了未必有有結(jié)果，但是是不努力卻什什么改變也沒沒有。。01:11:2201:11:2201:1112/24/20221:11:22AM11、成成功功就就是是日日復(fù)復(fù)一一日日那那一一點點點點小小小小努努力力的的積積累累。。。。12月月-2201:11:2201:11Dec-2224-Dec-2212、世世間間成成事事，，不不求求其其絕絕對對圓圓滿滿，，留留一一份份不不足足，，可可得得無無限限完完美美。。。。01:11:2201:11:2201:11Saturday,December24,202213、不知香香積寺，，數(shù)里入入云峰。。。12月-2212月-2201:11:2201:11:22December24,202214、意志堅堅強的人人能把世世界放在在手中像像泥塊一一樣任意意揉捏。。24十十二月20221:11:22上午午01:11:2212月-2215、楚塞塞三湘湘接，，荊門門九派派通。。。。十二月月221:11上上午午12月月-2201:11December24,202216、少年年十五五二十十