玩具企业竞合行为与绩效的关系研究
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摘要
现代市场经济的发展和经济全球化,增加了企业之间进行合作的必要性。为了扩大市场份额、获得更多利益,企业需要摒弃重竞争轻合作的理念,合理运用竞合策略。通过技术合作、业务合作、战略联盟等方式,利用对方的资源优势来弥补自身不足,在较短的时间内,实现自身竞争力较快的提高。
近年来,学术界对企业竞合问题日益关注,关于企业竞合的理论研究有了长足的发展,并取得了一系列理论成果。这些成果主要是论证竞合模式的必要性、可行性以及合作模式的具体选择,但是相关的实证研究尚且不多,另外,对于实践中产生的问题也没有系统的阐释。本文在对国内外大量竞争、合作以及竞合相关文献进行分析的基础上,以玩具行业为例,通过实证,从微观层面对企业之间的竞合行为进行了系统分析,选取浙江义乌和汕头澄海两个地区的玩具企业为主要样本,利用相关性分析、因子分析、回归分析等统计方法对文中提出的假设进行了验证,对结果作出了解释,并从中获得启示。
该研究对我国企业在国际经营环境中有效运用竞合战略,保护自身利益有一定帮助,同时,对于政府制定相关产业政策也有一定的参考作用。
Enterprises have to meet drastic competition from the world wide because of globalization and Chinese economic develepment. And pure coorporation (or competition) strategies cannot be enterprises' best choice anymore under such complicated circumstance. Enterprises are wised to cooperate with each other in the field of technich and strategy. But many studies are focusing on only one aspect, competition or comperation, which cannot direct enterprise's strategic choice effectively. Current studies about the relationship of enterprise's competitive choice and performance, also focus on theoretical and qualitative analysis, and cannot know competitive action connotation deeply. Moreover, there is little systemic empirical study about the proposition.
After China engage in the WTO, this paper in the concept of competition, and brings forward competitive basic state matrix and competitive planar constitution map to remedy current limitation of one dimension hypothesis of competition research and solve the conflict of competition and cooperation,and focus on YiWu in ZheJiang and ChengHai in GuangDong. After analyzed enterprise's competitive partners, we put forward enterprise's competitive partners' frame and analyses the competitive relationships of enterprise.
This job is benefit for enterprisese to make dicisions,and is also uesful for governments to make the plan of ecnomic development.
近年来,学术界对企业竞合问题日益关注,关于企业竞合的理论研究有了长足的发展,并取得了一系列理论成果。这些成果主要是论证竞合模式的必要性、可行性以及合作模式的具体选择,但是相关的实证研究尚且不多,另外,对于实践中产生的问题也没有系统的阐释。本文在对国内外大量竞争、合作以及竞合相关文献进行分析的基础上,以玩具行业为例,通过实证,从微观层面对企业之间的竞合行为进行了系统分析,选取浙江义乌和汕头澄海两个地区的玩具企业为主要样本,利用相关性分析、因子分析、回归分析等统计方法对文中提出的假设进行了验证,对结果作出了解释,并从中获得启示。
该研究对我国企业在国际经营环境中有效运用竞合战略,保护自身利益有一定帮助,同时,对于政府制定相关产业政策也有一定的参考作用。
Enterprises have to meet drastic competition from the world wide because of globalization and Chinese economic develepment. And pure coorporation (or competition) strategies cannot be enterprises' best choice anymore under such complicated circumstance. Enterprises are wised to cooperate with each other in the field of technich and strategy. But many studies are focusing on only one aspect, competition or comperation, which cannot direct enterprise's strategic choice effectively. Current studies about the relationship of enterprise's competitive choice and performance, also focus on theoretical and qualitative analysis, and cannot know competitive action connotation deeply. Moreover, there is little systemic empirical study about the proposition.
After China engage in the WTO, this paper in the concept of competition, and brings forward competitive basic state matrix and competitive planar constitution map to remedy current limitation of one dimension hypothesis of competition research and solve the conflict of competition and cooperation,and focus on YiWu in ZheJiang and ChengHai in GuangDong. After analyzed enterprise's competitive partners, we put forward enterprise's competitive partners' frame and analyses the competitive relationships of enterprise.
This job is benefit for enterprisese to make dicisions,and is also uesful for governments to make the plan of ecnomic development.
引文
1 Porter, M. E. (1985).Competitive Advantage[M],New York: Free Press.32.
2 Bengtsson, M. and Kock, S..`Competition in Business Network to Comperate and Compete Simultaneously [J],Industrial Marketing Management, 2000,29(5):411-426.
3 Lado,Boyd, N. G. and Hanlon, S. C.Competition, Comperation and the Search of Economic Rent: A Syncretic Model[J] Academy of Management Review,1997,22(l):110-141.
4 Jorde and Teece, Bengtsson and Kock,Clustering and the Creation of an Innovation Oriented Environment for Industrial competitiveness: Beware of Overly Etimistic Expectations.[J] Revised Draft Paper,2000, 3:1-30.Management Review,1984 (14):234-249.
6 Prahalad, C.K.and Gary Hamel.How Much do Your Competitors’Capabilities Matter in the Face of Technological Change[J],Strategic Management Journal,1990 21(3):387_404.
7 Porter,M.E.Competitive Advantage[M], New York: Free Press.1985,1-106.
8 Richardson.The Strategic Impact of External Networks: Subsidiary Performance and competence Development in the Multinational Corporation[J],Strategic management journal,1972, 23:79_96.
9 Williamson .Manufacturer_Supplier Relationships in Japan and the Concept of Relation_Specific Skill[J]. Journal of the Japanese and International Economies,1991, 3:1-30.
10 Doneyand Cannon ,Claus steinele and holger schiele: when do in industries cluster--a prEosal on how to asses an industry’s propensity to concentrate at a single region or nation , [J] research policy 1997,31.
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14 Preffer and Nowak, The two faces of COEetition: Dynamic resourcefulness and hyperCOEetitive shift. [J] Organization Science,1976, 7,221-242.
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17 Bengtsson and Kock,Discouraging Eportunistic behavior in collaborative R&D: A new role for government [J], Research Policy, 2000,24:367_389
18 Brandenburge and Nalebuff The sources and consequences of embeddedness for the economic performance of organizations: The network effect. [J] American Sociological Review, 1996a,61: 674_698.
19 Lado, Boyd, N. G. and Hanlon, S. C..Competition, Comperation and the Search of Economic Rent: A Syncretic Model[J] Academy of Management Review,1997,22(l):110-141.
20 Simmons, C. H.,Wehner, E. A.,Tucker, S. S. and King, C. S. (1988). The comperative/competitive Strategy Scale:A Measure of Motivation to Use CoEerative or CoEetitive Strategies for Success[J],The journal of Social Psychology, 128(2):199-205.
21李健,金占明,“战略联盟内部企业竞合关系研究”[J]《科学学与科学技术管理》2005,1,32-37.
22 Grannovetter, M. S. (1973).The Strength of Weak Ties [J],American journal of Sociology, 78:1360-1380.
23 Wong. Determinants of rdination modes within organizations[J].American Sociological Review. 1999. 41:322_338.
24 Porter, M. E.Competitive Advantage[M],New York: Free Press.1985.32.
25 Jarillo, J. C.On Strategic Networks[J],Strategic Management ,journal,1988 9:31-41.
26 Afuah, A. How Much do Your Co_Eetitors’Capabilities Matter in the Face of Technological Change[J],Strategic Management Journal,2000,21(3):387_404.
27 Clark. Occupational munities: culture and control in organizations. In: B. Staw&L.L. Cummings (Eds.), Research in organizational behavior,1989: 287_365.
28 Wong. Determinants of rdination modes within organizations[J].American Sociological Review. 1999. 41:322_338.
29 Afuah, A..How Much do Your Co_Eetitors’Capabilities Matter in the Face of Technological Change[J],Strategic Management Journal,2000,21(3):387_404.
30 Cusumano, M. A. and Takeishi, A. Supplier Relations and Management:A Survey of Japanese, Japanese-Transplant and U. S. Auto Plants[J],Stra tegi c Management ,journal, 1991,12 (8):563-588.
31 Katz, M. L. and Shapiro, C. Network Externalities,Competition and Compatibility [J],American Economic Review,1985,75:424-440.
32 Grannovetter, M. S.Economic Action and Social Structure:The Problem of Embeddedness[J].American Journal of Sociology, 1985,91:481-510.
33 Brandenburger and Nalebuff Economic Action and Social Structure: The Problem of Embeddedness [J].American Journal of Sociology,1996,91:481-510.
34 Porter, M. E..Competitive Advantage[M],New York:Free Press. 1985
35 Kotabe, M.,Martin, X. and Domoto, H.Gaining from Vertical Partnerships:Knowledge Transfer, Relationship Duration, and Supplier Performance Improvement in the U. S. and Japanese Automotive Industries[J],Strategic Management journal, 2003,24:293-316.
36 Luo, Y. D.Contract, Cooperation, and Performance in International Joint Ventures[J],Strategic Management Journal, 2002.23:903-919.
37 Porter, M. E.Competitive Strategy:Techniques for Analyzing Industries and Competitors[M],New York:Free Press.1980
38 Helper, S.Comparative Supplier Relations in the U. S. and Japanese Auto Industries:An Exit/Voice Approach[J],Business and Economic History, 1990.19:153-162.
39 Luo . Hybrid arrangements as strategic alliances: Theoretical issues in organizational binations[J],Academy of Management Review,1984 (14):234-249.
40 Cusumano, M. A. and Takeishi, A. Supplier Relations and Management:A Survey of Japanese, Japanese-Transplant and U. S. Auto Plants[J],Stra tegi c Management ,journal, 1991.12 (8):563-588.
41 Womack J.P,Jones,D.T.and Roos, D. The Machine that Changed the World[M],New York:Rawson Associates.1990
42 Cusumano, M. A. and Takeishi, A. Supplier Relations and Management:A Survey of Japanese, Japanese-Transplant and U. S. Auto Plants[J],Stra tegi c Management ,journal, 1991,12 (8):563-588.
43 Katz, M. L. and Shapiro, C. Network Externalities,Competition and Compatibility [J],American Economic Review,1985,75:424-440.
44 Grannovetter, M. S.Economic Action and Social Structure:The Problem of Embeddedness[J].American Journal of Sociology, 1985,91:481-510.
45 Deming, W. E. The New Economics[M],Cambridge: Massachusetts Institute of Technology, Center for Advanced Engineering Study. 1993.
46 Porter, M. E..Competitive Advantage[M],New York:Free Press. 1985
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2 Bengtsson, M. and Kock, S..`Competition in Business Network to Comperate and Compete Simultaneously [J],Industrial Marketing Management, 2000,29(5):411-426.
3 Lado,Boyd, N. G. and Hanlon, S. C.Competition, Comperation and the Search of Economic Rent: A Syncretic Model[J] Academy of Management Review,1997,22(l):110-141.
4 Jorde and Teece, Bengtsson and Kock,Clustering and the Creation of an Innovation Oriented Environment for Industrial competitiveness: Beware of Overly Etimistic Expectations.[J] Revised Draft Paper,2000, 3:1-30.Management Review,1984 (14):234-249.
6 Prahalad, C.K.and Gary Hamel.How Much do Your Competitors’Capabilities Matter in the Face of Technological Change[J],Strategic Management Journal,1990 21(3):387_404.
7 Porter,M.E.Competitive Advantage[M], New York: Free Press.1985,1-106.
8 Richardson.The Strategic Impact of External Networks: Subsidiary Performance and competence Development in the Multinational Corporation[J],Strategic management journal,1972, 23:79_96.
9 Williamson .Manufacturer_Supplier Relationships in Japan and the Concept of Relation_Specific Skill[J]. Journal of the Japanese and International Economies,1991, 3:1-30.
10 Doneyand Cannon ,Claus steinele and holger schiele: when do in industries cluster--a prEosal on how to asses an industry’s propensity to concentrate at a single region or nation , [J] research policy 1997,31.
11 Kale,Singh and Erlmutter. Foreign Direct Investment in China:A Spatial Econometric Study. [J] The World Economy,2000,23,1-23.
12 Dunning,Networks and Clusters: the Yin and Yang of Rural DevelEment. [J] Federal Reserve Bank of Kansas City in Its Journal. Proceedings.2002,9:103-120.
13 Contractor and Lorange Organizations in action. [J] New York, McGraw_Hill. 1986,23,1_23.
14 Preffer and Nowak, The two faces of COEetition: Dynamic resourcefulness and hyperCOEetitive shift. [J] Organization Science,1976, 7,221-242.
15 Larson. Institutional sources of change in the formal structure oforganizations: The diffusion of civil service reforms. [J] Administrative Science_Quarterly,1992,23,22-39.
16 Teece,D.J.Pisano,D.and Shuen.A. Dynamic Capabilities and Strategic Management[J],Strategic Management,journal,1997,18(7):509-533.
17 Bengtsson and Kock,Discouraging Eportunistic behavior in collaborative R&D: A new role for government [J], Research Policy, 2000,24:367_389
18 Brandenburge and Nalebuff The sources and consequences of embeddedness for the economic performance of organizations: The network effect. [J] American Sociological Review, 1996a,61: 674_698.
19 Lado, Boyd, N. G. and Hanlon, S. C..Competition, Comperation and the Search of Economic Rent: A Syncretic Model[J] Academy of Management Review,1997,22(l):110-141.
20 Simmons, C. H.,Wehner, E. A.,Tucker, S. S. and King, C. S. (1988). The comperative/competitive Strategy Scale:A Measure of Motivation to Use CoEerative or CoEetitive Strategies for Success[J],The journal of Social Psychology, 128(2):199-205.
21李健,金占明,“战略联盟内部企业竞合关系研究”[J]《科学学与科学技术管理》2005,1,32-37.
22 Grannovetter, M. S. (1973).The Strength of Weak Ties [J],American journal of Sociology, 78:1360-1380.
23 Wong. Determinants of rdination modes within organizations[J].American Sociological Review. 1999. 41:322_338.
24 Porter, M. E.Competitive Advantage[M],New York: Free Press.1985.32.
25 Jarillo, J. C.On Strategic Networks[J],Strategic Management ,journal,1988 9:31-41.
26 Afuah, A. How Much do Your Co_Eetitors’Capabilities Matter in the Face of Technological Change[J],Strategic Management Journal,2000,21(3):387_404.
27 Clark. Occupational munities: culture and control in organizations. In: B. Staw&L.L. Cummings (Eds.), Research in organizational behavior,1989: 287_365.
28 Wong. Determinants of rdination modes within organizations[J].American Sociological Review. 1999. 41:322_338.
29 Afuah, A..How Much do Your Co_Eetitors’Capabilities Matter in the Face of Technological Change[J],Strategic Management Journal,2000,21(3):387_404.
30 Cusumano, M. A. and Takeishi, A. Supplier Relations and Management:A Survey of Japanese, Japanese-Transplant and U. S. Auto Plants[J],Stra tegi c Management ,journal, 1991,12 (8):563-588.
31 Katz, M. L. and Shapiro, C. Network Externalities,Competition and Compatibility [J],American Economic Review,1985,75:424-440.
32 Grannovetter, M. S.Economic Action and Social Structure:The Problem of Embeddedness[J].American Journal of Sociology, 1985,91:481-510.
33 Brandenburger and Nalebuff Economic Action and Social Structure: The Problem of Embeddedness [J].American Journal of Sociology,1996,91:481-510.
34 Porter, M. E..Competitive Advantage[M],New York:Free Press. 1985
35 Kotabe, M.,Martin, X. and Domoto, H.Gaining from Vertical Partnerships:Knowledge Transfer, Relationship Duration, and Supplier Performance Improvement in the U. S. and Japanese Automotive Industries[J],Strategic Management journal, 2003,24:293-316.
36 Luo, Y. D.Contract, Cooperation, and Performance in International Joint Ventures[J],Strategic Management Journal, 2002.23:903-919.
37 Porter, M. E.Competitive Strategy:Techniques for Analyzing Industries and Competitors[M],New York:Free Press.1980
38 Helper, S.Comparative Supplier Relations in the U. S. and Japanese Auto Industries:An Exit/Voice Approach[J],Business and Economic History, 1990.19:153-162.
39 Luo . Hybrid arrangements as strategic alliances: Theoretical issues in organizational binations[J],Academy of Management Review,1984 (14):234-249.
40 Cusumano, M. A. and Takeishi, A. Supplier Relations and Management:A Survey of Japanese, Japanese-Transplant and U. S. Auto Plants[J],Stra tegi c Management ,journal, 1991.12 (8):563-588.
41 Womack J.P,Jones,D.T.and Roos, D. The Machine that Changed the World[M],New York:Rawson Associates.1990
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