环境扫描对企业竞争优势的影响研究
|
摘要
竞争环境不仅是企业生存和发展的基础,更是作为企业战略信息和资源的重要来源。20世纪80年代以来,我国的经济环境发生了深刻的变化,信息已经具有同物质和能源一样的地位,被视为一种新的生产力要素。在信息技术的推动下,市场急剧变化并日趋复杂,对企业战略决策、组织结构和内部流程产生了重大的影响,企业的经营环境正由相对稳定的静态环境转向充满不确定性的动态环境转变。因此,如何有效地识别和分析环境中的战略威胁和机遇,尽早发现问题和解决问题,以降低不确定性风险,是企业战略管理的重要环节。竞争环境扫描是指管理者通过获取组织边界之外的、直接或间接影响到组织整体绩效的所有信息,为战略决策的制定和竞争优势的构建提供依据。通过对企业内、外部环境的连续扫描、分析和预测,促使企业掌握市场变化,减少不确定性风险,进而制定有效的战略,在激烈的市场中保持竞争优势、立于不败之地。
电子信息产业属于研发密集型、知识密集型产业,具有高度创新性和高更新频率,其产业发展具有传统产业难以比拟的增量效应和乘数效应。但同时,行业特点也决定了电子信息业的发展更容易受到外界环境的影响,包括竞争对手、顾客、供应商、政策条件、社会文化条件等而面临巨大的不确定性风险和挑战。因此,准确、及时、有效地扫描竞争环境以获取竞争情报对电子信息产业的发展具有更为重要的战略意义。本文以管理学、情报学、企业战略管理等相关理论为基础,结合我国电子信息产业发展的实践,探讨环境扫描的影响因素以其环境扫描如何影响企业竞争优势的构建,在此基础上揭示竞争环境扫描的战略价值,为我国电子信息行业企业发展赢得竞争优势提供启示和思路。
本文主要内容如下：
引言阐述了本文选题的背景和意义,综述了本课题国内外研究现状,说明了本文的主要研究内容和研究方法。
第一章是对我国电子信息行业宏观环境扫描的分析,主要结合宏观环境中影响电子行业发展的主要要素以及进行环境扫描的动因。
第二章是对我国电子信息行业的行业环境扫描的驱动力分析,主要结合我国电子行业的外在市场压力、发展的动力以及与电子行业发展的相关其他原因分析需要进行环境扫描的动因。
第三章是环境扫描对企业竞争优势的影响,本章首先基于已有的研究成果和本文第一和第二章的驱动力分析,设计企业竞争优势的直接影响因素和间接影响因素,构建环境扫描对企业竞争优势影响的概念模型。针对研究的各个变量,选择相应的测量指标,尽量使得每一个测量均能反映变量的内涵。
第四章是基于第三章的概念模型设计问卷,对调查问卷的设计和开发过程、抽样设计的方法、调查对象和样本规模进行介绍和说明,并详述本研究所使用的统计技术和数据分析方法。
第五章对获取的189份有效问卷进行数据分析。比较了样本企业的样本特征,进行了研究变量的基本数据分析,通过测量模型的检验确定了研究量表的信度和效度,运用偏最小二乘法结构方程模型验证了本文的研究模型和假设关系,结合文献研究和实证数据对结果进行了解释和分析。
第六章是案例研究,主要以惠州德赛集团为例,分析企业实施环境扫描工作的部门、人员、企业的投入、所使用的百度竞争情报系统,以及环境扫描对企业产生的效益等。
第七章是结语,根据本文的结论探讨了我国电子企业管理者如何更有效地开展行业环境扫描以保持企业的竞争优势。
Environment is not only the basis for enterprise survival and development, but also an important source of information and corporate strategy. With the country's economic environment and profound changes since the1980s, the information enjoys the same position as the material and energy, serving as a new factor of production. Under the impetus of the IT, market is changing rapidly and increasingly complex, exerting a major impact on strategic decision making, organizational structure and internal processes. The business environment is changing from being relatively stable in a static environment to a dynamically changing environment of uncertainty. Therefore, how to effectively identify and analyze strategic threats and opportunities in the environment as soon as possible and solve problems, to reduce the risk of uncertainty is an important part of corporate strategic management. The environment scanning refers that the senior managers outside the organizational boundaries directly or indirectly affect all the information on the organization's overall performance, and provide a basis for strategic decision making and competitive advantage enhancing. Continuous scanning, analyzing and forecasting of the enterprise and the external environment encourages enterprises to master the changes in the market, reduce the risk of uncertainty, and then formulate an effective strategy to maintain a competitive advantage in the fierce market and become invincible.
Based on the theory of Management Science, Information Science, Corporate Strategic Management, this paper combines the development of China's electronic information industry practice, explores the factors affecting the environmental scanning behavior, consolidates competitive advantage built on this basis revealing the competitive environment the strategic value of the scan, and provide inspiration and ideas to gain a competitive advantage for enterprise development of China's electronic information industry.
The dissertation is composed of Introduction and other seven chapters. The main contents are as follows:
In the part of introduction, the background and meaning of this dissertation are explained. The related research status at home and abroad is reviewed, and the main contents and methods of the dissertation are presented.
Chapter one is the analysis of the macro-environmental scanning of China's electronic information industry, mainly with the main elements that affect the development of the electronics industry in the macro environment and the motivation for environmental scanning.
Chapter two is the driving force of the industries and enterprises of China's electronic information industry, environmental scanning, analysis, and external market pressures, combined with China's electronics industry, the driving force for development and development of the electronics industry for other reasons the need for environmental scanning motivation.
Chapter three is the impact of environmental scanning of competitive advantage, on the basis of previous research, design of environmental scanning, the direct impact factors of competitive advantage. Part of the paper summarized extracts indirect effects of factors, the building of environment scanning conceptual model of competitive advantage. The paper also studies various variables, selects the appropriate measure so that each measurement can reflect variable connotation.
Chapter four is the last chapter of the conceptual model on the basis of questionnaire designing, questionnaire development process. It describes the sampling design, survey and sample size, describes the statistical techniques used in this study and data analysis method, process data and validates the model.
In chapter five, the189valid questionnaires were analysed and sample characteristics were described. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) was used to identify the research scale reliability and validity. PLS structure equation model were used to verify the concept modeling and the assumption relationship. The final part of this chapter explained and analyzied the results.
In chapter six, Huizhou Desay is taken as a case study to analyze the work of enterprises to implement environmental scanning department, personnel, corporate investment, use Baidu competitive intelligence systems, as well as the benefits of environmental scanning enterprise.
The last chapter is the conclusion of our e-business managers about how to take advantage of the industry in environmental scanning more effectively to keep your business competitive advantage.
电子信息产业属于研发密集型、知识密集型产业,具有高度创新性和高更新频率,其产业发展具有传统产业难以比拟的增量效应和乘数效应。但同时,行业特点也决定了电子信息业的发展更容易受到外界环境的影响,包括竞争对手、顾客、供应商、政策条件、社会文化条件等而面临巨大的不确定性风险和挑战。因此,准确、及时、有效地扫描竞争环境以获取竞争情报对电子信息产业的发展具有更为重要的战略意义。本文以管理学、情报学、企业战略管理等相关理论为基础,结合我国电子信息产业发展的实践,探讨环境扫描的影响因素以其环境扫描如何影响企业竞争优势的构建,在此基础上揭示竞争环境扫描的战略价值,为我国电子信息行业企业发展赢得竞争优势提供启示和思路。
本文主要内容如下：
引言阐述了本文选题的背景和意义,综述了本课题国内外研究现状,说明了本文的主要研究内容和研究方法。
第一章是对我国电子信息行业宏观环境扫描的分析,主要结合宏观环境中影响电子行业发展的主要要素以及进行环境扫描的动因。
第二章是对我国电子信息行业的行业环境扫描的驱动力分析,主要结合我国电子行业的外在市场压力、发展的动力以及与电子行业发展的相关其他原因分析需要进行环境扫描的动因。
第三章是环境扫描对企业竞争优势的影响,本章首先基于已有的研究成果和本文第一和第二章的驱动力分析,设计企业竞争优势的直接影响因素和间接影响因素,构建环境扫描对企业竞争优势影响的概念模型。针对研究的各个变量,选择相应的测量指标,尽量使得每一个测量均能反映变量的内涵。
第四章是基于第三章的概念模型设计问卷,对调查问卷的设计和开发过程、抽样设计的方法、调查对象和样本规模进行介绍和说明,并详述本研究所使用的统计技术和数据分析方法。
第五章对获取的189份有效问卷进行数据分析。比较了样本企业的样本特征,进行了研究变量的基本数据分析,通过测量模型的检验确定了研究量表的信度和效度,运用偏最小二乘法结构方程模型验证了本文的研究模型和假设关系,结合文献研究和实证数据对结果进行了解释和分析。
第六章是案例研究,主要以惠州德赛集团为例,分析企业实施环境扫描工作的部门、人员、企业的投入、所使用的百度竞争情报系统,以及环境扫描对企业产生的效益等。
第七章是结语,根据本文的结论探讨了我国电子企业管理者如何更有效地开展行业环境扫描以保持企业的竞争优势。
Environment is not only the basis for enterprise survival and development, but also an important source of information and corporate strategy. With the country's economic environment and profound changes since the1980s, the information enjoys the same position as the material and energy, serving as a new factor of production. Under the impetus of the IT, market is changing rapidly and increasingly complex, exerting a major impact on strategic decision making, organizational structure and internal processes. The business environment is changing from being relatively stable in a static environment to a dynamically changing environment of uncertainty. Therefore, how to effectively identify and analyze strategic threats and opportunities in the environment as soon as possible and solve problems, to reduce the risk of uncertainty is an important part of corporate strategic management. The environment scanning refers that the senior managers outside the organizational boundaries directly or indirectly affect all the information on the organization's overall performance, and provide a basis for strategic decision making and competitive advantage enhancing. Continuous scanning, analyzing and forecasting of the enterprise and the external environment encourages enterprises to master the changes in the market, reduce the risk of uncertainty, and then formulate an effective strategy to maintain a competitive advantage in the fierce market and become invincible.
Based on the theory of Management Science, Information Science, Corporate Strategic Management, this paper combines the development of China's electronic information industry practice, explores the factors affecting the environmental scanning behavior, consolidates competitive advantage built on this basis revealing the competitive environment the strategic value of the scan, and provide inspiration and ideas to gain a competitive advantage for enterprise development of China's electronic information industry.
The dissertation is composed of Introduction and other seven chapters. The main contents are as follows:
In the part of introduction, the background and meaning of this dissertation are explained. The related research status at home and abroad is reviewed, and the main contents and methods of the dissertation are presented.
Chapter one is the analysis of the macro-environmental scanning of China's electronic information industry, mainly with the main elements that affect the development of the electronics industry in the macro environment and the motivation for environmental scanning.
Chapter two is the driving force of the industries and enterprises of China's electronic information industry, environmental scanning, analysis, and external market pressures, combined with China's electronics industry, the driving force for development and development of the electronics industry for other reasons the need for environmental scanning motivation.
Chapter three is the impact of environmental scanning of competitive advantage, on the basis of previous research, design of environmental scanning, the direct impact factors of competitive advantage. Part of the paper summarized extracts indirect effects of factors, the building of environment scanning conceptual model of competitive advantage. The paper also studies various variables, selects the appropriate measure so that each measurement can reflect variable connotation.
Chapter four is the last chapter of the conceptual model on the basis of questionnaire designing, questionnaire development process. It describes the sampling design, survey and sample size, describes the statistical techniques used in this study and data analysis method, process data and validates the model.
In chapter five, the189valid questionnaires were analysed and sample characteristics were described. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) was used to identify the research scale reliability and validity. PLS structure equation model were used to verify the concept modeling and the assumption relationship. The final part of this chapter explained and analyzied the results.
In chapter six, Huizhou Desay is taken as a case study to analyze the work of enterprises to implement environmental scanning department, personnel, corporate investment, use Baidu competitive intelligence systems, as well as the benefits of environmental scanning enterprise.
The last chapter is the conclusion of our e-business managers about how to take advantage of the industry in environmental scanning more effectively to keep your business competitive advantage.
引文
① 2012年世界经济形势与展望http://www.cacs.gov.cn/news/newshow.aspx?articleId=92289
② 中国人民共和国工业和信息化部http://www.miit.gov.cn
① Anderson, W.T. and Hoyer, W.D. Marketing in the age of intelligence:the case for control, European Journal of Marketing,1991,25 (8).
① 秦韬.组织论与环境扫描——企业领导运用情报的行为方式(上)[J].情报理论与实践,1996,19(5)
② 秦韬.组织论与环境扫描——企业领导运用情报的行为方式(下)[J].情报理论与实践,1996,19(6)
② 王知津.竞争情报[M].北京：科学技术文献出版社,2004.
④王琳.企业经理人的信息查寻行为——环境扫描研究[J].图书情报工作,2004,48(4)
⑤ 姜黎辉,张朋柱,龚毅.不连续性技术创新与技术环境扫描模式关系研究[J].软科学,2006,20(4)
① 姜黎辉,张朋柱,龚毅.企业环境扫描行为研究综述[J].经济管理,2008,30(19-20),177·185.
② 李晓明.企业外部环境理论研究综述[J].江苏商论,2010(5),131-133.
③ 张囝囡,郭洪渊.我国中小企业外部环境研究综述[J].中国商贸,2010,10,74-75.
④ 齐永兴.中小企业外部环境影响因素的系统界定与分析[J].经济论坛.2011,3(3),202-204.
⑤ 陈林,徐伟宣,刘正林.企业外部环境的认识[J].中国商办工业.2000(12),10-11.
⑥ 张茉楠.企业家环境扫描的影响因素及理论框架研究[J].现代管理科学,2005(4),37-40.
⑦ 董小英,鄢凡,刘倩倩,张俊妮.不确定环境中我国企业高管信息扫描行为的实证研究[J].管理世界,2008(6),127-147.
⑧ 王朝晖.中国食品企业外部环境分析[J].企业天地,2004(4),71-72.
⑨ 邓学衷.电力企业理财环境扫描初探[J].华北电业,2001(4),34-38.
⑩ 简兆权.毛蕴诗.环境扫描在战略转换中的作用分析[J].科研管理,2004,24(5),4549.
① 林琳.竞争环境扫描在企业战略管理中的应用研究[D].郑州：郑州大学,2009
② 关晓红.企业竞争环境信息及其扫描系统[J].中国信息导报,2003(10),53-55
③ 张光明,赵锡斌.企业与环境相互作用机理研究[J].科技与管理,2005(6),67-70.
④ 万迪昉,阎振平.我国企业外部环境信息扫描系统原型开发的研究[J].系统工程理论与实践,1998(6),57-62.
① Dill, W.R. Environment as an Influence on Managerial Autonomy, Administrative Science Quarterly,1958,2, 409-443.
② Arrow, F.J. Scanning the Business Environment, Macmillan Company, New York,1967.
③ Dervin, L.J. Strategy and Environment:A Conceptual Integration, The Academy of Management Journal,1980, 5(1),25-39.
④ Hewins, G.P., Daft, R.L. Information Environments, Handbook of organizational communication, L. Xn Putnam, L. Porter, K. Roberts and F. Jablin Beverly Hills, CA:Sage,1987.
① Taylor, J. D. Organizations in Action, New York, McGraw-Hill,1967.
② 陶翔,张左之.竞争环境监视[M],华夏出版社,2006.
③ Porter, M. E. Competitive strategy:techniques for analyzing industries and competitors, New York:The Free
① 陶翔,张左之.竞争环境监视[M].华夏出版社,2006,47.
② Aguilar, F.J. Scanning the Business Environment, Macmiilan Company, New York,1967.
① Hambrick, D.C. Specializing of Environmental Scanning Activities among upper level executives. Journal of Management Studies,1981,12(7),299-320.
② Fahey, L. Environmental scanning at the subunit lever:a multitrait-Multimethod analysis, Decision Sciences, 1994,15,197-220.
③ Aguilar, F.J. Scanning the Business environment. New York:Macmillan,1967,62-65.
④ Culnan, M. J. Environmental Scanning:the effects of task complexity and source accessibility on Information gathering behavior.Desion Science,1983,14,194-206
⑤ Ghoshal, S., Westney, D. E.Organizing competitor analysis systems, Strategic Management Journal,1991, 12(1),17-31.
⑥ Yunggar, M. Environment Scanning for Strategic Information. The Journal of American Academy of Business, Cambridge,2005(2).
⑦ Kamoun-Chouk, S. Environmental Scanning in Tunisian Manufacturing SMEs. Journal of Information & Knowledge Management,2007,6(1).
⑧ Boyd, B.K.Perceived uncertainty and environmental scanning:a structural model, Univ. of Southern California, Ph.D. Dissertation,1989.
⑨ Liu, D.-R., Shih, M.-J., Liau, C.-J. Mining the change of event trends for decision support in environmental scanning[J]. Expert Systems with Applications,2007(10).
① Hambrick, D.C. Environemtal scanning and organizational strategy.Strategic Management Journal, 1982,3(2),159-174.
② Wolfe, J. The value of environemtal cognition:a simulation-based test of emerge and trists causal textures, Processdings of the Academy of Management, Aug.1976.
③Glueck, W. F. and Jauch, L. R. Business Policy and Strategic Management, McGraw Hill,1984.
④ Kennedy, C. R. The external environemt-strategic planning interface:U. S. multinational corporation practices in the 1980's, Journal of International Business Studies,1984,15(2),99-108.
① Porter, M. E. Competitive advantage:Creating and sustaining superior performance, New York:The Free Press, 1985.
② 达夫特.组织理论与设计[M].北京：清华大学出版社,2008.
① 亚历克斯·米勒.战略管理[M].北京：经济管理出版社,2011.
① 黄丹,余颖.战略管理[M].北京：清华大学出版社,2005.
① 王敬贤.基于增强信息产业创新能力的财政政策研究[J].电子商务.2010(41),92-96.
① 魏博.我国信息产业政策研究[D].上海：复旦大学,2009.
① 教育部2010年全国教育事业发展统计公报http://kyc.ytu.edu.cn/news read.asp?newsid=408&key=sm
② http://wenda.tianya.cn/wenda/thread?tid=0e53669238c05d6c
③ http://society.people.com.cn/GB/10256345.html
① 黄丹,余颖.战略管理[M].北京：清华大学出版社,2005.
② http://www.cww.net.cn/manufacture/html/2009/1/19/2009119111974198_2.htm
① 卡彭特,桑德斯著.战略管理：动态观点[M].北京：机械工业出版社,2009.
② http://www.jrj.com.cn/NewsRead/Detail.asp?NewsID=821653
① 朱勤.国际竞争中企业市场势力与创新的互动：以我国电子信息业为例[M].北京：经济科学出版社,2008.
① NACIS 2012[EB/OL]. http://www.census.gov/epcd/www/naics.html
① Hannan, M.T., Freeman, J. The Population ecology of organizations, American Journal of Sociology,1977,82(5), March,929-964.
② Aldrich, H.E. Organizations Evolving, Sage, London,1999.
① Cusumano, M.A., Gawer, A. The elements of platform leadership, Sloan Management Review,2002,43(3),51-58.
① Mason, E. S. Price and production policies of large scale enterprises. American Economic Review,1939,29, 61-74.
① 包昌火,谢新洲,孙振玉等.竞争对手分析[M].北京：华夏出版社,2003.
① 蒋运通.企业战略管理—理论、过程与实践[M].北京：企业管理出版社,2006.
① 迈克尔·波特.竞争战略[M].北京：华夏出版社,1997.
① 胡大力.企业竞争力决定因素及其形成机理分析[M].北京：经济管理出版社,2004.
① 胡大力.企业竞争力决定因素及其形成机理分析[M].北京：经济管理出版社,2004.
② 迈克尔波特.竞争优势[M].北京：华夏出版社,1997.
③ 戴维·贝赞可.公司战略经济学[M].北京：北京大学出版社,1999.
① Qiu,T.J.Scanning for competitive intelligence a managerial perspective.European Journal of Marketing,2008,42(7/8),814-835.
② Aguilar, F.J.Scanning the Business Environment, Macmillan, New York, NY,1967.
③ Anderson, W.T.,Hoyer, W.D. Marketing in the age of intelligence:the case for control, European Journal of Marketing,1991,25(8),32-54.
① Hambrick, D.C. Specialization of environmental scanning activities among upper level executives, Journal of Management Studies,1981,18(3),299-320.
② Ajzen, I., Fishbein, M. Understanding Attitudes and Predicting Social Behavior, Prentice-Hall, Englewood Cliffs, NJ.1980.
③ Bagozzi, R.P. A field investigation of causal relationships among cognitions, affect, intentions, and behavior, Journal of Marketing Research,1982,19,562-584.
④ Fishbein, M., Ajzen, I. Belief, Attitude, Intention, and Behavior:An Introduction to Theory and Research, Addison-Wesley, Reading, MA,1975.
⑤ Bang, H., Ellinger, A.E., Hadjimarcou, J.,Traichal, P.A. Consumer concern, knowledge, belief, and attitude toward renewable energy:an application of the reasoned action theory, Psychology & Marketing,2000,17(6), 449-468.
⑥ Eves, A., Cheng, L. Cross-cultural evaluation of factors driving intention to purchase new food products-Beijing, China and south-east England, International Journal of Consumer Studies,2007,31(4),410-417.
① McClelland, D.C. Human Motivation, Cambridge University Press, Cambridge,1987.
② Swierczek, F.W.,Thanh Ha, T. Motivation, entrepreneurship and the performance of SMEs in Vietnam, Journal of Enterprising Culture,2003,11(1),47-68.
③ McClelland, D.C. Human Motivation, Cambridge University Press, Cambridge,1987.
④ Sagie, A., Elizur, D.Achievement motive and entrepreneurial orientation:a structural analysis, Journal of Organizational Behavior,1999,20(3),375-387.
⑤ Locke, E.A.,Latham, GP. A Theory of Goal Setting and Task Performance, Prentice-Hall, Englewood Cliffs, NJ.1990.
⑥ McClelland, D.C. Characteristics of successful entrepreneurs, Journal of Creative Behavior,1987,21(3), 219-233.
⑦ Bateman, T.S., Crant, J.M. The proactive component of organizational behavior:a measure and correlates, Journal of Organizational Behavior,1993,14,103-118.
⑧ Covin, J.G, Covin, T.J.Competitive aggressiveness, environmental context, and small firm performance, Entrepreneurship Theory and Practice, Summer,1990,35-50.
① Carr, J.C.,Lopez, T.B.Examining market orientation as both culture and conduct:modeling the relationships between market orientation and employee responses, Journal of Marketing Theory & Practice,2007,15(2),113-25.
② Cervera, A., Molla, A.,Sanchez, M. Antecedents and consequences of market orientation in public organizations, European Journal of Marketing,2001,35(11/12),1259-1286.
③ McDonald, R.E.,Madhavaram, S. What firms learn depends on what firms know:the implications of prior knowledge for market orientation, Marketing Management Journal,2007,17(1),171-183.
④ Duncan, R.B. Characteristics of organizational environments and perceived environmental uncertainty, Administrative Science Quarterly,17,1972,313-327.
⑤ Tung, R.L.Dimensions of organizational environments:an exploratory study of their impact on organization structure, Academy of Management Journal,1979,22,672-693.
⑥ Hambrick, D.C. Environmental scanning and organizational strategy, Strategic Management Journal,1982,3, 159-174.
⑦ Bourgeois, L.J. Strategy and environment:a conceptual integration, Academy of Management Review,1980, 5,25-39.
⑧ Boulton, William R., William M. Lindsay, Stephen G. Franklin,Leslie W. Rue. Strategic planning:determining the impact of environmental characteristics and uncertainty, Academy of Management Journal,1982,25,500-509.
⑨ Brown, J.W., Jame, M. U. Uncertainty and technical communication patterns, Management Science,1985,31, 301-311.
① Huber, GP.,Richard, L.D. Information environments. In Putnam, L., L. Porter, K. Roberts and F. Jablin (eds), Handbook of Organizational Comnmunication, Sage, Beverly Hills, CA,1987 (in press).
② Duncan, R.B. Characteristics of organizational environments and perceived environmental uncertainty, Administrative Science Quarterly,1972,17,313-327.
③ Jurkovich, R. A cure typology of organizational environments, Administrative Science Quarterly,1974, 19.380-394.
④ Tung, R.L.Dimensions of organizational environments:an exploratory study of their impact on organization structure, Academy of Management Journal,1979,22,672-693.
⑤ Child,J.Organizational structure, environment and performance the role of strategic choice,Sociology,1972,6, 1-22.
⑥ Pfeffer, J.,Salancik, G.R. The External Control of Organizations, Harper & Row, New York,1978.
⑦ Aaker, D.A. Organizing a strategic information scanning system, California Managemenit Review, January 1983, 25(2),76-83.
⑧ Pfeffer, J. Power and Organizations, Pitman, Marshfield, MA,1981.
⑨ Daft, R.L., Norman, B.M. Atenative exploration into the amount and equivocality of information processing in organizational work units, Administrative Science Quarterly,1981,26,207-224.
⑩ Hickson, D.J., Hinings, C.R., Lee, A, Pennings, J.M. A strategic contingencies theory of intraorganizational power, Administrative Science Quarterly,1971,16,216-229.
① Porter, M.E. Competitive strategy:techniques for analyzing industries and competitors. New York:Free Press. 1980.
② Fuschs, P.H., Mifflin, K.E., Miller, D., Whitney, J.O. Strategic integration:competing in the age of capabilities. California ManagementReview, Spring,2000,118-147.
③ Hambrick, D.C. Environmental scanning and organizational strategy, Strategic Management Journal,1982,3, 159-174.
④ Aguilar, F. J. Scanning the Blusiness Environment, Macmillan, New York,1967.
⑤ Fahey, L., William, R.K. Environmental scanning for corporate planning, Business Horizons,1977,61-71.
① O'Reilly, C.A. The intentional distortion of information in organizational communications:a laboratory and field approach, Human Relations,1978,31,173-193.
② Porac, J.F. Thomas, H. Taxonomic mental models in competitor definition, Academy of Management Review, 1990,15(2),224-40.
③ Day, GS.,Nedungadi, P. Managerial representations of competitive advantage", Journal of Marketing,1994,58, 31-44.
① Robinson, P.B., Stimpson, D., Huefner, J.C., Hunt, H.K. An attitude approach to the prediction of entrepreneurship. Entrepreneurship Theory and Practice,1991,15(4),13-31.
② Koh, H.C. Factors associated with entrepreneurial inclination:An empirical study of business undergraduates in Hong Kong. Journal of Small Business Entrepreneurship,1995,12(2),29-41.
① Veciana, J.M., Aponte, M., Urbano, D. University students'attitudes towards entrepreneurship:A two countries comparison. International Entrepreneurship and Management Journal,2005,1,165-182.
② Tabachnick, B.G., Fidell, L.S. Using multivariate statistics. New York:Harper Collins,1996.
① Qiu, T.J. Scanning for competitive intelligence:a managerial perspective. European Journal of Marketing,2008,
② Guerrero, M., Rialp, J., Urbano, D. The impact of desirability and feasibility on entrepreneurial intentions:A 42(7/8),814-835. structural equation mode, Int Entrep Manag J,2008,4,35-50.
③ Kohli, A.K., Jaworski, B.J. Market orientation:the construct, research propositions, and managerial implication. Journal of Marketing.1990,54 (April),1-18.
④ Narver, J.C. and Slater, S.F. The effect of a market orientation on business profitability. Journal of Marketing. 1990,54 (October),20-35.
① Narver, J.C., Slater, S.F. The effect of a market orientation on business profitability. Journal of Marketing.1990, 54 (October),20-35.
② Qiu, T.J. Scanning for competitive intelligence:a managerial perspective. European Journal of Marketing, 2008,42(7/8),814-835.
① Baines, A., Langfield-Smith, K. Antecedents to management accounting change:a structural equation approach, Accounting, Organizations and Society,2003, (28),675-698.
② Chenhall, R.H., Langfield-Smith, K. The relationship between strategic priorities, management techniques and management accounting:an empirical investigation using a systems approach,1998(b),342-356.
③ Parthasarthy, R., Sethi, S. P. Relating strategy andstructure to flexible automation:a test of fit and performance implications. Strategic Management Journal,1993,14,529-549.
④ Perera, S., Harrison, G., Poole, M. Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures:a research note. Accounting,Organizations and Society,1997,22,557-572
⑤ Shortell, S.M., Zajac, E.J. Perceptual and archival measures of Miles and Snow's strategic types:a comprehensive assessment of reliability and validity. Academy of Management Journal,1990,33(4),817-832.
⑥ Daft, R., Sormunen, J., Parks, D. Chief Executive Scanning, Environmental Characteristics, and Company Performance:An Empirical Study. Strategic Management Journal,1988,9(2),123-139.
⑦ Sawyerr, O. O. Environmental Uncertainty and Environmental Scanning Activities of Nigerian Manufacturing Executives:A Comparative Analysis. Strategic Management Journal,1993,14(4),287-299.
① Hambrick, Donald C.Specialization of environmental scanning activities among upper level executives. Journal of Management Studies,18,1981b,299-320.
② Hambrick, D. C. Environmental scanning and organizational strategy, Strategic Management Journal,1982,3, 159-174.
③ Culnan, M. J. Environmental scanning:The effects of task complexity and source accessibility on information gathering behavior, Decision Sciences,1983,14,194-206.
④ Daft, R. L., Sormunen, J. and Parks, D.1988. Chief Executive Scanning, Environmental Characteristics, and Company Performance:An Empirical Study. Strategic Management Journal, Vol.9, No.2 (Mar.-Apr.,1988), pp. 123-139. 159-174.
② Beal, R.M. Competing effectively:environmental scanning, competitive strategy, and organizational performance in small manufacturing firms, Journal of Small Business Management,2000,38,27-47.
① Rao, P., Holt, D., Do green supply chains lead to competitiveness and economic performance? International Journal of Operation & Production Management,2005,5 (9),898-916.
① Chiou, T.-Y., Chan, H.K., Lettice, F., Chung, S.H. The influence of greening the suppliers and green innovation on environmental performance and competitive advantage in Taiwan. Transportation Research Part E 2011,47, 822-836.
② Day, G.S.,Nedungadi, P. Managerial representations of competitive advantage", Journal of Marketing,1994,58, 31-44.
① Boomsma, A., Nonconvergence, improper solutions and starting values in LISREAL:Maximum likelihood estimation. Psychometrika,1982,229-242.
① Tallon, P.P., Kraemer, K.L. The Impact of IT capabilities on firm performance perspectives on the mediating effects of strategic alignment [EB/OL]. [2009-6-22]. http://www.crito.uci.edu/2/iab/0502/tallon.pdf.
② Gilford, J.P. Psychometric Methods,2nd ed. New York, NY:McGraw-Hill,1954.
① Wold, H. Introduction to the second generation of multivariate analysis [M]. In H. Wold, Editor, Theoretical Empiricism. New York:Paragon Houset,1989,7-11.
② SmartPLS 2.0 (M3). http://www.smartpls.de.
① 郝冉.PLS路径建模在2007北京市诚信调查中的应用[D].首都经贸大学,2008,17.
① Straub, D., Boudreau, M.-C, Gefen, D. Validation guidelines for IS positivist research, Communications of AIS, 2004,24,380-427.
① Fornell, C. A., Larcker, D. F. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research,1981,18(1),39-50.
① Chin, W. W., Marcolin, B. L., Newsted, P.R. A partial least squares latent variable modeling approach for measuring interaction effects:Results from a Monte Carlo simulation study and an electronic-mail emotion adoption study. Information Systems Research,2003,14(2),189-217.
② Anderson N. R., West M.D. Measuring climate for work group innovation:Development and validation of the team climate inventory. Journal of Organizational Behavior,1998,19,235-258.
① Wetzels, M., Schroder, GO.,Oppen, C.V. Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS Quarterly,2009,33(1),177-195.
② Straub, D.W., Boudreau, M.C., Gefen, D. Validation guidelines for IS positivist research. Communications of the Association for Information Systems,2004,13(1),380-427.
① Bourgeois, L.J. Strategy and environment:a conceptual integration, Academy of Management Review,1980, 5.25-39.
② Cho, T.S., Hambrick, D.C. Attention as the mediator between top management team characteristics and strategic change:The case of airline deregulation organization science,17(4) (Jul.-Aug.,2006),453-469.
① Lauzen, M.M. Toward a model of environmental scanning, Journal of Public Relations Research,1995,7 (3), 187-203.
② Daft, R.L., Weick, K.E. Toward a Model of Organizations as Interpretation Systems, The Academy of Management Review,1984,9(2),284-295.
③ Flores, F. The Applicability of American Management Practices to Developing Countries:A Case Study of the Philippines, Management International Review,1972,12(1),83-89.
① 董小英,鄢凡,刘倩倩,张俊妮.不确定环境中我国企业高管信息扫描行为的实证研究[J].管理世界,2008(6),127-147.
② 梅森·卡彭特,杰瑞德·桑德斯著.战略管理动态观点[M].北京：机械工业出版社,2009.
① 谢恩,李垣.企业内部要素与竞争优势的获取[J].中国管理科学,2001(8),25-32.
② 齐捧虎.企业竞争优势论[D].陕西：西北大学.2001.
① Thomas, J.B., Clark, S.M. and Giola, D.A. (1993), "Strategic sensemaking and organizational performance: linkages among scanning, interpretation, action, and outcomes", Academy of Management Journal, Vol.36 No.2, pp.239-70
[1]Anderson, W.T. and Hoyer, W.D. Marketing in the age of intelligence:the case for control, European Journal of Marketing,1991,25 (8).
[2]Aaker, D.A. Organizing a strategic information scanning system, California Managemenit Review, January 1983,25(2),76-83.
[3]Aguilar, F. J. Scanning the Blusiness Environment, Macmillan, New York,1967.
[4]Aguilar, F.J. Scanning the Business environment. New York:Macmillan,1967, 62-65.
[5]Ajzen, I., Fishbein, M. Understanding Attitudes and Predicting Social Behavior, Prentice-Hall, Englewood Cliffs, NJ,1980.
[6]Aldrich, H.E. Organizations Evolving, Sage, London,1999.
[7]Anderson N. R., West M.D. Measuring climate for work group innovation: Development and validation of the team climate inventory. Journal of Organizational Behavior,1998,19,235-258.
[8]Anderson, W.T., Hoyer, W.D. Marketing in the age of intelligence:the case for control, European Journal of Marketing,1991,25(8),32-54.
[9]Arrow, F.J. Scanning the Business Environment, Macmillan Company, New York, 1967.
[10]Bagozzi, R.P. A field investigation of causal relationships among cognitions, affect, intentions, and behavior, Journal of Marketing Research,1982,19,562-584.
[11]Baines, A., Langfield-Smith, K. Antecedents to management accounting change: a structural equation approach, Accounting, Organizations and Society,2003, (28), 675-698.
[12]Bang, H., Ellinger, A.E., Hadjimarcou, J., Traichal, P.A. Consumer concern, knowledge, belief, and attitude toward renewable energy:an application of the reasoned action theory, Psychology & Marketing,2000,17(6),449-468.
[13]Bateman, T.S., Crant, J.M. The proactive component of organizational behavior:a measure and correlates, Journal of Organizational Behavior,1993,14,103-118.
[14]Beal, R.M. Competing effectively:environmental scanning, competitive strategy, and organizational performance in small manufacturing firms, Journal of Small Business Management,2000,38,27-47.
[15]Boomsma, A., Nonconvergence, improper solutions and starting values in LISREAL:Maximum likelihood estimation. Psychometrika,1982,229-242.
[16]Boulton, W.R., William M. Lindsay, Stephen G. F., Leslie, and W. R. Strategic planning:determining the impact of environmental characteristics and uncertainty, Academy of Management Journal,1982,25,500-509.
[17]Bourgeois, L.J. Strategy and environment:a conceptual integration, Academy of Management Review,1980,5,25-39.
[18]Boyd, B.K.Perceived uncertainty and environmental scanning:a structural model, Univ. of Southern California, Ph.D. Dissertation,1989.
[19]Brown, J.W., Jame, M. U. Uncertainty and technical communication patterns, Management Science,1985,31,301-311.
[20]Carr, J.C., and Lopez, T.B.Examining market orientation as both culture and conduct:modeling the relationships between market orientation and employee responses, Journal of Marketing Theory & Practice,2007,15(2),113-25.
[21]Cervera, A., Molla, A., Sanchez, M. Antecedents and consequences of market orientation in public organizations, European Journal of Marketing,2001,35(11/12), 1259-1286.
[22]Chenhall, R.H., Langfield-Smith, K. The relationship between strategic priorities, management techniques and management accounting:an empirical investigation using a systems approach,1998(b),342-356.
[23]Chin, W.W., Marcolin, B. L., Newsted, P.R. A partial least squares latent variable modeling approach for measuring interaction effects:Results from a Monte Carlo simulation study and an electronic-mail emotion adoption study. Information Systems Research,2003,14(2),189-217.
[24]Cho, T.S., Hambrick, D.C. Attention as the mediator between top management team characteristics and strategic change:The case of airline deregulation organization science,17(4) (Jul.-Aug.,2006),453-469.
[25]Collis, D.J. Montgomery, C.A. Competing on resources:strategy in the 1990s, Harvard Bus. Rev.,1995(July-August),118-128.
[26]Connor, T. Market orientation and performance, Strategic Management Journal, 2007,28(9),957-959.
[27]Covin, J.G., Covin, T.J. Competitive aggressiveness, environmental context, and small firm performance, Entrepreneurship Theory and Practice, Summer,1990,35-50.
[28]Chiou, T.-Y., Chan, H.K., Lettice, F., Chung, S.H. The influence of greening the suppliers and green innovation on environmental performance and competitive advantage in Taiwan. Transportation Research Part E 2011,47,822-836.
[29]Culnan, M. J. Environmental scanning:The effects of task complexity and source accessibility on information gathering behavior, Decision Sciences,1983,14,194-206.
[30]Cusumano, M.A., Gawer, A. The elements of platform leadership, Sloan Management Review,2002,43(3),51-58.
[31]Daft, R. L., Sormunen, J. and Parks, D.1988. Chief Executive Scanning, Environmental Characteristics, and Company Performance:An Empirical Study. Strategic Management Journal, Vol.9, No.2 (Mar.-Apr.,1988), pp.123-139
[32]Daft, R.L., Norman, B.M. A tentative exploration into the amount and equivocality of information processing in organizational work units, Administrative Science Quarterly,1981,26,207-224.
[33]Daft, R.L., Weick, K.E. Toward a Model of Organizations as Interpretation Systems, the Academy of Management Review,1984,9(2),284-295.
[34]Day, G.S., Nedungadi, P. Managerial representations of competitive advantage", Journal of Marketing,1994,58,31-44.
[35]Dervin, L.J. Strategy and Environment:A Conceptual Integration, the Academy of Management Journal,1980,5(1),25-39.
[36]Deshpande, R., Farley, J.U. and Webster, F.E.J. Corporate culture, customer orientation, and innovativeness in Japanese firms:a quadrad analysis", Journal of Marketing,1993,57,23-37.
[37]Dill, W.R. Environment as an Influence on Managerial Autonomy, Administrative Science Quarterly,1958,2,409-443.
[38]Duncan, R.B. Characteristics of organizational environments and perceived environmental uncertainty, Administrative Science Quarterly,1972,17,313-327.
[39]Dutton, J.M., Richard, D. F. Uncertainty and firms, strategic behaviors, Working Paper, New York University,1984.
[40]Entrialgo, M., Ferna'ndez, E., Va' zquez, C.J. Characteristics of managers as determinants of entrepreneurial orientation:some Spanish evidence, Enterprise & Innovation Management Studies,2000,1(2),187-205.
[41]Eves, A., Cheng, L. Cross-cultural evaluation of factors driving intention to purchase new food products-Beijing, China and south-east England, International Journal of Consumer Studies,2007,31(4),410-417.
[42]Fahey, L. Environmental scanning at the subunit lever:a multitrait-Multimethod analysis, Decision Sciences,1994,15,197-220.
[43]Fahey, L., William, R.K. Environmental scanning for corporate planning, Business Horizons,1977,61-71.
[44]Fishbein, M., Ajzen, I. Belief, Attitude, Intention, and Behavior:An Introduction to Theory and Research, Addison-Wesley, Reading, MA,1975.
[45]Flores, F. The Applicability of American Management Practices to Developing Countries:A Case Study of the Philippines, Management International Review,1972, 12(1),83-89.
[46]Fornell, C. A., Larcker, D. F. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research,1981, 18(1),39-50.
[47]Fuschs, P.H., Mifflin, K.E., Miller, D., and Whitney, J.O. Strategic integration: competing in the age of capabilities. California Management Review, Spring,2000, 118-147.
[48]Rao, P., Holt, D., Do green supply chains lead to competitiveness and economic performance? International Journal of Operation & Production Management,2005,5 (9),898-916.
[49]Ghoshal, S., Westney, D. E.Organizing competitor analysis systems, Strategic Management Journal,1991,12(1),17-31.
[50]Gilford, J.P. Psychometric Methods,2nd Ed. New York, NY:McGraw-Hill,1954.
[51]Glueck, W. F. and Jauch, L. R. Business Policy and Strategic Management, McGraw Hill,1984.
[52]Gray, S.J. Towards a theory of cultural influence on the development of accounting systems internationally, Abacus,1988,24(1),1-15,4.
[53]Gresham, G, Hafer, J. and Markowski, E. Inter-functional market orientation between marketing departments and technical departments in the management of the new product development process, Journal of Behavioral & Applied Management, 2006,8(1),43-65.
[54]Guerrero, M., Rialp, J., Urbano, D. The impact of desirability and feasibility on entrepreneurial intentions:A structural equation mode, Int Entrep Manage J,2008,4, 35-50.
[55]Hall, W.K. Survival strategies in a hostile environment, Harvard Business Review, 1980,58(5),75-85.
[56]Hambrick, D. C. Environmental scanning and organizational strategy', Strategic Management Journal,1982,3,159-174.
[57]Hambrick, D.C. Specialization of environmental scanning activities among upper level executives, Journal of Management Studies,1981,18(3),299-320.
[58]Han, J.K., Kim, N. and Srivastava, R.K. Market orientation and organizational performance:is innovation a missing link, Journal of Marketing,1998,62,30-45.
[59]Hannan, M.T., Freeman, J. The Population ecology of organizations, American Journal of Sociology,1977,82(5), March,929-964.
[60]Hewins, GP., Daft, R.L. Information Environments, Handbook of organizational communication, L. Xn Putnam, L. Porter, K. Roberts and F. Jablin Beverly Hills, CA: Sage,1987.
[61]Hickson, D.J., Hinings, C.R., Lee, A., Pennings, J.M. A strategic contingencies theory of intraorganizational power, Administrative Science Quarterly,1971, 16,216-229.
[62]Huber, G.P., Richard, L.D. Information environments. In Putnam, L., L. Porter, K. Roberts and F. Jablin (Eds), Handbook of Organizational Communication, Sage, Beverly Hills, CA,1987 (in press).
[63]Jurkovich, R. A cure typology of organizational environments, Administrative Science Quarterly,1974,19,380-394.
[64]Kamoun-Chouk, S. Environmental Scanning in Tunisian Manufacturing SMEs. Journal of Information & Knowledge Management,2007,6(1).
[65]Kennedy, C. R. The external environment-strategic planning interface:U. S. Multinational Corporation practices in the 1980's, Journal of International Business Studies,1984,15(2),99-108.
[66]Koh, H.C. Factors associated with entrepreneurial inclination:An empirical study of business undergraduates in Hong Kong. Journal of Small Business Entrepreneurship,1995,12(2),29-41.
[67]Kohli, A.K., Jaworski, B.J. Market orientation:the construct, research propositions, and managerial implication. Journal of Marketing.1990,54 (April), 1-18.
[68]Krauss, S.I., Frese, M., Friedrich, C. and Unger, J.M. Entrepreneurial orientation: a psychological model of success among southern African small business owners, European Journal of Work & Organizational Psychology,2005,14(3),315-344.
[69]Lauzen, M.M. Toward a model of environmental scanning, Journal of Public Relations Research,1995,7 (3),187-203.
[70]Liu, D.-R., Shih, M.-J., Liau, C.-J. Mining the change of event trends for decision support in environmental scanning [J]. Expert Systems with Applications,2007(10).
[71]Locke, E.A., Latham, G.P. A Theory of Goal Setting and Task Performance, Prentice-Hall, Englewood Cliffs, NJ,1990.
[72]Lumpkin, G.T., Dess, G.G. Clarifying the entrepreneurial orientation construct and linking it to performance, Academy of Management Review,1996,21(1),135-72.
[73]Mason, E. S. Price and production policies of large scale enterprises. American Economic Review,1939,29,61-74.
[74]McClelland, D.C. Characteristics of successful entrepreneurs, Journal of Creative Behavior,1987,21(3),219-233.
[75]McClelland, D.C. Human Motivation, Cambridge University Press, Cambridge, 1987.
[76]McClelland, D.C. The Achieving Society, Van Nostrand, Princeton, NJ,1961.
[77]McDonald, R.E., Madhavaram, S. What firms learn depends on what firms know: the implications of prior knowledge for market orientation, Marketing Management Journal,2007,17(1),171-83.
[78]Murray, J.Y., Gao, G.Y., Kotabe, M., Zhou, N.Assessing measurement invariance of export market orientation:a study of Chinese and non-Chinese firms in China", Journal of International Marketing,2007,15(4),41-62.
[79]NACIS 2012[EB/OL]. http://www.census.gov/epcd/www/naics.html.
[80]Narver, J.C. and Slater, S.F. The effect of a market orientation on business profitability. Journal of Marketing.1990,54 (October),20-35.
[81]Ng, T.W.H., Sorensen, K.L., Eby, L.T.Locus of control at work:a meta-analysis, Journal of Organizational Behavior,2006,27(8),1057-1087.
[82]O'Reilly, C.A. The intentional distortion of information in organizational communications:a laboratory and field approach, Human Relations,1978, 31,173-193.
[83]Parthasarthy, R., Sethi, S. P. Relating strategy and structure to flexible automation: a test of fit and performance implications. Strategic Management Journal,1993,14, 529-549.
[84]Patton, K.M., McKenna, T.M. Scanning for competitive intelligence, Competitive Intelligence Magazine,2005,8(2),24-29.
[85]Pellissier, J.M., Van Buer, M.G. Entrepreneurial proclivity and the interpretation of subjective probability phases, Journal of Applied Business Research, 1996,12,129-37
[86]Perera, S., Harrison, G, Poole, M. Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures:a research note. Accounting,Organizations and Society,1997,22,557-572
[87]Pfeffer, J. Power and Organizations, Pitman, Marshfield, MA,1981.
[88]Pfeffer, J., Salancik, G.R. The External Control of Organizations, Harper & Row, New York,1978.
[89]Porac, J.F., Thomas, H. Taxonomic mental models in competitor definition", Academy of Management Review,1990,15(2),224-40.
[90]Porter, M. Competitive Strategy. New York:The Free Press,1985.
[91]Porter, M. E. Competitive advantage:Creating and sustaining superior performance, New York:The Free Press,1985.
[92]Porter, M.E. Competitive strategy:techniques for analyzing industries and competitors. New York:Free Press,1980.
[93]Prahalad, C.K., Hamel, G. The core competence of the corporation, Harvard Business Review,1990(May-June),79-91.
[94]Qiu, T.J. Scanning for competitive intelligence:a managerial perspective. European Journal of Marketing,2008,42(7/8),814-835.
[95]Ramsey, E., Ibbotson, and P. Entrepreneurial SMEs:an Irish study of micro and macro influences, Journal of International Entrepreneurship,2005,3(4),317-32.
[96]Robinson, P.B., Stimpson, D., Huefner, J.C., Hunt, H.K. An attitude approach to the prediction of entrepreneurship. Entrepreneurship Theory and Practice,1991,15(4), 13-31.
[97]Robinson, P.B., Stimpson, D.V., Huffner, J.C., Hunt, H.K. An attitude approach to the prediction of entrepreneurship, Entrepreneurship:Theory & Practice,1991, 15(4),13-31.
[98]Rotter, J.B.Generalized expectancies for internal versus external control of reinforcement, Psychological Monographs:General and Applied,1966,44,82-95.
[99]Sagie, A. and Elizur, D. Achievement motive and entrepreneurial orientation:a structural analysis, Journal of Organizational Behavior,1999,20(3),375-87.
[100]Sawyerr, O. O. Environmental Uncertainty and Environmental Scanning Activities of Nigerian Manufacturing Executives:A Comparative Analysis. Strategic Management Journal,1993,14(4),287-299.
[101]Shortell, S.M., Zajac, E.J. Perceptual and archival measures of Miles and Snow's strategic types:a comprehensive assessment of reliability and validity. Academy of Management Journal,1990,33(4),817-832.
[102]Slater, S.F., Narver, J.C. Market orientation and the learning organization, Journal of Marketing,1995,44,79-90.
[103]Slater, S.F., Narver, J.C. Does competitive environment moderate the market orientation-performance relationship? Journal of Marketing,1994,58,46-55.
[104]SmartPLS 2.0 (M3). http://www.smartpls.de.
[105]Straub, D.W., Boudreau, M.C., Gefen, D. Validation guidelines for IS positivist research. Communications of the Association for Information Systems,2004,13(1), 380-427.
[106]Swierczek, F.W.,Thanh Ha, T. Motivation, entrepreneurship and the performance of SMEs in Vietnam, Journal of Enterprising Culture,2003, 11(1),47-68.
[107]Tabachnick, B.G, Fidell, L.S. Using multivariate statistics. New York:Harper Collins,1996.
[108]Tallon, P.P., Kraemer, K.L. The Impact of IT capabilities on firm performance perspectives on the mediating effects of strategic alignment [EB/OL]. [2009-6-22]. http://www.crito.uci.edu/2/iab/0502/tallon.pdf.
[109]Taylor, J. D. Organizations in Action, New York, McGraw-Hill,1967.
[110]Thomas, J.B., Clark, S.M. and Giola, D.A. (1993), "Strategic sense making and organizational performance:linkages among scanning, interpretation, action, and outcomes", Academy of Management Journal, Vol.36 No.2, pp.239-70
[111]Tung, R.L.Dimensions of organizational environments:an exploratory study of their impact on organization structure, Academy of Management Journal,1979, 22,672-693.
[112]Veciana, J.M., Aponte, M., Urbano, D. University students'attitudes towards entrepreneurship:A two countries comparison. International Entrepreneurship and Management Journal,2005,1,165-182.
[113]Vorhies, D.W., Harker, M., Rao, C.P. The capabilities and performance advantages of market-driven firms", European Journal of Marketing,1999,33(11/12), 1171-202.
[114]Wetzels, M., Schroder, G.O., Oppen, C.V. Using PLS path modeling for assessing hierarchical construct models:Guidelines and empirical illustration. MIS Quarterly,2009,33(1),177-195.
[115]Wold, H. Introduction to the second generation of multivariate analysis [M]. In H. Wold, Editor, Theoretical Empiricism. New York:Paragon Houset,1989,7-11.
[116]Wolfe, J. The value of environmental cognition:a simulation-based test of emerge and trists causal textures, Processing of the Academy of Management, Aug.1976.
[117]Yunggar, M. Environment Scanning for Strategic Information. The Journal of American Academy of Business, Cambridge,2005(2).
[118]包昌火,谢新洲,孙振玉等.竞争对手分析[M].北京：华夏出版社,2003.
[119]陈林,徐伟宣,刘正林.企业外部环境的认识[J].中国商办工业.2000(12),10-11.
[120]达夫特.组织理论与设计[M].北京：清华大学出版社,2008.
[121]戴维·贝赞可.公司战略经济学[M].北京：北京大学出版社,1999.
[122]邓学衷.电力企业理财环境扫描初探[J].华北电业,2001(4),34-38.
[123]董小英,鄢凡,刘倩倩,张俊妮.不确定环境中我国企业高管信息扫描行为的实证研究[J].管理世界,2008(6),127-147.
[124]关晓红.企业竞争环境信息及其扫描系统[J].中国信息导报,2003(10),53-55
[125]郝冉.PLS路径建模在2007北京市诚信调查中的应用[D].首都经贸大学,2008,17.
[126]胡大力.企业竞争力决定因素及其形成机理分析[M].北京：经济管理出版社,2004.
[127]黄丹,余颖.战略管理[M].北京：清华大学出版社,2005.
[128]简兆权.毛蕴诗.环境扫描在战略转换中的作用分析[J].科研管理,2004,24(5),45-49.
[129]姜黎辉,张朋柱,龚毅.企业环境扫描行为研究综述[J].经济管理,2008,30(19-20),177-185.
[130]蒋运通.企业战略管理—理论、过程与实践[M].北京：企业管理出版社,2006.
[131]卡彭特,桑德斯著.战略管理：动态观点[M].北京：机械工业出版社,2009.
[132]李晓明.企业外部环境理论研究综述[J].江苏商论,2010(5),131-133.
[133]林琳.竞争环境扫描在企业战略管理中的应用研究[D].郑州：郑州大学,2009
[134]迈克尔·波特.竞争战略[M].北京：华夏出版社,1997.
[135]梅森·卡彭特,杰瑞德·桑德斯著.战略管理动态观点[M].北京：机械工业出版社,2009.
[136]齐永兴.中小企业外部环境影响因素的系统界定与分析[J].经济论坛.2011,3(3),202-204.
[137]秦韬.组织论与环境扫描——企业领导运用情报的行为方式(上)[J].情报理论与实践,1996,19(5)
[138]陶翔,张左之.竞争环境监视[M],华夏出版社,2006.
[139]万迪防,阎振平.我国企业外部环境信息扫描系统原型开发的研究[J].系统工程理论与实践,1998(6),57-62.
[140]王朝晖.中国食品企业外部环境分析[J].企业天地,2004(4),71-72.
[141]王敬贤.基于增强信息产业创新能力的财政政策研究[J].电子商务.2010(41),92-96.
[142]王琳.企业经理人的信息查寻行为——环境扫描研究[J].图书情报工作,2004,48(4)
[143]王知津.竞争情报[M].北京：科学技术文献出版社,2004.
[144]魏博.我国信息产业政策研究[D].上海：复旦大学,2009.
[145]亚历克斯·米勒.战略管理[M].北京：经济管理出版社,2011.
[146]张光明,赵锡斌.企业与环境相互作用机理研究[J].科技与管理,2005(6),67-70.
[147]张囝囡,郭洪渊.我国中小企业外部环境研究综述[J].中国商贸,2010.10,74-75.
[148]张茉楠.企业家环境扫描的影响因素及理论框架研究[J].现代管理科学,2005(4),37-40.
[149]朱勤.国际竞争中企业市场势力与创新的互动：以我国电子信息业为例[M].北京：经济科学出版社,2008.
② 中国人民共和国工业和信息化部http://www.miit.gov.cn
① Anderson, W.T. and Hoyer, W.D. Marketing in the age of intelligence:the case for control, European Journal of Marketing,1991,25 (8).
① 秦韬.组织论与环境扫描——企业领导运用情报的行为方式(上)[J].情报理论与实践,1996,19(5)
② 秦韬.组织论与环境扫描——企业领导运用情报的行为方式(下)[J].情报理论与实践,1996,19(6)
② 王知津.竞争情报[M].北京：科学技术文献出版社,2004.
④王琳.企业经理人的信息查寻行为——环境扫描研究[J].图书情报工作,2004,48(4)
⑤ 姜黎辉,张朋柱,龚毅.不连续性技术创新与技术环境扫描模式关系研究[J].软科学,2006,20(4)
① 姜黎辉,张朋柱,龚毅.企业环境扫描行为研究综述[J].经济管理,2008,30(19-20),177·185.
② 李晓明.企业外部环境理论研究综述[J].江苏商论,2010(5),131-133.
③ 张囝囡,郭洪渊.我国中小企业外部环境研究综述[J].中国商贸,2010,10,74-75.
④ 齐永兴.中小企业外部环境影响因素的系统界定与分析[J].经济论坛.2011,3(3),202-204.
⑤ 陈林,徐伟宣,刘正林.企业外部环境的认识[J].中国商办工业.2000(12),10-11.
⑥ 张茉楠.企业家环境扫描的影响因素及理论框架研究[J].现代管理科学,2005(4),37-40.
⑦ 董小英,鄢凡,刘倩倩,张俊妮.不确定环境中我国企业高管信息扫描行为的实证研究[J].管理世界,2008(6),127-147.
⑧ 王朝晖.中国食品企业外部环境分析[J].企业天地,2004(4),71-72.
⑨ 邓学衷.电力企业理财环境扫描初探[J].华北电业,2001(4),34-38.
⑩ 简兆权.毛蕴诗.环境扫描在战略转换中的作用分析[J].科研管理,2004,24(5),4549.
① 林琳.竞争环境扫描在企业战略管理中的应用研究[D].郑州：郑州大学,2009
② 关晓红.企业竞争环境信息及其扫描系统[J].中国信息导报,2003(10),53-55
③ 张光明,赵锡斌.企业与环境相互作用机理研究[J].科技与管理,2005(6),67-70.
④ 万迪昉,阎振平.我国企业外部环境信息扫描系统原型开发的研究[J].系统工程理论与实践,1998(6),57-62.
① Dill, W.R. Environment as an Influence on Managerial Autonomy, Administrative Science Quarterly,1958,2, 409-443.
② Arrow, F.J. Scanning the Business Environment, Macmillan Company, New York,1967.
③ Dervin, L.J. Strategy and Environment:A Conceptual Integration, The Academy of Management Journal,1980, 5(1),25-39.
④ Hewins, G.P., Daft, R.L. Information Environments, Handbook of organizational communication, L. Xn Putnam, L. Porter, K. Roberts and F. Jablin Beverly Hills, CA:Sage,1987.
① Taylor, J. D. Organizations in Action, New York, McGraw-Hill,1967.
② 陶翔,张左之.竞争环境监视[M],华夏出版社,2006.
③ Porter, M. E. Competitive strategy:techniques for analyzing industries and competitors, New York:The Free
① 陶翔,张左之.竞争环境监视[M].华夏出版社,2006,47.
② Aguilar, F.J. Scanning the Business Environment, Macmiilan Company, New York,1967.
① Hambrick, D.C. Specializing of Environmental Scanning Activities among upper level executives. Journal of Management Studies,1981,12(7),299-320.
② Fahey, L. Environmental scanning at the subunit lever:a multitrait-Multimethod analysis, Decision Sciences, 1994,15,197-220.
③ Aguilar, F.J. Scanning the Business environment. New York:Macmillan,1967,62-65.
④ Culnan, M. J. Environmental Scanning:the effects of task complexity and source accessibility on Information gathering behavior.Desion Science,1983,14,194-206
⑤ Ghoshal, S., Westney, D. E.Organizing competitor analysis systems, Strategic Management Journal,1991, 12(1),17-31.
⑥ Yunggar, M. Environment Scanning for Strategic Information. The Journal of American Academy of Business, Cambridge,2005(2).
⑦ Kamoun-Chouk, S. Environmental Scanning in Tunisian Manufacturing SMEs. Journal of Information & Knowledge Management,2007,6(1).
⑧ Boyd, B.K.Perceived uncertainty and environmental scanning:a structural model, Univ. of Southern California, Ph.D. Dissertation,1989.
⑨ Liu, D.-R., Shih, M.-J., Liau, C.-J. Mining the change of event trends for decision support in environmental scanning[J]. Expert Systems with Applications,2007(10).
① Hambrick, D.C. Environemtal scanning and organizational strategy.Strategic Management Journal, 1982,3(2),159-174.
② Wolfe, J. The value of environemtal cognition:a simulation-based test of emerge and trists causal textures, Processdings of the Academy of Management, Aug.1976.
③Glueck, W. F. and Jauch, L. R. Business Policy and Strategic Management, McGraw Hill,1984.
④ Kennedy, C. R. The external environemt-strategic planning interface:U. S. multinational corporation practices in the 1980's, Journal of International Business Studies,1984,15(2),99-108.
① Porter, M. E. Competitive advantage:Creating and sustaining superior performance, New York:The Free Press, 1985.
② 达夫特.组织理论与设计[M].北京：清华大学出版社,2008.
① 亚历克斯·米勒.战略管理[M].北京：经济管理出版社,2011.
① 黄丹,余颖.战略管理[M].北京：清华大学出版社,2005.
① 王敬贤.基于增强信息产业创新能力的财政政策研究[J].电子商务.2010(41),92-96.
① 魏博.我国信息产业政策研究[D].上海：复旦大学,2009.
① 教育部2010年全国教育事业发展统计公报http://kyc.ytu.edu.cn/news read.asp?newsid=408&key=sm
② http://wenda.tianya.cn/wenda/thread?tid=0e53669238c05d6c
③ http://society.people.com.cn/GB/10256345.html
① 黄丹,余颖.战略管理[M].北京：清华大学出版社,2005.
② http://www.cww.net.cn/manufacture/html/2009/1/19/2009119111974198_2.htm
① 卡彭特,桑德斯著.战略管理：动态观点[M].北京：机械工业出版社,2009.
② http://www.jrj.com.cn/NewsRead/Detail.asp?NewsID=821653
① 朱勤.国际竞争中企业市场势力与创新的互动：以我国电子信息业为例[M].北京：经济科学出版社,2008.
① NACIS 2012[EB/OL]. http://www.census.gov/epcd/www/naics.html
① Hannan, M.T., Freeman, J. The Population ecology of organizations, American Journal of Sociology,1977,82(5), March,929-964.
② Aldrich, H.E. Organizations Evolving, Sage, London,1999.
① Cusumano, M.A., Gawer, A. The elements of platform leadership, Sloan Management Review,2002,43(3),51-58.
① Mason, E. S. Price and production policies of large scale enterprises. American Economic Review,1939,29, 61-74.
① 包昌火,谢新洲,孙振玉等.竞争对手分析[M].北京：华夏出版社,2003.
① 蒋运通.企业战略管理—理论、过程与实践[M].北京：企业管理出版社,2006.
① 迈克尔·波特.竞争战略[M].北京：华夏出版社,1997.
① 胡大力.企业竞争力决定因素及其形成机理分析[M].北京：经济管理出版社,2004.
① 胡大力.企业竞争力决定因素及其形成机理分析[M].北京：经济管理出版社,2004.
② 迈克尔波特.竞争优势[M].北京：华夏出版社,1997.
③ 戴维·贝赞可.公司战略经济学[M].北京：北京大学出版社,1999.
① Qiu,T.J.Scanning for competitive intelligence a managerial perspective.European Journal of Marketing,2008,42(7/8),814-835.
② Aguilar, F.J.Scanning the Business Environment, Macmillan, New York, NY,1967.
③ Anderson, W.T.,Hoyer, W.D. Marketing in the age of intelligence:the case for control, European Journal of Marketing,1991,25(8),32-54.
① Hambrick, D.C. Specialization of environmental scanning activities among upper level executives, Journal of Management Studies,1981,18(3),299-320.
② Ajzen, I., Fishbein, M. Understanding Attitudes and Predicting Social Behavior, Prentice-Hall, Englewood Cliffs, NJ.1980.
③ Bagozzi, R.P. A field investigation of causal relationships among cognitions, affect, intentions, and behavior, Journal of Marketing Research,1982,19,562-584.
④ Fishbein, M., Ajzen, I. Belief, Attitude, Intention, and Behavior:An Introduction to Theory and Research, Addison-Wesley, Reading, MA,1975.
⑤ Bang, H., Ellinger, A.E., Hadjimarcou, J.,Traichal, P.A. Consumer concern, knowledge, belief, and attitude toward renewable energy:an application of the reasoned action theory, Psychology & Marketing,2000,17(6), 449-468.
⑥ Eves, A., Cheng, L. Cross-cultural evaluation of factors driving intention to purchase new food products-Beijing, China and south-east England, International Journal of Consumer Studies,2007,31(4),410-417.
① McClelland, D.C. Human Motivation, Cambridge University Press, Cambridge,1987.
② Swierczek, F.W.,Thanh Ha, T. Motivation, entrepreneurship and the performance of SMEs in Vietnam, Journal of Enterprising Culture,2003,11(1),47-68.
③ McClelland, D.C. Human Motivation, Cambridge University Press, Cambridge,1987.
④ Sagie, A., Elizur, D.Achievement motive and entrepreneurial orientation:a structural analysis, Journal of Organizational Behavior,1999,20(3),375-387.
⑤ Locke, E.A.,Latham, GP. A Theory of Goal Setting and Task Performance, Prentice-Hall, Englewood Cliffs, NJ.1990.
⑥ McClelland, D.C. Characteristics of successful entrepreneurs, Journal of Creative Behavior,1987,21(3), 219-233.
⑦ Bateman, T.S., Crant, J.M. The proactive component of organizational behavior:a measure and correlates, Journal of Organizational Behavior,1993,14,103-118.
⑧ Covin, J.G, Covin, T.J.Competitive aggressiveness, environmental context, and small firm performance, Entrepreneurship Theory and Practice, Summer,1990,35-50.
① Carr, J.C.,Lopez, T.B.Examining market orientation as both culture and conduct:modeling the relationships between market orientation and employee responses, Journal of Marketing Theory & Practice,2007,15(2),113-25.
② Cervera, A., Molla, A.,Sanchez, M. Antecedents and consequences of market orientation in public organizations, European Journal of Marketing,2001,35(11/12),1259-1286.
③ McDonald, R.E.,Madhavaram, S. What firms learn depends on what firms know:the implications of prior knowledge for market orientation, Marketing Management Journal,2007,17(1),171-183.
④ Duncan, R.B. Characteristics of organizational environments and perceived environmental uncertainty, Administrative Science Quarterly,17,1972,313-327.
⑤ Tung, R.L.Dimensions of organizational environments:an exploratory study of their impact on organization structure, Academy of Management Journal,1979,22,672-693.
⑥ Hambrick, D.C. Environmental scanning and organizational strategy, Strategic Management Journal,1982,3, 159-174.
⑦ Bourgeois, L.J. Strategy and environment:a conceptual integration, Academy of Management Review,1980, 5,25-39.
⑧ Boulton, William R., William M. Lindsay, Stephen G. Franklin,Leslie W. Rue. Strategic planning:determining the impact of environmental characteristics and uncertainty, Academy of Management Journal,1982,25,500-509.
⑨ Brown, J.W., Jame, M. U. Uncertainty and technical communication patterns, Management Science,1985,31, 301-311.
① Huber, GP.,Richard, L.D. Information environments. In Putnam, L., L. Porter, K. Roberts and F. Jablin (eds), Handbook of Organizational Comnmunication, Sage, Beverly Hills, CA,1987 (in press).
② Duncan, R.B. Characteristics of organizational environments and perceived environmental uncertainty, Administrative Science Quarterly,1972,17,313-327.
③ Jurkovich, R. A cure typology of organizational environments, Administrative Science Quarterly,1974, 19.380-394.
④ Tung, R.L.Dimensions of organizational environments:an exploratory study of their impact on organization structure, Academy of Management Journal,1979,22,672-693.
⑤ Child,J.Organizational structure, environment and performance the role of strategic choice,Sociology,1972,6, 1-22.
⑥ Pfeffer, J.,Salancik, G.R. The External Control of Organizations, Harper & Row, New York,1978.
⑦ Aaker, D.A. Organizing a strategic information scanning system, California Managemenit Review, January 1983, 25(2),76-83.
⑧ Pfeffer, J. Power and Organizations, Pitman, Marshfield, MA,1981.
⑨ Daft, R.L., Norman, B.M. Atenative exploration into the amount and equivocality of information processing in organizational work units, Administrative Science Quarterly,1981,26,207-224.
⑩ Hickson, D.J., Hinings, C.R., Lee, A, Pennings, J.M. A strategic contingencies theory of intraorganizational power, Administrative Science Quarterly,1971,16,216-229.
① Porter, M.E. Competitive strategy:techniques for analyzing industries and competitors. New York:Free Press. 1980.
② Fuschs, P.H., Mifflin, K.E., Miller, D., Whitney, J.O. Strategic integration:competing in the age of capabilities. California ManagementReview, Spring,2000,118-147.
③ Hambrick, D.C. Environmental scanning and organizational strategy, Strategic Management Journal,1982,3, 159-174.
④ Aguilar, F. J. Scanning the Blusiness Environment, Macmillan, New York,1967.
⑤ Fahey, L., William, R.K. Environmental scanning for corporate planning, Business Horizons,1977,61-71.
① O'Reilly, C.A. The intentional distortion of information in organizational communications:a laboratory and field approach, Human Relations,1978,31,173-193.
② Porac, J.F. Thomas, H. Taxonomic mental models in competitor definition, Academy of Management Review, 1990,15(2),224-40.
③ Day, GS.,Nedungadi, P. Managerial representations of competitive advantage", Journal of Marketing,1994,58, 31-44.
① Robinson, P.B., Stimpson, D., Huefner, J.C., Hunt, H.K. An attitude approach to the prediction of entrepreneurship. Entrepreneurship Theory and Practice,1991,15(4),13-31.
② Koh, H.C. Factors associated with entrepreneurial inclination:An empirical study of business undergraduates in Hong Kong. Journal of Small Business Entrepreneurship,1995,12(2),29-41.
① Veciana, J.M., Aponte, M., Urbano, D. University students'attitudes towards entrepreneurship:A two countries comparison. International Entrepreneurship and Management Journal,2005,1,165-182.
② Tabachnick, B.G., Fidell, L.S. Using multivariate statistics. New York:Harper Collins,1996.
① Qiu, T.J. Scanning for competitive intelligence:a managerial perspective. European Journal of Marketing,2008,
② Guerrero, M., Rialp, J., Urbano, D. The impact of desirability and feasibility on entrepreneurial intentions:A 42(7/8),814-835. structural equation mode, Int Entrep Manag J,2008,4,35-50.
③ Kohli, A.K., Jaworski, B.J. Market orientation:the construct, research propositions, and managerial implication. Journal of Marketing.1990,54 (April),1-18.
④ Narver, J.C. and Slater, S.F. The effect of a market orientation on business profitability. Journal of Marketing. 1990,54 (October),20-35.
① Narver, J.C., Slater, S.F. The effect of a market orientation on business profitability. Journal of Marketing.1990, 54 (October),20-35.
② Qiu, T.J. Scanning for competitive intelligence:a managerial perspective. European Journal of Marketing, 2008,42(7/8),814-835.
① Baines, A., Langfield-Smith, K. Antecedents to management accounting change:a structural equation approach, Accounting, Organizations and Society,2003, (28),675-698.
② Chenhall, R.H., Langfield-Smith, K. The relationship between strategic priorities, management techniques and management accounting:an empirical investigation using a systems approach,1998(b),342-356.
③ Parthasarthy, R., Sethi, S. P. Relating strategy andstructure to flexible automation:a test of fit and performance implications. Strategic Management Journal,1993,14,529-549.
④ Perera, S., Harrison, G., Poole, M. Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures:a research note. Accounting,Organizations and Society,1997,22,557-572
⑤ Shortell, S.M., Zajac, E.J. Perceptual and archival measures of Miles and Snow's strategic types:a comprehensive assessment of reliability and validity. Academy of Management Journal,1990,33(4),817-832.
⑥ Daft, R., Sormunen, J., Parks, D. Chief Executive Scanning, Environmental Characteristics, and Company Performance:An Empirical Study. Strategic Management Journal,1988,9(2),123-139.
⑦ Sawyerr, O. O. Environmental Uncertainty and Environmental Scanning Activities of Nigerian Manufacturing Executives:A Comparative Analysis. Strategic Management Journal,1993,14(4),287-299.
① Hambrick, Donald C.Specialization of environmental scanning activities among upper level executives. Journal of Management Studies,18,1981b,299-320.
② Hambrick, D. C. Environmental scanning and organizational strategy, Strategic Management Journal,1982,3, 159-174.
③ Culnan, M. J. Environmental scanning:The effects of task complexity and source accessibility on information gathering behavior, Decision Sciences,1983,14,194-206.
④ Daft, R. L., Sormunen, J. and Parks, D.1988. Chief Executive Scanning, Environmental Characteristics, and Company Performance:An Empirical Study. Strategic Management Journal, Vol.9, No.2 (Mar.-Apr.,1988), pp. 123-139. 159-174.
② Beal, R.M. Competing effectively:environmental scanning, competitive strategy, and organizational performance in small manufacturing firms, Journal of Small Business Management,2000,38,27-47.
① Rao, P., Holt, D., Do green supply chains lead to competitiveness and economic performance? International Journal of Operation & Production Management,2005,5 (9),898-916.
① Chiou, T.-Y., Chan, H.K., Lettice, F., Chung, S.H. The influence of greening the suppliers and green innovation on environmental performance and competitive advantage in Taiwan. Transportation Research Part E 2011,47, 822-836.
② Day, G.S.,Nedungadi, P. Managerial representations of competitive advantage", Journal of Marketing,1994,58, 31-44.
① Boomsma, A., Nonconvergence, improper solutions and starting values in LISREAL:Maximum likelihood estimation. Psychometrika,1982,229-242.
① Tallon, P.P., Kraemer, K.L. The Impact of IT capabilities on firm performance perspectives on the mediating effects of strategic alignment [EB/OL]. [2009-6-22]. http://www.crito.uci.edu/2/iab/0502/tallon.pdf.
② Gilford, J.P. Psychometric Methods,2nd ed. New York, NY:McGraw-Hill,1954.
① Wold, H. Introduction to the second generation of multivariate analysis [M]. In H. Wold, Editor, Theoretical Empiricism. New York:Paragon Houset,1989,7-11.
② SmartPLS 2.0 (M3). http://www.smartpls.de.
① 郝冉.PLS路径建模在2007北京市诚信调查中的应用[D].首都经贸大学,2008,17.
① Straub, D., Boudreau, M.-C, Gefen, D. Validation guidelines for IS positivist research, Communications of AIS, 2004,24,380-427.
① Fornell, C. A., Larcker, D. F. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research,1981,18(1),39-50.
① Chin, W. W., Marcolin, B. L., Newsted, P.R. A partial least squares latent variable modeling approach for measuring interaction effects:Results from a Monte Carlo simulation study and an electronic-mail emotion adoption study. Information Systems Research,2003,14(2),189-217.
② Anderson N. R., West M.D. Measuring climate for work group innovation:Development and validation of the team climate inventory. Journal of Organizational Behavior,1998,19,235-258.
① Wetzels, M., Schroder, GO.,Oppen, C.V. Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS Quarterly,2009,33(1),177-195.
② Straub, D.W., Boudreau, M.C., Gefen, D. Validation guidelines for IS positivist research. Communications of the Association for Information Systems,2004,13(1),380-427.
① Bourgeois, L.J. Strategy and environment:a conceptual integration, Academy of Management Review,1980, 5.25-39.
② Cho, T.S., Hambrick, D.C. Attention as the mediator between top management team characteristics and strategic change:The case of airline deregulation organization science,17(4) (Jul.-Aug.,2006),453-469.
① Lauzen, M.M. Toward a model of environmental scanning, Journal of Public Relations Research,1995,7 (3), 187-203.
② Daft, R.L., Weick, K.E. Toward a Model of Organizations as Interpretation Systems, The Academy of Management Review,1984,9(2),284-295.
③ Flores, F. The Applicability of American Management Practices to Developing Countries:A Case Study of the Philippines, Management International Review,1972,12(1),83-89.
① 董小英,鄢凡,刘倩倩,张俊妮.不确定环境中我国企业高管信息扫描行为的实证研究[J].管理世界,2008(6),127-147.
② 梅森·卡彭特,杰瑞德·桑德斯著.战略管理动态观点[M].北京：机械工业出版社,2009.
① 谢恩,李垣.企业内部要素与竞争优势的获取[J].中国管理科学,2001(8),25-32.
② 齐捧虎.企业竞争优势论[D].陕西：西北大学.2001.
① Thomas, J.B., Clark, S.M. and Giola, D.A. (1993), "Strategic sensemaking and organizational performance: linkages among scanning, interpretation, action, and outcomes", Academy of Management Journal, Vol.36 No.2, pp.239-70
[1]Anderson, W.T. and Hoyer, W.D. Marketing in the age of intelligence:the case for control, European Journal of Marketing,1991,25 (8).
[2]Aaker, D.A. Organizing a strategic information scanning system, California Managemenit Review, January 1983,25(2),76-83.
[3]Aguilar, F. J. Scanning the Blusiness Environment, Macmillan, New York,1967.
[4]Aguilar, F.J. Scanning the Business environment. New York:Macmillan,1967, 62-65.
[5]Ajzen, I., Fishbein, M. Understanding Attitudes and Predicting Social Behavior, Prentice-Hall, Englewood Cliffs, NJ,1980.
[6]Aldrich, H.E. Organizations Evolving, Sage, London,1999.
[7]Anderson N. R., West M.D. Measuring climate for work group innovation: Development and validation of the team climate inventory. Journal of Organizational Behavior,1998,19,235-258.
[8]Anderson, W.T., Hoyer, W.D. Marketing in the age of intelligence:the case for control, European Journal of Marketing,1991,25(8),32-54.
[9]Arrow, F.J. Scanning the Business Environment, Macmillan Company, New York, 1967.
[10]Bagozzi, R.P. A field investigation of causal relationships among cognitions, affect, intentions, and behavior, Journal of Marketing Research,1982,19,562-584.
[11]Baines, A., Langfield-Smith, K. Antecedents to management accounting change: a structural equation approach, Accounting, Organizations and Society,2003, (28), 675-698.
[12]Bang, H., Ellinger, A.E., Hadjimarcou, J., Traichal, P.A. Consumer concern, knowledge, belief, and attitude toward renewable energy:an application of the reasoned action theory, Psychology & Marketing,2000,17(6),449-468.
[13]Bateman, T.S., Crant, J.M. The proactive component of organizational behavior:a measure and correlates, Journal of Organizational Behavior,1993,14,103-118.
[14]Beal, R.M. Competing effectively:environmental scanning, competitive strategy, and organizational performance in small manufacturing firms, Journal of Small Business Management,2000,38,27-47.
[15]Boomsma, A., Nonconvergence, improper solutions and starting values in LISREAL:Maximum likelihood estimation. Psychometrika,1982,229-242.
[16]Boulton, W.R., William M. Lindsay, Stephen G. F., Leslie, and W. R. Strategic planning:determining the impact of environmental characteristics and uncertainty, Academy of Management Journal,1982,25,500-509.
[17]Bourgeois, L.J. Strategy and environment:a conceptual integration, Academy of Management Review,1980,5,25-39.
[18]Boyd, B.K.Perceived uncertainty and environmental scanning:a structural model, Univ. of Southern California, Ph.D. Dissertation,1989.
[19]Brown, J.W., Jame, M. U. Uncertainty and technical communication patterns, Management Science,1985,31,301-311.
[20]Carr, J.C., and Lopez, T.B.Examining market orientation as both culture and conduct:modeling the relationships between market orientation and employee responses, Journal of Marketing Theory & Practice,2007,15(2),113-25.
[21]Cervera, A., Molla, A., Sanchez, M. Antecedents and consequences of market orientation in public organizations, European Journal of Marketing,2001,35(11/12), 1259-1286.
[22]Chenhall, R.H., Langfield-Smith, K. The relationship between strategic priorities, management techniques and management accounting:an empirical investigation using a systems approach,1998(b),342-356.
[23]Chin, W.W., Marcolin, B. L., Newsted, P.R. A partial least squares latent variable modeling approach for measuring interaction effects:Results from a Monte Carlo simulation study and an electronic-mail emotion adoption study. Information Systems Research,2003,14(2),189-217.
[24]Cho, T.S., Hambrick, D.C. Attention as the mediator between top management team characteristics and strategic change:The case of airline deregulation organization science,17(4) (Jul.-Aug.,2006),453-469.
[25]Collis, D.J. Montgomery, C.A. Competing on resources:strategy in the 1990s, Harvard Bus. Rev.,1995(July-August),118-128.
[26]Connor, T. Market orientation and performance, Strategic Management Journal, 2007,28(9),957-959.
[27]Covin, J.G., Covin, T.J. Competitive aggressiveness, environmental context, and small firm performance, Entrepreneurship Theory and Practice, Summer,1990,35-50.
[28]Chiou, T.-Y., Chan, H.K., Lettice, F., Chung, S.H. The influence of greening the suppliers and green innovation on environmental performance and competitive advantage in Taiwan. Transportation Research Part E 2011,47,822-836.
[29]Culnan, M. J. Environmental scanning:The effects of task complexity and source accessibility on information gathering behavior, Decision Sciences,1983,14,194-206.
[30]Cusumano, M.A., Gawer, A. The elements of platform leadership, Sloan Management Review,2002,43(3),51-58.
[31]Daft, R. L., Sormunen, J. and Parks, D.1988. Chief Executive Scanning, Environmental Characteristics, and Company Performance:An Empirical Study. Strategic Management Journal, Vol.9, No.2 (Mar.-Apr.,1988), pp.123-139
[32]Daft, R.L., Norman, B.M. A tentative exploration into the amount and equivocality of information processing in organizational work units, Administrative Science Quarterly,1981,26,207-224.
[33]Daft, R.L., Weick, K.E. Toward a Model of Organizations as Interpretation Systems, the Academy of Management Review,1984,9(2),284-295.
[34]Day, G.S., Nedungadi, P. Managerial representations of competitive advantage", Journal of Marketing,1994,58,31-44.
[35]Dervin, L.J. Strategy and Environment:A Conceptual Integration, the Academy of Management Journal,1980,5(1),25-39.
[36]Deshpande, R., Farley, J.U. and Webster, F.E.J. Corporate culture, customer orientation, and innovativeness in Japanese firms:a quadrad analysis", Journal of Marketing,1993,57,23-37.
[37]Dill, W.R. Environment as an Influence on Managerial Autonomy, Administrative Science Quarterly,1958,2,409-443.
[38]Duncan, R.B. Characteristics of organizational environments and perceived environmental uncertainty, Administrative Science Quarterly,1972,17,313-327.
[39]Dutton, J.M., Richard, D. F. Uncertainty and firms, strategic behaviors, Working Paper, New York University,1984.
[40]Entrialgo, M., Ferna'ndez, E., Va' zquez, C.J. Characteristics of managers as determinants of entrepreneurial orientation:some Spanish evidence, Enterprise & Innovation Management Studies,2000,1(2),187-205.
[41]Eves, A., Cheng, L. Cross-cultural evaluation of factors driving intention to purchase new food products-Beijing, China and south-east England, International Journal of Consumer Studies,2007,31(4),410-417.
[42]Fahey, L. Environmental scanning at the subunit lever:a multitrait-Multimethod analysis, Decision Sciences,1994,15,197-220.
[43]Fahey, L., William, R.K. Environmental scanning for corporate planning, Business Horizons,1977,61-71.
[44]Fishbein, M., Ajzen, I. Belief, Attitude, Intention, and Behavior:An Introduction to Theory and Research, Addison-Wesley, Reading, MA,1975.
[45]Flores, F. The Applicability of American Management Practices to Developing Countries:A Case Study of the Philippines, Management International Review,1972, 12(1),83-89.
[46]Fornell, C. A., Larcker, D. F. Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research,1981, 18(1),39-50.
[47]Fuschs, P.H., Mifflin, K.E., Miller, D., and Whitney, J.O. Strategic integration: competing in the age of capabilities. California Management Review, Spring,2000, 118-147.
[48]Rao, P., Holt, D., Do green supply chains lead to competitiveness and economic performance? International Journal of Operation & Production Management,2005,5 (9),898-916.
[49]Ghoshal, S., Westney, D. E.Organizing competitor analysis systems, Strategic Management Journal,1991,12(1),17-31.
[50]Gilford, J.P. Psychometric Methods,2nd Ed. New York, NY:McGraw-Hill,1954.
[51]Glueck, W. F. and Jauch, L. R. Business Policy and Strategic Management, McGraw Hill,1984.
[52]Gray, S.J. Towards a theory of cultural influence on the development of accounting systems internationally, Abacus,1988,24(1),1-15,4.
[53]Gresham, G, Hafer, J. and Markowski, E. Inter-functional market orientation between marketing departments and technical departments in the management of the new product development process, Journal of Behavioral & Applied Management, 2006,8(1),43-65.
[54]Guerrero, M., Rialp, J., Urbano, D. The impact of desirability and feasibility on entrepreneurial intentions:A structural equation mode, Int Entrep Manage J,2008,4, 35-50.
[55]Hall, W.K. Survival strategies in a hostile environment, Harvard Business Review, 1980,58(5),75-85.
[56]Hambrick, D. C. Environmental scanning and organizational strategy', Strategic Management Journal,1982,3,159-174.
[57]Hambrick, D.C. Specialization of environmental scanning activities among upper level executives, Journal of Management Studies,1981,18(3),299-320.
[58]Han, J.K., Kim, N. and Srivastava, R.K. Market orientation and organizational performance:is innovation a missing link, Journal of Marketing,1998,62,30-45.
[59]Hannan, M.T., Freeman, J. The Population ecology of organizations, American Journal of Sociology,1977,82(5), March,929-964.
[60]Hewins, GP., Daft, R.L. Information Environments, Handbook of organizational communication, L. Xn Putnam, L. Porter, K. Roberts and F. Jablin Beverly Hills, CA: Sage,1987.
[61]Hickson, D.J., Hinings, C.R., Lee, A., Pennings, J.M. A strategic contingencies theory of intraorganizational power, Administrative Science Quarterly,1971, 16,216-229.
[62]Huber, G.P., Richard, L.D. Information environments. In Putnam, L., L. Porter, K. Roberts and F. Jablin (Eds), Handbook of Organizational Communication, Sage, Beverly Hills, CA,1987 (in press).
[63]Jurkovich, R. A cure typology of organizational environments, Administrative Science Quarterly,1974,19,380-394.
[64]Kamoun-Chouk, S. Environmental Scanning in Tunisian Manufacturing SMEs. Journal of Information & Knowledge Management,2007,6(1).
[65]Kennedy, C. R. The external environment-strategic planning interface:U. S. Multinational Corporation practices in the 1980's, Journal of International Business Studies,1984,15(2),99-108.
[66]Koh, H.C. Factors associated with entrepreneurial inclination:An empirical study of business undergraduates in Hong Kong. Journal of Small Business Entrepreneurship,1995,12(2),29-41.
[67]Kohli, A.K., Jaworski, B.J. Market orientation:the construct, research propositions, and managerial implication. Journal of Marketing.1990,54 (April), 1-18.
[68]Krauss, S.I., Frese, M., Friedrich, C. and Unger, J.M. Entrepreneurial orientation: a psychological model of success among southern African small business owners, European Journal of Work & Organizational Psychology,2005,14(3),315-344.
[69]Lauzen, M.M. Toward a model of environmental scanning, Journal of Public Relations Research,1995,7 (3),187-203.
[70]Liu, D.-R., Shih, M.-J., Liau, C.-J. Mining the change of event trends for decision support in environmental scanning [J]. Expert Systems with Applications,2007(10).
[71]Locke, E.A., Latham, G.P. A Theory of Goal Setting and Task Performance, Prentice-Hall, Englewood Cliffs, NJ,1990.
[72]Lumpkin, G.T., Dess, G.G. Clarifying the entrepreneurial orientation construct and linking it to performance, Academy of Management Review,1996,21(1),135-72.
[73]Mason, E. S. Price and production policies of large scale enterprises. American Economic Review,1939,29,61-74.
[74]McClelland, D.C. Characteristics of successful entrepreneurs, Journal of Creative Behavior,1987,21(3),219-233.
[75]McClelland, D.C. Human Motivation, Cambridge University Press, Cambridge, 1987.
[76]McClelland, D.C. The Achieving Society, Van Nostrand, Princeton, NJ,1961.
[77]McDonald, R.E., Madhavaram, S. What firms learn depends on what firms know: the implications of prior knowledge for market orientation, Marketing Management Journal,2007,17(1),171-83.
[78]Murray, J.Y., Gao, G.Y., Kotabe, M., Zhou, N.Assessing measurement invariance of export market orientation:a study of Chinese and non-Chinese firms in China", Journal of International Marketing,2007,15(4),41-62.
[79]NACIS 2012[EB/OL]. http://www.census.gov/epcd/www/naics.html.
[80]Narver, J.C. and Slater, S.F. The effect of a market orientation on business profitability. Journal of Marketing.1990,54 (October),20-35.
[81]Ng, T.W.H., Sorensen, K.L., Eby, L.T.Locus of control at work:a meta-analysis, Journal of Organizational Behavior,2006,27(8),1057-1087.
[82]O'Reilly, C.A. The intentional distortion of information in organizational communications:a laboratory and field approach, Human Relations,1978, 31,173-193.
[83]Parthasarthy, R., Sethi, S. P. Relating strategy and structure to flexible automation: a test of fit and performance implications. Strategic Management Journal,1993,14, 529-549.
[84]Patton, K.M., McKenna, T.M. Scanning for competitive intelligence, Competitive Intelligence Magazine,2005,8(2),24-29.
[85]Pellissier, J.M., Van Buer, M.G. Entrepreneurial proclivity and the interpretation of subjective probability phases, Journal of Applied Business Research, 1996,12,129-37
[86]Perera, S., Harrison, G, Poole, M. Customer-focused manufacturing strategy and the use of operations-based non-financial performance measures:a research note. Accounting,Organizations and Society,1997,22,557-572
[87]Pfeffer, J. Power and Organizations, Pitman, Marshfield, MA,1981.
[88]Pfeffer, J., Salancik, G.R. The External Control of Organizations, Harper & Row, New York,1978.
[89]Porac, J.F., Thomas, H. Taxonomic mental models in competitor definition", Academy of Management Review,1990,15(2),224-40.
[90]Porter, M. Competitive Strategy. New York:The Free Press,1985.
[91]Porter, M. E. Competitive advantage:Creating and sustaining superior performance, New York:The Free Press,1985.
[92]Porter, M.E. Competitive strategy:techniques for analyzing industries and competitors. New York:Free Press,1980.
[93]Prahalad, C.K., Hamel, G. The core competence of the corporation, Harvard Business Review,1990(May-June),79-91.
[94]Qiu, T.J. Scanning for competitive intelligence:a managerial perspective. European Journal of Marketing,2008,42(7/8),814-835.
[95]Ramsey, E., Ibbotson, and P. Entrepreneurial SMEs:an Irish study of micro and macro influences, Journal of International Entrepreneurship,2005,3(4),317-32.
[96]Robinson, P.B., Stimpson, D., Huefner, J.C., Hunt, H.K. An attitude approach to the prediction of entrepreneurship. Entrepreneurship Theory and Practice,1991,15(4), 13-31.
[97]Robinson, P.B., Stimpson, D.V., Huffner, J.C., Hunt, H.K. An attitude approach to the prediction of entrepreneurship, Entrepreneurship:Theory & Practice,1991, 15(4),13-31.
[98]Rotter, J.B.Generalized expectancies for internal versus external control of reinforcement, Psychological Monographs:General and Applied,1966,44,82-95.
[99]Sagie, A. and Elizur, D. Achievement motive and entrepreneurial orientation:a structural analysis, Journal of Organizational Behavior,1999,20(3),375-87.
[100]Sawyerr, O. O. Environmental Uncertainty and Environmental Scanning Activities of Nigerian Manufacturing Executives:A Comparative Analysis. Strategic Management Journal,1993,14(4),287-299.
[101]Shortell, S.M., Zajac, E.J. Perceptual and archival measures of Miles and Snow's strategic types:a comprehensive assessment of reliability and validity. Academy of Management Journal,1990,33(4),817-832.
[102]Slater, S.F., Narver, J.C. Market orientation and the learning organization, Journal of Marketing,1995,44,79-90.
[103]Slater, S.F., Narver, J.C. Does competitive environment moderate the market orientation-performance relationship? Journal of Marketing,1994,58,46-55.
[104]SmartPLS 2.0 (M3). http://www.smartpls.de.
[105]Straub, D.W., Boudreau, M.C., Gefen, D. Validation guidelines for IS positivist research. Communications of the Association for Information Systems,2004,13(1), 380-427.
[106]Swierczek, F.W.,Thanh Ha, T. Motivation, entrepreneurship and the performance of SMEs in Vietnam, Journal of Enterprising Culture,2003, 11(1),47-68.
[107]Tabachnick, B.G, Fidell, L.S. Using multivariate statistics. New York:Harper Collins,1996.
[108]Tallon, P.P., Kraemer, K.L. The Impact of IT capabilities on firm performance perspectives on the mediating effects of strategic alignment [EB/OL]. [2009-6-22]. http://www.crito.uci.edu/2/iab/0502/tallon.pdf.
[109]Taylor, J. D. Organizations in Action, New York, McGraw-Hill,1967.
[110]Thomas, J.B., Clark, S.M. and Giola, D.A. (1993), "Strategic sense making and organizational performance:linkages among scanning, interpretation, action, and outcomes", Academy of Management Journal, Vol.36 No.2, pp.239-70
[111]Tung, R.L.Dimensions of organizational environments:an exploratory study of their impact on organization structure, Academy of Management Journal,1979, 22,672-693.
[112]Veciana, J.M., Aponte, M., Urbano, D. University students'attitudes towards entrepreneurship:A two countries comparison. International Entrepreneurship and Management Journal,2005,1,165-182.
[113]Vorhies, D.W., Harker, M., Rao, C.P. The capabilities and performance advantages of market-driven firms", European Journal of Marketing,1999,33(11/12), 1171-202.
[114]Wetzels, M., Schroder, G.O., Oppen, C.V. Using PLS path modeling for assessing hierarchical construct models:Guidelines and empirical illustration. MIS Quarterly,2009,33(1),177-195.
[115]Wold, H. Introduction to the second generation of multivariate analysis [M]. In H. Wold, Editor, Theoretical Empiricism. New York:Paragon Houset,1989,7-11.
[116]Wolfe, J. The value of environmental cognition:a simulation-based test of emerge and trists causal textures, Processing of the Academy of Management, Aug.1976.
[117]Yunggar, M. Environment Scanning for Strategic Information. The Journal of American Academy of Business, Cambridge,2005(2).
[118]包昌火,谢新洲,孙振玉等.竞争对手分析[M].北京：华夏出版社,2003.
[119]陈林,徐伟宣,刘正林.企业外部环境的认识[J].中国商办工业.2000(12),10-11.
[120]达夫特.组织理论与设计[M].北京：清华大学出版社,2008.
[121]戴维·贝赞可.公司战略经济学[M].北京：北京大学出版社,1999.
[122]邓学衷.电力企业理财环境扫描初探[J].华北电业,2001(4),34-38.
[123]董小英,鄢凡,刘倩倩,张俊妮.不确定环境中我国企业高管信息扫描行为的实证研究[J].管理世界,2008(6),127-147.
[124]关晓红.企业竞争环境信息及其扫描系统[J].中国信息导报,2003(10),53-55
[125]郝冉.PLS路径建模在2007北京市诚信调查中的应用[D].首都经贸大学,2008,17.
[126]胡大力.企业竞争力决定因素及其形成机理分析[M].北京：经济管理出版社,2004.
[127]黄丹,余颖.战略管理[M].北京：清华大学出版社,2005.
[128]简兆权.毛蕴诗.环境扫描在战略转换中的作用分析[J].科研管理,2004,24(5),45-49.
[129]姜黎辉,张朋柱,龚毅.企业环境扫描行为研究综述[J].经济管理,2008,30(19-20),177-185.
[130]蒋运通.企业战略管理—理论、过程与实践[M].北京：企业管理出版社,2006.
[131]卡彭特,桑德斯著.战略管理：动态观点[M].北京：机械工业出版社,2009.
[132]李晓明.企业外部环境理论研究综述[J].江苏商论,2010(5),131-133.
[133]林琳.竞争环境扫描在企业战略管理中的应用研究[D].郑州：郑州大学,2009
[134]迈克尔·波特.竞争战略[M].北京：华夏出版社,1997.
[135]梅森·卡彭特,杰瑞德·桑德斯著.战略管理动态观点[M].北京：机械工业出版社,2009.
[136]齐永兴.中小企业外部环境影响因素的系统界定与分析[J].经济论坛.2011,3(3),202-204.
[137]秦韬.组织论与环境扫描——企业领导运用情报的行为方式(上)[J].情报理论与实践,1996,19(5)
[138]陶翔,张左之.竞争环境监视[M],华夏出版社,2006.
[139]万迪防,阎振平.我国企业外部环境信息扫描系统原型开发的研究[J].系统工程理论与实践,1998(6),57-62.
[140]王朝晖.中国食品企业外部环境分析[J].企业天地,2004(4),71-72.
[141]王敬贤.基于增强信息产业创新能力的财政政策研究[J].电子商务.2010(41),92-96.
[142]王琳.企业经理人的信息查寻行为——环境扫描研究[J].图书情报工作,2004,48(4)
[143]王知津.竞争情报[M].北京：科学技术文献出版社,2004.
[144]魏博.我国信息产业政策研究[D].上海：复旦大学,2009.
[145]亚历克斯·米勒.战略管理[M].北京：经济管理出版社,2011.
[146]张光明,赵锡斌.企业与环境相互作用机理研究[J].科技与管理,2005(6),67-70.
[147]张囝囡,郭洪渊.我国中小企业外部环境研究综述[J].中国商贸,2010.10,74-75.
[148]张茉楠.企业家环境扫描的影响因素及理论框架研究[J].现代管理科学,2005(4),37-40.
[149]朱勤.国际竞争中企业市场势力与创新的互动：以我国电子信息业为例[M].北京：经济科学出版社,2008.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |