摘要:曼彻斯特大学论文-英国曼彻斯特论文代写-竞争与策略分析的中国名列前茅的中国民营企业-Competition and strategy of Chinese firms-An analysis of top performing Chinese private enterprises-Fang Lee Cooke, Manchester Business School, University of Manchester, Manchester, UK
l not only to scholars and students who are interested in China but also to organisational managers who wish to develop businesses with China. This paper analyzes the self reports of 30 of the top-50 private enterprises of 2004 in China to identify the key elements of their corporate strategy that are associated with their business success.
The paper is divided into five main sections in addition to this introduction. The first one provides a brief
literature review on key factors in organisational competitiveness. The second section provides an overview of the growth of private businesses in China. The third section reports the methodology adopted for this paper. This is followed by the main section of findings and analysis. A number of key elements in the strategy of the top performing Chinese private firms are discussed. These include diversification, internationalisation, innovation and quality enhancement, product and corporate branding, human resource management (HRM), the role of CEOs and reform of corporate governance. The final section summarizes and concludes the paper.
Factors influencing firms' competitiveness
Competitiveness at micro level:
[…] refers to the capacity of firms to compete, to increase their profits and to grow. It is based on costs and prices, but more vitally on corporate organisation, the capacity of firms to use technology, and the quality and performance of products (OECD, 1992, p. 237).
Innovation, technological advancement, effective management of organizational activities, brand, quality of products and services, and human capital are now widely recognized as vital sources of competitiveness for firms (Johnson and Scholes, 2002). Innovation includes product and production innovation, business and management innovation, and service innovation. These are achieved through in-house development as well as strategic alliances across organisational boundary. There is a general consensus in the strategic thinking that the ability for an organisation to develop and exploit knowledge faster than its competitors is a key component of its competitive advantage (Porter, 1980; Prahalad and Hamel, 1990; Leonard-Barton, 1995; Nonaka and Teece, 2001). Writers on strategic management have also accentuated the importance of embracing and exploiting externally held knowledge through organisational networks and inter-firm relationship (e.g. alliance and partnership) in a context of accelerating global competition (Castells, 1996; Child and Faulkner, 1998; Powell et al., 1996; Pucik, 1988).
It has been argued that brand management is essential to sustain and enhance organisational competitiveness especially in a highly competitive environment where product differentiation is not easy to achieve (Lasserre and Schutte, 2006). Similarly, it has been increasingly recognized that competitive advantage is more likely to be achieved through effective development and deployment of human resources (Drucker, 1988; Kanter, 1989; Peters, 1989). This includes heavy investment in training and development, implementing motivation mechanisms to cultivate and harness employees' innovativeness, and attracting talent to work for the firm through employer branding.
Furthermore, it has been observed that:
References
Ansoff, H. (1965), Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion, McGraw-Hill, New York, NY, .
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