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论文编号：	3332
作者编号：	1120080764
上传时间：	2011/6/8 9:44:12
中文题目：	基于危机生命周期的企业竞争情报机制研究
英文题目：	Study on Enterprise Competitive Intelligence Machanism Based on the Crisis Life Cycle
指导老师：	王知津教授
中文关键字：	危机生命周期 竞争情报机制 预警机制 沟通机制 评估机制
英文关键字：	Crisis Life Cycle Competitive Intelligence Mechanism Early Warning Mechanism Communication Mechanism Evaluation Mechanism
中文摘要：	经济全球化进程的推进，使得企业经营活动中各利益主体在市场中的依存性和关联性变得日益复杂与多样。企业所面临的竞争环境体现出动态性、不确定性的特征，危机已经成为企业的一种“常态”。美国一位学者曾对财富500强的高层人士进行了一次调查：80%的被调查者认为，现代企业面对危机，就好像面对死亡和税收一样，已经成为不可避免的事实。企业永远无法避免随时可能发生的各种产品、价格、人才、信息、财务、信誉等危机。可口可乐中毒事件、三鹿奶粉事件、金融风暴等众多的危机案例为企业危机管理的研究提供了生动的素材。可见，危机管理及其效率的提高已经成为企业不可避免的课题。竞争情报的环境监测、市场预警、对手分析等功能可以让处于动态竞争环境中的企业及时地发现竞争环境的变化与竞争对手的动态，避免企业受到突然袭击，增强企业预防、应对危机的能力，有助于提高危机管理工作的效率。 基于危机生命周期的企业竞争情报机制的研究以运用竞争情报帮助企业解决危机问题为目的，构建基于危机生命周期的企业竞争情报机制模型，分别设计危机潜伏期的企业竞争情报预警机制、危机爆发期的企业竞争情报沟通机制以及危机平复期的企业竞争情报评估机制，提炼基于危机生命周期的企业竞争情报机制实施的公因子并有针对性地提出相应的对策与建议，具有重要的理论与现实意义。一方面，可以形成较为系统的基于危机生命周期的企业竞争情报机制理论体系，有利于拓宽竞争情报理论研究的领域及其应用范围；另一方面，可以指导企业危机管理与竞争情报工作实践，有利于增强企业危机管理的能力。 本研究主要采用问卷调查法、案例分析法、文献调查法等研究方法开展各项研究，采用因子分析法进行数据处理，全文共分九章。 第一章是绪论，主要对研究背景、研究目标与意义进行分析，介绍研究思路、研究框架、研究方法和创新之处。 第二章是相关理论回顾与述评，主要运用文献调查法对危机生命周期理论、竞争情报理论进行了回顾，对国内外相关研究现状进行梳理，发现现有研究的主要贡献与不足之处，以便更好地定位本研究准备解决的问题。 第三章是基于危机生命周期的企业竞争情报机制模型，主要对基于危机生命周期的企业竞争情报机制模型的构成要素进行分析，借鉴当前研究成果构建了基于危机生命周期的企业竞争情报机制模型并研究了其功能与特征，为后续研究提供支持。 第四章是危机潜伏期的企业竞争情报预警机制，主要分析危机潜伏期危机的特征和危机处理过程，采用案例分析法选择华为海外行贿风波事件进行分析，为危机潜伏期企业竞争情报预警机制的设计提供支持。 第五章是危机爆发期的企业竞争情报沟通机制，主要分析危机爆发期危机的特征和危机处理过程，采用案例分析法对中美史克公司的PPA风波事件进行分析，为危机爆发期企业竞争情报沟通机制的设计提供支持。 第六章是危机平复期的企业竞争情报评估机制，主要分析危机平复期危机管理工作的流程和危机管理的内容，采用案例分析法对Apple公司的几度沉浮事件进行分析，为危机平复期企业竞争情报评估机制的设计提供支持。 第七章是主要影响因素分析，主要根据第四、五、六章案例分析的结论提炼机制实施的影响因素集合，采用问卷调查法获取相关数据，采用因子分析法进行数据处理，提炼基于危机生命周期的企业竞争情报机制实施主要影响因素的公因子。 第八章是对策与建议，主要从组织和制度、危机预警工作、危机处理工作、危机评估工作以及企业恢复工作五个方面提出了机制实施的建议。 第九章是结论与展望，主要对研究过程中的研究发现进行总结，对本研究的局限性进行说明，对后续研究工作进行展望。 本研究的创新之处有： （1）设计基于危机生命周期的企业竞争情报机制的基本模型。本研究在竞争情报理论、危机生命周期理论等的支持下，在分析模型的构成要素和借鉴当前相关研究成果的基础上，设计基于危机生命周期的企业竞争情报机制的基本模型。 （2）设计针对危机生命周期三个阶段的三种企业竞争情报机制。本研究在分析危机生命周期各阶段危机的特征和危机管理的主要任务的基础上，分别设计危机潜伏期的企业竞争情报预警机制、危机爆发期的企业竞争情报沟通机制以及危机平复期的企业竞争情报评估机制。 （3）提炼基于危机生命周期的企业竞争情报机制实施主要影响因素的公因子。本研究采用问卷调查法获取机制实施影响因素的相关数据，采用因子分析方法对数据进行处理，提炼基于危机生命周期的企业竞争情报机制实施主要影响因素的公因子。
英文摘要：	The acceleration of economic globalization makes the dependence and association of all stakeholders of business activities in the market become increasingly complex and diverse. Meanwhile, competitive environment which enterprises face also reflects the characteristics of fluctuation and uncertainty. Hence, it can be considered that crisis has become “normality” in an enterprise. For example, a scholar in America has conducted a survey of executives of Fortune 500. Then the survey shows that 80% of respondents agreed that modern enterprises face a crisis, like the face of death and tax, has become an inevitable fact. Enterprises can never avoid any possible product, price, personnel, information, finance, credit and other crises. Coca-Cola poisoning, Sanlu milk powder incident, the crisis in the financial turmoil and many cases of crisis management provide a vivid material for the research of enterprise crisis management. Therefore it can be seen that the improvement of the efficiency of crisis management has become an unavoidable topic for a company. The functions of competitive intelligence such as environment monitoring, market early warning, and rival analyzing help the enterprises in the dynamic competitive environment to discover the changes in the competitive environment and the developments of competitors, to prevent the corporation being attacked, to strengthen the enterprise’ abilities of preventing and responding to crisis. So it can be said that competitive intelligence helps enterprises develop risk management. The study on enterprise competitive intelligence mechanism based on crisis life cycle is issue-oriented. The issue is the use of competitive intelligence to help enterprises solve the crisis. Its research logic is as follows. At first, it designs an enterprise competitive intelligence mechanism model based on the crisis life cycle. Then three enterprise competitive intelligence mechanisms are designed, which are the pre-warning mechanism of enterprise competitive intelligence at the time of crisis latency, the communication mechanism of enterprise competitive intelligence at the time of crisis outbreak, and the evaluation mechanism of enterprise competitive intelligence at the period of crisis removement. At last, seven key impact factors which determine success or failure of mechanisms are discoved. Correspondingly, some countermeasures and suggestions are given.This research has important theoretical and practical significance. Not only can it form a systematic enterprise competitive intelligence theoretical system based on crisis life cycle to expand the study areas and application fields of competitive intelligence, but also can it guide the enterprise risk management and competitive intelligence practice to enhance the corporations' capacity to deal with crisis. In the study, some research methodologies have been used, for example, questionnaire survey method, case study method, literature survey method, and so on. Factor analysis has been used to process data. The dissertation has been divided into nine chapters. Chapter one is introduction. Background, objectives, and significance of the study are analyzed. Furthermore, Thought, framework, methodology, and innovation of the study are introduced. Chapter two is review on relative theories and literatures. Domestic and abroad studies are analyzed by the method of literature survey, in order to disclose the main contributions and problems existing in the present researches, and locate this study. Chapter three is enterprise competitive intelligence mechanism model based on the crisis life cycle. Model is designed based on the analysis of model’s key elements and present researches.Then characteristics, functions of model are discussed. Chapter four is the pre-warning mechanism of enterprise competitive intelligence at the time of crisis latency. The characteristics of crisis and the main tasks of crisis management in this stage are analyzed. Then the mechanism is designed on the basis of case study on Huawei Technologies Co., Ltd.’s bribe disturbance overseas. Chapter five is the communication mechanism of enterprise competitive intelligence at the stage of crisis outbreak.The features of crisis and the major tasks of crisis management in this time are analyzed. Then the mechanism is designed on the basis of Sino-American Tianjin Smith Kline & French Laboratories Ltd.’s PPA crisis incident. Chapter six is the evaluation mechanism of enterprise competitive intelligence at the period of crisis calm.The characteristics of crisis and the principle tasks of crisis management in this stage are analyzed. Then the mechanism is designed on the basis of Apple, Inc.’s failures and successes events. Chapter seven is the key impact factors’ analysis. According to the above study, it forms a key impact factor collection. Then survey and factor analysis are used respectively to collect sample date and process it, for the sake of obtaining the key impact factors. Chapter eight is counterplan and advice. Some countermeasures and suggestions on mechanism execution are put forward from the aspects of key impact factors. Chapter nine is conclusion and outlook. Some findings are summarized, and some limitations of the study are illustrated for the further study. The innovations are following. The first is the design of enterprise competitive intelligence mechanism model based on the crisis life cycle. On the basis of theories such as crisis life cycle, competitive intelligence, the author analyzes the model’s elements and designs this model by referring on the present studies. The second is the design of three enterprise competitive intelligence mechanisms in view of three stages of life cycle. The three mechanisms are designed in foundation of analysis on crisis features and the main tasks of crisis management in every stage of crisis life cycle. The third is acquirement of the key impact factors on mechanism implementation. Sample data is gathered by the method of survey. Seven key impact factors are found out by the method of factor analysis and some countermeasures and suggestions are given.
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