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论文编号：	99
作者编号：	043115
上传时间：	2009/1/7 9:03:57
中文题目：	基于“察觉——动机——能力”架
英文题目：	Study Diversification on “Awa
指导老师：	王迎军
中文关键字：	多元化;察觉——动机——能力;护
英文关键字：	Diversification;Awareness-Moti
中文摘要：	多元化是企业成长到一定阶段的一种极具诱惑的选择。20世纪90年代以来，多元化已成为各国企业成长的重要途径之一；另一方面，从上世纪80年代以来，在欧美同时出现了一股反多元化经营的势头。在国内，多元化经营的实践也是潮起又潮落，几番轮回，人们在“不要将你所有的鸡蛋都放在一个篮子里”和“你只有一双手，提不起十个篮子”之间俳徊。在学者们当中，存在两种截然不同的观点：一种观点认为多元化经营可以规避风险，实现资源共享，产生1+1>2的效果；另一种观点认为企业开展多元化经营会造成人、财、物等资源分散，管理难度增加，效率下降。迄今为止，大部分的研究都在谋求得出一种绝对的结论，即“多元化是普遍有益还是普遍有害”。 本研究认为，企业发展战略是权衡企业能力和资源、外界经济环境存在的机会、管理者的个人欲望以及企业的社会责任等方面的结果。从涵盖的内容来看，企业发展战略包括产品战略和区域发展战略，其中产品发展战略包括主导产品发展战略和多元化发展战略。从战略管理的过程来看，企业战略包括战略分析、战略制定和战略实施。多元化战略属于战略制定中的公司层战略，其基本特征是企业在权衡企业能力、企业风险和企业利润的基础上，寻求企业能力与市场机会的最优组合。多元化战略是企业产品经营和资本经营的综合体现，是企业内部管理型战略和外部交易型战略共同作用的结果。 通过对已有文献的回顾，本研究梳理了关于多元化战略的概念、分类、度量、动机和绩效等方面的观点，认为：多元化战略是指企业在经营实践中，跨越一个以上产业的产品或服务进行经营或拓展的战略行为，其结果是企业的经营活动分布于多个产业；根据企业多元化经营的程度可以分成专业化经营、主导经营、相关多元化经营和不相关多元化经营几种形式；研究企业多元化经营动机和绩效的学者非常之多，而结论也莫衷一是，充分说明多元化经营现象的纷纭繁杂。多元化是企业持续经营、不断成长的结果，但是，企业为什么要走向多元化？企业的多元化战略是如何形成的？这其中的逻辑结构如何？现有文献基本上没有涉及。因此，本文借鉴陈明哲等在竞争互动研究中所采用的察觉——动机——能力架构来审视企业多元化战略的形成过程，以进一步探讨多元化企业如何管理各业务单位，才能达成效率最大化的初衷。 本研究认为，资源利用情况、成长的冲动、价值创造的洞见、经营风险、产业融合、管理者的个人因素等构成企业多元化经营的察觉；相应地产生多元化的动机，主要包括充分利用未尽资源、追求规模经济和范围经济、节约交易成本、分散经营风险、逃避政府管制和管理者效用最大化等；在动机的作用下，企业有意识地蓄积多元化经营的关键能力，包括核心能力、价值创造能力、资源外取和战略联盟。一旦具备相应的能力，企业就会实施多元化战略并有可能获得成功。 对两个案例公司进行的详细研究，基本上验证了“察觉——动机——能力”架构研究企业多元化战略的有效性；在综合比较分析的基础上，本研究对该架构的不足之处进行了修正和完善，认为：企业内部、外部和管理者个人因素等多元化察觉一方面引起多元化动机，另一方面多元化察觉和多元化动机一起指导企业的组织设计，从而保证企业战略的一致性，并由长期保持一致的战略监控企业内部的多元化能力培养，最终形成母公司的护佑优势，拥有护佑优势的母公司，其多元化行动能够得到成功。
英文摘要：	Diversification is a very tempting options for these firms which already grown to a certain stages. Since the 1990s, diversification has become an important ways for enterprises to grow up. On the other hand, from the 1980s, there has been an anti-diversified stream both in the Europe and the United States at the same time. In China, diversification also goes through a variety of up and down. Entrepreneurs are hesitated between the two opposite’s views for “Don't put all your eggs in one basket” and “You only have a couple of hands, so it’s impossible to catch ten baskets simultaneous. Among the scholars, there are two completely different views: One view is that diversification can avoid risks and achieve resource sharing, which generates a result for 1+1>2; another view believed that diversification will lead to the dispersive human resource, financial capital and materials, which will result in increased management difficulty and inefficiency. So far, most of the researches are seeking to an absolute conclusion that “Does diversification is generally beneficial or harmful in general?” This study believed that the purpose of firm development strategy is to balance enterprise capabilities and resources, opportunities exist in the external economic environment, the administrator’s individual desire, as well as corporate social responsibility. From the horizontal point, enterprise development strategies including product strategy and regional development strategies. Further, product development strategies including product-leading development strategy and diversification strategy. From the vertical perspective, firm strategy including strategic analysis, strategic formulation and implementation of the strategy. In the process of strategic formation, diversification strategy belonging to the firm-level strategy, the basic characteristics is to seeking the optimal combination of market opportunity and firm capabilities, which should on the basis of the balance in the firm ability, risks and profit. Diversification strategy is the best display between the product and capital operation, also is the outcome between the internal strategies and external trading strategy. According to the prior literatures, this research summarizes the concept, classification, measurement, motivation and performance of the diversification strategy. We believed that, diversification strategy means that enterprises operate product and service more than one industry, with the result that the company’s operations located in a number of industries; We could classify the diversification strategy into four types of specialization, leading operators, relevant diversification and irrelevant diversification according to the diversified degree. There are lots of studies for this area, but no consistent conclusions are fully agreed. Diversification strategy is the natural outcome during the process of firm grown-up. Therefore, which leads to the following questions: why the business to diversify? How business diversification strategy is formed? What is the logic for this proposition? Basically, the existing literature does not address. Therefore, this paper borrow Ming-Jer Chen’s awareness-motivation-capability framework which prior use in the dynamic competition study to analysis the formation of firm’diversification strategy. We also want to explore how diversified company to manage their strategic unit business to obtain the maximized efficiency. This study believes that the resources deployment, the impulse to growth, value creation insight, operational risks, industry integration and managers personal factors constitute a diversified awareness; accordingly, firm generates motives for diversification, including use of slack resources, the pursuit of scale and scope economy, saving transaction costs, diversify risks, to avoid government regulation and maximize the effectiveness, and so on; In the role of motivation, firm will consciously accumulate the key capabilities, including core competence, value-creation capabilities, Outsourcing Strategy and strategic alliance. Once company owned those abilities, they will be implemented diversification and are likely to be successful. Based on the detailed case study, our study basically proofed the effectivity of Awareness-Motivation-Capability framework for the research to diversification strategy; Ground on the compared study for the two cases, we also make modification for this framework, in detail, we found a new framework which argue that on the one hand, firm internal, external and manager’individual factors will lead to the diversified motivation, on the other hand, diversified awareness and motivation will together guide enterprise’organizational design, so as to ensure firm strategy could inherit and engender the formation of parenting advantage. Finally, company who hold the parenting advantage will insure its’diversification strategy be successful.
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