Andrews [4] SWOT Andrews

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1 DOI: /j.cnki.cn /f ,2 2 (1., ; 2., ),,,, ; ; [1] [2] Ansoff [3] Ansoff 1 Andrews [4] SWOT Andrews (2006JDXM133); ( ; ); (HB11YJ049); ( ),, ;, 1, ( [19]) MANAGEMENT REVIEW Vol.24 No

2 Porter [5] IO RBV IO Porter [6] Porter 1980 RBV Barney [7] Peteraf Barney [8] RBV Peteraf Barney [8] RBV Kay [9] Grant [10] RBV Miller [11] RBV VRIN [12] RBV Hall [13] Porter Hall [14] Kim Mauborgne [15,16] 164 Vol.24 No

3 1 Kim Mauborgne [15 16] Kim Mauborgne Kim Mauborgne Kim Mauborgne RBV [15 16] 2 RBV Wernerfelt [17] 1990 RBV Barney [7] VRIN Peteraf [18] RBV RBV Peteraf Barney [8] RBV Peteraf Barney [8] RBV RBV [19] RBV RBV 3 IO Porter [20] Christensen [21] D Aveni [22] 1 IO Porter [20] MANAGEMENT REVIEW Vol.24 No

4 Porter Porter Porter [20] [23] 1996 Porter Porter Porter [20] 2 Christensen [21] Christensen [21] [21] Christensen Christensen Christensen [21] 3 IO RBV D Aveni [22] D Aveni [24] D Aveni [22] 166 Vol.24 No

5 D Aveni D Aveni 4 RBV [25] 1 Porter IO Barney Chen [26] 2 [27] D Aveni [22] [12] Porter [1] 1,,, Barney, :,, ( ) 1 MANAGEMENT REVIEW Vol.24 No

6 [24] 2 3 Burgelman [28] [29] DRAM 4K 256K 5 DRAM DRAM 4K 16K DRAM 16K DRAM 256K CMOS DRAM DRAM DRAM DRAM % DRAM K NMOS DROM -2% 64K 4% % 84% 3 2 [28] [29] 3, [28] [29] 168 Vol.24 No

7 Burgelman [28] [29] RBV VRIN D Aveni [27] [1] Hill C. W. L., Jones G. R. Strategic Management Theory: An Integrated Approach 3ed[M]. Boston: Houghton Mifflin, 1995 [2],.,,. : [M]. :, 2009 [3] Ansoff H. I. Corporate Strategy[M]. New York: McGraw Hill, 1965 [4] Andrews K. The Concepts of Corporate Strategy[M]. Homewood. IL: Dow Jones-Irwin, 1971 MANAGEMENT REVIEW Vol.24 No

8 [5] Teece D. J., Pisano G., Shuen A. Dynamic Capabilities and Strategic Management[J]. Strategic Management Journal, 1997,18(7): [6] Porter M. E. Competitive Advantage: Creating and Sustaining Superior Performance[M]. New York: The Free Press, 1985 [7] Barney J. B. Firm Resources and Sustained Competitive Advantage[J]. Journal of Management, 1991,17(1): [8] Peteraf M. A., Barney J. B. Unraveling the Resource-based Tangle[J]. Managerial and Decision Economics, 2003,24(4): [9] Kay J. The Foundations of Corporate Success[M]. Oxford: Oxford University Press, 1993 [10] Grant R. M. Contemporary Strategy Analysis: Concepts, Techniques, Applications 2nd ed[m]. Cambridge, MA: Basil Blackwell, 1995 [11] Miller D. An Asymmetry-Based View of Advantage: Towards an Attainable Sustainability[J]. Strategic Management Journal, 2003, 24(10): [12],. [J]., 2010,32(3):1-10 [13] Hall R. A Framework Linking Intangible Resources and Capabilities to Sustainable Competitive Advantage[J]. Strategic Management Journal, 1993,14(8): [14] B,.,. [M]. :, 2004 [15] Kim W. C., Mauborgne R. Value Innovation: The Strategic Logic of High Growth[J]. Harvard Business Review, 1997,75(1): [16] Kim W. C., Mauborgne R. Blue Ocean Strategy: How To Create Uncontested Market Space and Make the Competition Irrelevant[M]. Boston, MA: Harvard Business School Press, 2005 [17] Wernerfelt B. A Resource Based View of The Firm[J]. Strategic Management Journal, 1984,5(2): [18] Peteraf M. A. The Cornerstones of Competitive Advantage: A Resource-based View[J]. Strategic Management Journal, 1993,14(3): [19] Bingham C. B., Eisenhardt K. M. Position, Leverage and Opportunity a Typology of Strategic Logics Linking Resources with Competitive Advantage[J]. Managerial and Decision Economics, 2008,29(1): [20] Porter M. E. Towards a Dynamic Theory of Strategy[J]. Strategic Management Journal, 1991,12(special issue): [21] Christensen C. M. The Innovator s Dilemma: When New Technologies Cause Great Firms to Fail[M]. Boston, MA: Harvard Business School Press, 1997 [22] D Aveni R. A. Hypercompetition: Managing the Dynamics of Strategic Maneuvering[M]. New York: The Free Press, 1994 [23] Porter M. E. What is Strategy[J]. Harvard Business Review, 1996,74(6):61-79 [24] Brown S. L., Eisenhardt K. M. Competing on the Edge: Strategy as Structured Chaos[M]. Boston, MA: Harvard Business School Press, 1998 [25] Priem R. L., Butler J. E. Is the Resource-Based View a Useful Perspective for Strategic Management Research[J]. Strategic Management Journal, 2001,26(1):22-40 [26] Chen M. J. Competitor Analysis and Interfirm Rivalry: Toward a Theoretical Integration[J]. Academy of Managemenl Review, 1996, 21(1): [27],. [M]. :, 2003 [28] Burgelman R. A. Fading Memories: Towards a Process Theory of Strategic Business Exit in Dynamic Environments[J]. Administrative Science Quarterly, 1994,39(1):24-56 [29] A.. [M]. :, 2004 Two Interrelated Perspectives of Competitive Advantage: Connotation Representative Studies and Basic Unit of Analysis Zhang Jingwei 1 2 and Wang Yingjun 2 (1.School of Economics and Management Yanshan University, Qinhuangdao ; 2.Business School Nankai University, Tianjin ) Abstract: Competitive advantage is at the core of strategic management research. But extant literatures look at competitive advantage from different perspectives and use its meaning differently, resulting in different unit of analysis. Looking at the construct from two interrelated perspectives, this paper reviews relevant representative literature, proposes product as the basic unit of analysis and provides relevant analytic logic. In this way, we hope to promote the integration of different perspectives of competitive advantage research in a new way. Key words: competitive advantage, two interrelated perspectives, unit of analysis, connotation 170 Vol.24 No