以中国上市公司跨行业转型成功与失败的典型个案

-118-:**:,,:,,:,,,,,,,1998,;1999100,,2000,,2001,2002,,,,199720036,670,(1259)53.2%,,,,2090,,,,,,(MichaelPoter),:-119-()20041,,,,,,,,:,(Ohmae),,,;;;(Hamel)(Prahalad),,(JamesMar2tin):,,,,(RichardFoster)S;(MichaelL.Tushman),(JonathanD.DayMichacljung),,,,,(StephenChen)CEORefresher,,,:;;,(William)(Hans)1964,,:,;,;,(R.Mehr)(B.Hedges)RiskManagement:ConceptandApplications,,:,;,,()1959,(Penrose),,,,(GeorgeB.Richard2son)19601972,(RichardNel2son)(SidneyWinter)1982,(BirgerWernerfelt)1984,(Prahalad)(Hamel)1990,:(1),;(2);(3)-120-2,,,,,(),(),,(1)(2000),,,(2)(1999),,(EPS),(3)(1999),;(2001);(2001),,(4)(2001),,,,(2002),,,,(2001),,,,,,,,,,,(),1A,,,B,B1,1,2,2,,1:-121-()200412,2,B,B1,2,2,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,(1,2),,,,,,,,,:(),,:=+,,;,,,,1993199865,,,,,,,,1999,199910,-122-,2000,,200256.32%,65.43%,,,20024,,,,,,,,20036,1259,3670,53.2%,1.,,,,,(600078),,19946,1997535001998,,,,,,,,2001313,20016,,,,,,,2.,,,,,,(600300),23000,,85%,,,,,82473,,,,55.1,1.13.,,,,(600200),,,,,,,78%,42001,64,200537,:-123-()20041,,,,(),,;,;,1.,,,(600166),1989,,19941,,,,1996,1001998,,1999,,,,,,,,2000,,2002,,20033,2,,,,(),,,,,2002,,,,,,,,2.,,,,(600886)1996128,1997,1.0031.186,45.6%35.03%,,,19996800,0.24,20010.14,,,,,19961997,1998,,,,1999,,2002428,(),16223.44-124-,3:(57.58);()(50%)(50%)(30%);20029,,;,,,,,3.,,,(600190)2001,,,,,,,,,,,4.,,,,,,;,,,200130,3000,11,PC,,PC,,PCPDA,PDAIT,PC5.,:,,,,,STPT,,,;,,,(000518)1998,,9,199810,20%,,,,,PTST,20014500A,,,,6.,,,:-125-()20041,,,,,1992,97%,3%,,,,(,),,:,,?,???,():1913,1993,199456,628,A(000570),,1999,2000100,,,,-0.072000,[phone]%,,,20016CNNIC,20005()1.6,1,62.5%,20002900,33%,,,,,,2001584.6?:,,,,,,19972001:1.761.170.990.39-3.8,:,,,,20006534%-126-,,,80,140,7000,,,,,,,,,,():1987,21100,20,(600770)1995528200129712.51,4172.91,7.09%,,,,1998,3264,51%,;1999,8848,;,;2000,1400;2646.4,;,InternetE2000;23,2001,6000;4;;10,CPU,,IT,,?,,,,,,,,,,,,,,,,,():(000525),(),,,1958,4,,:-127-()200411997,1998,29.95%,,,19992--5,,12,,2000?,,,,,,,,,,,,,20%,,,,,,HERBETSBASFDOUP-ONTICI,181000,,,(),,,,:,,,,,;,,,,,31.:,,,,,,(000711)200010,49.50%,,2000,IT,2.:,,,,,,,-128-,,,,,,,PT(000003),,,,,,,,200159,3PT3.:,,,,,,,(000885),,,17,,,,,,,4.:,,,,,2090,TCLIT,5,,IT,ITIT,,,,IT,IT,IT,IT(),:,,,,;,,;,,,,,,,,:1.,,,,2.,,:-129-()20041:;,;,3.,,,;,,,,,,;,,(RalphBiggadike,1979),78,,,4.,,,,,,,,,,,,,,,,,,,,(:,,,;,;:)(1)Christensen,ClaytonM.,ThePastandFutureofCompetitiveAdvantage,SloanManagementReview42,No.2(winter2001).(2)Linsu,Kim,ImitationtoInnovation:TheDynamicsofKorea’sTechnologicalLearning,Boston,HarvardBusinessSchoolPress,1997.(3)JeffreyP.ShayandFrankT.,Rothaermel,DynamicCompetitiveStrategy:Towardsamulti-perspectiveConceptu2alFrameworkLongRangePlanning,vol.32,No.6,99.559to572,1999.(4)[]:,,2001(5)[],:,,2000(6)[]():8step,,1998(7):,,2000(8):,,20015(9):,,20016(10):,,20016(11):,,2003(12)::,,200172(13):,,20018(14):,,2002-156-MANAGEMENTWORLDOriginalName:ADMINISTRATIVEWORLDLiKemuTianYuan,HeShaohua,LuJian&JiangDongshengXieYueGaoYanjingDevelopmentResearchCentreoftheStateCouncil,P.R.C.No.8Dazhongsi,Donglou,Beijing,China(010)6211223562115760EditorinChief:ViceChief-Editor:GeneralEditor:President:Sponsor:Add:Tel:encouragedandledthereformofownershipsysteminrural-townshipenterprises,resultinginthisreformcharacterizedbybeingspurredfromtoptobottom,notinconformitywiththeformermain2streampointsofview-theconclusionthatthereformhasbeenpromotedfrombellow;(2)afterthereform,theselectionofmodesofenterprises’ownershiprighthasobviouslythefeaturesofthelocalgovernment,theformermanagerandthestaffoftheenterprisethathasbeenreformed,andallthevillagershavingattendedaneaglesversuspigeonsgame,andtheoutcomeofthecompetitionbetweenthelocalgovernmentandtheformermanageristhemaindecisiveforceintheselectionofconcretemodesofenterpriseownershipafterthereform,leadingtothefactthatthetownshipgovernmentandtheformermanagerstogetherhavecontrolledthesystemreformofruraltownshipenterprises,leavingonlyparticipationrightfortheordinarystaffandworkers;(3)bothruraltownshipgovernmentsandenterprisemanagershavenomotiveforcefortheselectionofthecooperativejointstocksystem;(4)staffandworkersofenterprisesarenotveryenthusiasticaboutwhethertheywillholdshare,andwhethertheycanisdeterminedbymanyfactors;(5)staffandworkersofenterpriseshaveaffirmedtheprogressmadebyreformedenterprisesintermsofencouragingmechanism,decisionmakingsystemandmanagementsystem;(6)theimpactofshareownershipuponenterpriseproductivityisnotobvious,whichindicatesthatthestructureofshareownershipstructureisonlyanessentialcondition,butnotthenecessaryandsufficientconditiontoraiseproductivity,norisitthelogiccauseforthedestinationofreformbeingthatmanagersshouldholdmostshares;(7)reformedenterprises,especiallythoseinwhichmanagersarethemainshareholders,havemadeapositiveimpactonemploymentandenterprise’slong-terminvestment,andthesystemreformhaspropelledtheraiseofenterprisemanagementlevelandmarketcompetitiveness.Companies’Inter-tradeTransformation:anAnalysisofitsCharacteristicsandRiskControlbyLiLianshuiandotherwritersTransformationisasignificantstrategicbehaviorforacompanytoacquire