大陆市场环境策略导向绩效模式之影响以台湾味...

143TheImplicationofEnvironment-Strategy-PerformanceModelinChina—ACaseStudyofTaiwaneseVedanEnterpriseCorporation13(performance)——TanandLitschert(1994)LuoandPark(2001)(analyzer)————AbstractThispaperexaminestheimplicationofrelationshipbetweenAnalyzerstrategyorientationandcorporateperformancetomultinationalbusinessesinChinesedynamicmarket.AcasestudyofTaiwanesecompany,VedanEnterpriseCorporationwhichhas13-years-operation-experienceinMainlandChina,isgiven.Manytheoriesandliteratureshavebeenaddressedonexternalandinternalenvironmentanalysis,becauseitofferscompany’sopportunities,threats,strength,andweaknesstostrategyformulation.Whileorganizationalobjectivesandstrategyarecreated,corporationachieveshigherperformancethroughstrategyimplementation.Then,therelationshipofenvironment-strategy-performancebecomescauseandeffect;thesethreeareinteractive.TanwithLitschert(1994)andLuowithPark(2001)haveseparatelystudied180localcompaniesinelectricindustryand500multinationalbusinesses;thosepursuedinternalmarketexpansioninhighlyuncertaininvestmentenvironmentandnewemergingChinesemarket.Theydiscussedhowdifferentstrategyorientations144affectorganizationalperformance.TheirresearcheswerealsoconcludedthatAnalyzerstrategyorientationfitsChineseemergingmarketdevelopment.Inotherwords,multinationalbusinessesinChinesemarketshouldadoptAnalyzerstrategyorientationtogetindustrialsuperiorprofit.ThisresearchisconsideredapplyingVedancasetomanifesttherelationshipofdynamicenvironment,Analyzerstrategyorientation,andindustrialsuperiorperformance.However,Vedan’sperformanceisfairlybelowtoindustrialaverage.Accordingly,thispaperpointsoutthatthequantitativeresearchmethodssimplifiedtheenvironment-strategy-performancemodelandindicatesthattherelationshipofdynamicmarket,Analyzerstrategyorientation,andhigherperformanceisnotalwayspositiverelated.Keywords:environment,strategyorientation,performance,casestudy145(strategyformulation)(strategyconfiguration)(strategyimplementation)(fundamentalframework)(posture)Rumelt,1980;Hax,1990HaxandMajluf(1988)(normativemodel)(complexity)(dynamism)(hostility)(MillerandFriesen,1983;Hax,1990)(performance)————TanandLitschert(1994)LuoandPark(2001)(analyzer)——(Duncan,1972;VekatramanandPrescott,1990;Carpano,Chrisman,andRoth,1994;HendersonandMitchell,1997)TanandLitschertLuoandPark——1.GinterandDuncan(1990)Duncan(1972)(Scott,1987;TanandLitschert,1994)DessandBeard(1984)(munificence)DessandBeardTanand146Litschert(1994)LuoandPark(2001)2.19601980(I/Omodel)(Hitt,IrelandandHoskisson,1997)(strategic-choiceperspective)Miles,Snow,Meyer,andColeman(1978)(defender)(reactor)(adaptivecycle)Miles,Snow,Meyer,andColemanMiles,Snow,Meyer,andColeman(balance)147LuoandPark(2001)LuoandParkTanandLitschert(1994)500180LuoandParkTanandLitschert13(Eisenhardt,1989)CampellandStanley(1963)(RobeyandNewman,1996)TanandLitschert1.148TanandLitschertLuoandPark(analyzer)TanandLitschert(1)14992(balance)150OEMOEMnicheanandLitschertLuoandPark3-4anandLitschertLuoandParkanandLitschertLuoandPark151anandLitschertLuoandParkanandLitschertLuoandParkanandLitschertLuoandPark1.Campell,D.T.andStanley,J.C.(1963),ExperimentalandQuasi-ExperimentalDesignsforResearch,Rand-McNally,Chicago,III2.Carpano,Claudio,Chrisman,JamesJ.andRoth,Kendall(1994),“InternationalStrategyandEnvironment:AnAssessmentofthePerformanceRelationship,”JournalofInternationalBusinessStudies,3rdQuarter,639-6563.Dess,GregoryG.andBeard,DonaldW.(1984),“DimensionsofOrganizationalTaskEnvironments,”AdministrativeScienceQuarterly,29,52-734.Duncan,RobertB.(1972),“CharacteristicsofOrganizationalEnvironmentsandPerceivedEnvironmentalUncertainty,”AdministrativeScienceQuarterly,17,313-3275.Eisenhardt,K.M.(1989),“BuildingTheoriesfromCaseStudyResearch,”AcademyManagementReview,14,532-5506.Ginter,PeterandDuncanJack,(1990),“MacroenvironmentAnalysis,”LongRangePlanning,December7.Hax,ArnoldoC.(1990),“RedefiningtheConceptofStrategy,”PlanningReview,May-June8.Hax,ArnoldoC.andMajluf,NicolasS.(1988),152“TheConceptofStrategyandtheStrategyFormationProcess,”INTERFACE,18:3,May-June,99-1099.Henderson,RebeccaandMitchell,Will(1997),“TheInternationalofOrganizationalandCompetitiveInfluencesonStrategyandPerformance,”StrategicManagementJournal,18(SummerSpecialIssue),5-1410.Hitt,M.A.,Ireland,R.D.&Hoskisson,R.E.(1997)StrategicManagement:CompetitivenessandGlobalization,WestPublishingCompany:St.Paul11.Luo,YadongandPark,SeungHo(2001),“StrategicAlignmentandPerformanceofMarket-SeekingMNCsinChina,”StrategicManagementJournal,22,141-15512.Miles,Raymond,Snow,Charles,Meyer,AlanandColeman,Henry(1978),“AStrategicTypologyofOrganizations,”AcademyofManagementReview,July13.Miller,DannyandFriesen,PeterH.(1983),“Strategy-MakingandEnvironment:TheThirdLink,”StrategicManagementJournal,4,221-23514.Park,SeungHoandLuo,Yadong(2001),“GuanxiandOrganizationalDynamics:OrganizationalNetworkinginChineseFirms,”StrategicManagementJournal,22,455-47715.PearceII,JohnA.andRobinson,RichardB.(2000),“CultivatingGuanxiasaForeignInvestorStrategy,”BusinessHorizons,January-February,31-3816.Robey,DanielandNewman,Mi