全球价值网络下企业战略研究
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摘要
本文将全球价值网络理论运用于企业战略管理的研究中,目的是想建立起一种比较系统的、以价值创造为核心目标的现代企业战略管理理论,提供可行而有效的现代企业战略管理模式及战略的实施路径,使企业成为具有竞争优势的网络价值型企业。希望不仅对现代企业在全球价值网络的竞争环境下制定和实施企业战略具有一定的理论指导意义,而且具有较强的实践意义。
本文采用的研究方法主要是规范分析与实证分析相结合的方法。在规范分析中,本文在企业经济理论、价值网络理论、企业战略理论等相关理论基础上,借鉴和吸取国内外相关研究成果,结合中国企业在经济全球化和价值网络背景下面临的挑战,提出了网络价值型企业模式。对全球价值网络下企业战略的实现途径——企业内部整合与外部整合进行了分析,同时阐述了提升价值网络控制力与构建竞合文化支撑体系是全球价值网络下企业战略实施的重要保障。在实证分析中,主要运用了案例研究等实证研究方法。通过搜集相关资料,选取具有代表性的典型案例进行分析,从个性中总结归纳出共性,以印证本文的理论观点。
论文由以下八章内容组成：
第一章：导论。主要阐述了选题背景、研究目的与意义、国内外研究综述、研究思路与写作框架、主要内容、研究方法、可能的创新之处和不足之处。通过梳理前人研究成果,指出现有理论存在不足,认为在全球化的网络信息时代,全球经济一体化和网络经济的深入发展,企业面对信息技术的迅猛发展和顾客需求的个性化,如何采取正确的企业战略,是值得进一步探索的重要课题。
第二章：价值网络及其相关理论。首先从理论上综述了价值网络的概念及其特征,指出了价值链到价值网络的理论演进的路径。其次,论述了价值网络中的价值创造与分配。价值网络中的价值创造,可以用网络参与者的租金来表示,其来源由可占用的共有租金、内部准租金、溢入租金、溢出租金四个方面构成。而网络参与者获得可占用的共有租金份额的多少,则是由关键资源因素、产业和竞争等网络外部因素、内在的学习能力因素等决定。最后,通过梳理价值网络理论对传统战略理论的贡献后,发现价值网络背景下企业战略管理的发展呈现新的变化。
第三章：全球价值网络下企业的战略困境。首先从全球价值网络的概念及其特征入手,指出价值创造是企业经营的出发点和最终归属点。全球价值网络下企业价值创造的驱动因素包括顾客价值、核心能力、相互合作关系、价值网络的整合。与此同时,强调企业价值分配是由价值创造贡献决定的。其次,阐述了与传统环境不同的全球价值网络环境,指出当代企业经营环境发生了巨大变化,企业生存环境面临极大挑战。最后,在新形势下,中国企业面对困难和挑战,要突破产业链低端锁定,就要实行战略变革,改变现有的生存方式,加强合作,最终使企业成为网络价值型企业。
第四章：全球价值网络下企业战略构建。本章创新性地提出了全球价值网络下的企业战略模式——网络价值型企业,网络价值型企业模式主要表现在对战略制定、战略执行和战略支撑三大方面。在战略制定方面,要以价值创造为核心,以价值增长、顾客中心、突破边界为根本出发点。在战略执行方面,一是要搞好内部整合,二是要搞好外部整合。通过内外整合,实现区域领先和行业领头。要由市省领先到全国领先,进而全球领先；重点培养自己的品牌,逐步形成产品品牌、企业品牌、行业品牌,进而成为龙头企业。在战略支撑方面,一是要有强大的网络控制能力；二是要有浓厚的竞合文化氛围。同时,论述了网络价值型企业具有的特征及其核心能力所包括的内容。
第五章：全球价值网络下企业战略执行。这主要是通过产业链的整合来实现的。也就是说,全球价值网络下企业战略的执行,不仅要使该企业自身优化整合,还要在产业层面优化整合。首先,进行了产业链整合的分析,指出产业链整合是全球价值网络下企业战略执行的必由途径。接着从内外整合两方面进行探讨,即要在企业内部进行利益整合、业务整合、组织整合、资产整合；在企业外部进行更大范围的资源整合,包括正确选择合作伙伴、形成群体合作、融合各种资本、沟通社会公众等。
第六章：全球价值网络下企业战略支撑。本章主要从提升价值网络控制力和构建竞合文化及其体系两大方面论述其保障措施。提升价值网络控制力方面,首先要建立与完善价值网络的治理机制。一是改进动力机制,构建互惠的组织价值创造体系；二是建立学习机制,促进伙伴间信息与知识的共享；三是优化匹配机制,增强组织的适应性；四是提升信任机制,强化关系资产的专用性。其次要强化产业控制力。一是构建基于价值网络的企业竞争力；二是围绕价值贡献能力来打造价值网络；三是通过内外整合提升战略协同能力。最后要实现合作各方利益平衡。构建竞合文化及其体系方面,在阐述建立竞合文化的必然性和构建竞合文化的基本原则的基础上,提出构建竞合文化体系的步骤、模式及措施。
第七章：全球价值网络下章源钨业公司的战略构建与实践。在分析其竞争环境和竞争地位基础上,从战略目标、定位、网络结构及其网络能力等方面进一步分析了其战略模式在实践中的构建与运行。着重从围绕科技创新打造核心竞争力的内部整合,以及搞好分工协作实现优势互补的外部整合进行了分析,并从公司所取得的战略绩效印证了其实践网络价值型企业的竞争优势。
第八章：结论与展望。对本文的主要结论进行了总结,并针对研究中存在的不足,对未来的研究进行了展望。
本文的主要研究结论如下：
(1)全球价值网络下企业战略模式：网络价值型企业。在经济全球一体化和网络经济背景下,企业之间的竞争发生了根本性的变化。企业战略管理的主体已由单个企业变为与企业相关的整个网络系统；企业战略管理的性质从原来的静态、单向战略转向动态、互动战略；企业战略管理的重点从原来注重内部现有资源与外部环境的匹配趋向注重内部核心能力和外部资源能力的整合；企业战略管理的核心理念由传统的敌对竞争理念转变为共赢的合作竞争理念。企业在新的增长方式的内在要求和网络经济与全球化背景下,原来那种依靠规模和低成本优势已经无法适应新的环境了,中国企业要突破产业链低端锁定,就要设法占领产业链价值创造的制高点,使企业成为网络价值型企业。其战略就是要充分利用自身的独特能力(要素),在全球范围内,沿产业链进行资源整合,以获取企业的最大竞争优势,为利益相关者创造最大的财富(价值)。“网络价值型企业”,就是能够面对不断变化的环境,通过建设高效的战略网络,利用自身的独特能力(要素),在全球范围内沿产业链进行资源整合,创造最大价值的网络主导企业。全球价值网络下中国企业的发展最主要由三个最基本的要素决定：一是能否准确把握并适应全球化的环境发展趋势；二是内在驱动力是否强大；三是企业的价值网络整合与协调能力如何。全球价值网络下企业战略主要表现在对战略制定、战略执行和战略支撑三大方面。网络价值型企业具有链网优势的网络主导者、领袖风范的行业领导者、不断创新的区域领先者、治理科学的机制决策者、持续成长的市场开拓者、匹配环境的知识学习者等方面的特征。其核心能力包括网络整合力、企业技术力、企业文化力、企业市场力、计划控制力、战略洞察力。
(2)全球价值网络下企业的战略核心是价值创造。经济活动的本质就是不断地实现价值创造的过程,而所谓价值创造是指投入产出过程中使产出价值大于投入价值而实现价值增值。价值增值是企业生存和发展的根本。顾客是价值创造的出发点和归属点。网络价值型企业在竞争中合作、合作中竞争,能使公司价值创造的视野从公司内部扩大到价值网络成员之间,通过价值网络的有机整合,能够创造更多的价值。这首先体现在合作具有1+1>2的协同效应,同时避免或减少了重复投资的浪费；其次体现在合作能够创造价值增值机会,即通过合作创造新知识、新技术、新产品和新服务这种比合作前更高层次的创新活动而带来价值增值；最后还体现在合作使生产率水平得到进一步提高,因为合作有利于专业化分工的深入,并且使企业能够把有限资源集中于企业最擅长的核心业务上。网络租金实质上就是企业价值增值的一种表现形式。网络租金的增值效应主要源于网络资源的互补效应、知识学习与创新的外部效应、外部规模效应和市场控制势力放大效应。网络参与者的租金来源由可占用的共有租金、内部准租金、溢入租金、溢出租金四个方面构成。其中,可占用的共有租金获得份额的多少,是由关键资源因素、产业和竞争等网络外部因素、内在的学习能力因素等决定的。全球价值网络下企业价值创造的驱动因素更加强调顾客价值、核心能力、相互合作关系、价值网络的整合。
(3)全球价值网络下企业战略执行的关键在于内外资源的有机整合。要实现全球价值网络下企业战略,成为网络价值型企业,必须从内部整合和外部整合两大方面入手。内部整合包括利益整合、资产整合、业务整合、组织整合等内容；外部整合包括选择合作伙伴、形成网络群体、融合各种资本、沟通社会公众等内容。其中,选择合作伙伴十分关键,必须坚持适应、互补、兼容、信任、双赢五大原则。内部整合和外部整合不是相互割裂的,而是一个互动的有机整合过程,通过内外有机整合,使企业在全球价值网络下产业链分工更加突出自己的优势,能够占领产业链价值创造的制高点,进而主导产业链价值创造与分配。
(4)全球价值网络下企业战略支撑是价值网络控制力和竞合文化。要使全球价值网络下企业的战略得以切实执行,并取得好的战略效果,最为重要的是要提升企业价值网络的控制力和构建起企业竞合文化体系。通过建立与完善价值网络的治理机制、强化产业控制力、平衡合作各方利益来增强企业的网络控制力。竞合文化就是在合作中竞争、在竞争中合作,并更加注重主动寻求合作,以合作求生存、以合作谋发展的企业文化。其本质是顾客价值至上理念、互利共赢思想与团队精神的融合,是以团队精神追求整体效益最大化、以互利共赢思想谋求共存共赢共发展。即：竞合文化=顾客价值至上理念+互利共赢思想+团队精神。竞合文化体系除应具备一般企业文化的基本体系外,如价值层、制度层和行为层等,还必须根据价值网络和信息时代的特点,重点构建以下几种文化：一是融合文化；二是学习文化；三是愿景文化；四是制度文化。
(5)案例分析表明：企业要赢得竞争优势,获取好的经济效益,就必须重视价值创造,实现产业升级。章源钨业公司构建了一个融合培训、研发、采掘、生产加工、销售、投资、顾问为一体的良性互动的价值网络,完成了以“创造价值”为核心的业务框架的系统构造。其定位从一家以钨的初级化工冶炼企业转变为一家依靠科技投入自主创新为主、“政产学研”相结合、涵盖钨行业各个环节链条的综合性钨业企业。它以客户为中心,围绕客户的价值实现来建立公司的市场运作。其拥有较强大的网络管理能力及网络关系管理能力,使决策者在产业发展中一直保持着敏锐的分析和判断能力,较早地认识到高档高附加值产品在竞争中战略地位。通过合资、合作、交流等方式,先后与一批跨国公司和研究机构建立了国际战略联盟伙伴关系。特别是在经营中坚定地加大科技投入,掌握了国内或国际先进技术,向钨产业链高附加值的后端产品进发,创造了良好的经济效益,进一步提升了公司的盈利能力。
本文的可能创新之处：
(1)选择了全球价值网络下研究企业战略的新视角。在全球经济一体化条件下,企业所面临的经营环境正在经历着一场巨变。网络信息爆炸、数据库资源的共享,预示了未来企业所面临的不确定性因素将越来越多。本文针对全球经济一体化条件下企业经营环境的不确定性与复杂性,运用价值网络理论,把企业置于全球价值网络背景下研究其战略,指出价值创造为其战略核心。
(2)构建了全球价值网络下的企业战略模式。在对国内外相关理论研究文献进行梳理的基础上,结合全球价值网络下中国企业面临的机遇和挑战,构建起能够适应全球经济一体化外部环境更加复杂和不确定的企业战略模式,即：使企业成为“网络价值型企业”,以获得持续竞争优势。
(3)提出了实现“价值创造”为核心的企业战略实施途径。在网络经济背景下,竞争已经发展为企业合作网络之间的竞争,网络主导企业如何通过内外部整合,培育竞合文化,增强网络控制力,提高合作网络的整体竞争力,是企业战略实施的关键要素。
This thesis applies global value network theory to the research on enterprise strategic management, aiming at establishing a modern enterprise strategic management theory which is systematic and takes value creation as core objective, providing feasible and effective modern enterprise strategic management mode and the implementation approach of strategy, so as to make enterprises become network value type enterprises with competitive advantages. Hope to not only play certain theoretical guiding significance for modern enterprises formulating and implementing enterprises' strategies in the competitive environment of global value network but also play a powerful practical significance.
Research methods adopted in this thesis are mainly the method combining normative analysis with empirical analysis. In normative analysis, this thesis, on the basis of such theories as enterprise economic theory, value network theory, enterprise strategy theory, and etc., uses as reference and absorbs relevant domestic and foreign research results, combining the challenges confronted by Chinese enterprises under the background of economic globalization and value network, puts forward network value type enterprise mode. Analysis is carried out on the realization approach of enterprise strategy under global value network—internal and external integration of enterprises; meanwhile, indicate that to improve value network controlling force and establish support system of competition and cooperation culture is the important guarantee for the implementation of enterprise strategy under global value network. In empirical analysis, mainly adopted are empirical research methods like case study. Through collecting relevant data, analyze representative and typical cases, summarizing universality from individuality, so as to verify the theoretical perspectives of this thesis.
This thesis is comprised of the following eight chapters:
Chapter One:Introduction. Mainly elaborate background of topic, purpose and significance of research, domestic and foreign research review, research ideas and writing framework, main contents, research methods, possible innovations and shortcomings. Through sorting out the research results of predecessors, pointing out the shortcomings of current theories, it is considered that in the global network information era, with the deep development of global economic integration and network economy, how to adopt correct enterprise strategy when enterprises confronting with the rapid development of information technology and the individuality of customers'demand is an important topic worth further exploration.
Chapter Two:Value Network and Relevant Theories. First, summarize the concept and features of value network theoretically, indicating the theoretical evolution route from value chain to value network. Second, discuss the value creation and distribution in value network. Value creation in value network can be expressed with the rent of network participants, the source of which consists of common rent available to the occupied, internal quasi rent, spilled-in rent and spilled-out rent. While the share of common rent available to the occupied obtained by network participants shall be determined by key resources factors, network external factors like industries and competition, internal learning ability factors. Last, through sorting out the contribution of value network theory on traditional strategic theory, it is found that the development of enterprise strategic management shows new changes under value network background.
Chapter Three:Strategic Difficulty of Enterprises under Global Value Network. Firstly, starting from the concept and features of global value network, indicate that value creation is the starting point and final point of enterprise operation. Driving factors of enterprise value creation under global value network include customer value, core competence, mutual cooperation relationship and value network integration. Meanwhile, stress that enterprise value distribution is determined by value creation contribution. Secondly, explain the global value network environment different from traditional environment, stating the great changes taken place in the operation environment of modern enterprises and the tremendous challenge of enterprise survival environment. Finally, under new situation, the difficulty and challenge confronted by Chinese enterprises; to breakthrough the lock of low end industry chain is to carry out strategic reform, change existing survival mode and strengthen cooperation, so as to make enterprises become network value type enterprises.
Chapter Four: Enterprise Strategy Establishment under Global Value Network. This thesis innovatively puts forward enterprise strategic mode under global value network——network value type enterprises. Network value type enterprise mode mainly manifests in such three aspects as strategy formulation, strategy implementation and strategy support. In the aspect of strategy formulation, take value creation as core, value increase, customer centered and border breakthrough as fundamental starting point. In the aspect of strategy implementation, do a good job in internal and external integration. Through internal and external integration, realize regional leadership and industrial lead. Develop from leading in the city and province to leading throughout the country, further leading globally; focus on cultivating self brands, gradually forming product brand, enterprise brand, industrial brand, and then become leading enterprises. In the aspect of strategy support, on one hand, powerful network control ability is needed; on the other hand, dense atmosphere of competition and cooperation culture is required. Meanwhile, discuss the features of network value type enterprises and the contents contained in the core competence.
Chapter Five:Enterprise Strategy Implementation under Global Value Network, which is realized through the integration of industry chain. i.e. the implementation of enterprise strategy under global value network achieves not only self optimization integration of enterprises but also industrial optimization integration. First of all, analyze the industry chain integration, indicating that industry chain integration is the inevitable course for implementing enterprise strategy under global value network. Then, discuss from the aspects of internal and external integration, i.e. in the enterprises are carried out interest integration, business integration, organizational integration and asset integration; outside the enterprises is carried out resources integration in a greater range, including correctly choosing cooperative partners, forming group cooperation, integrating various capitals, communicating with the public, and etc.
Chapter Six:Enterprise Strategy Support under Global Value Network. This thesis mainly discuss the guarantee measures from such two aspects as improving value network controlling force and establishing competition and cooperation culture and its system. As for improving value network controlling force, first, governance mechanism of value network shall be established and perfected.1. Improve dynamic mechanism and establish mutually beneficial organization value creation system;2. Establish learning mechanism and facilitate the information and knowledge sharing among partners;3. Optimize matching mechanism and strengthen organizational adaptation;4. Promote trust mechanism and consolidate the appropriability of relationship assets. Second, strengthen industrial controlling force.1. Establish enterprise competitiveness based on value network;2. Build value network centered on value contribution ability;3. Improve strategic coordination ability through internal and external integration. In the end, interest balance among all parties concerned in the cooperation shall be realized. As for establishing competition and cooperation culture and its system, on the basis of stating the necessity for building competition and cooperation culture and basic principles for establishing competition and cooperation culture, put forward the steps, mode and measures for establishing competition and cooperation culture system.
Chapter Seven:Enterprise Strategy Establishment and Practice of Zhangyuan Tungsten Industry Company under Global Value Network. On the basis of analyzing its competitive environment and position, further analyze the establishment and operation of network value type enterprises strategic mode in the practice from the aspects of strategic objective, positioning, network structure and network ability. Focus on the analysis of internal integration that creates core competitiveness centered by scientific innovation and internal integration that realizes complementary advantages through division of cooperation, and manifest the competitive advantage of practicing network value type enterprises from the strategic performance obtained by companies.
Chapter Eight:Conclusion and Prospect. Summarize the main conclusions in this thesis, and show the prospect on the future study towards the shortcomings in the study.
Main research results of this thesis are as follows:
(1) Enterprise Strategic Mode under Global Value Network:network value type enterprises. Under the background of global economic integration and network economy, fundamental changes have taken place in the competition among enterprises. The subject of enterprise strategic management has changed from single enterprise to the overall network system related to enterprises; the nature of enterprise strategic management has changed from the original static and one-way strategy to dynamic and interactive strategy; the focus of enterprise strategy management tends to focus on the integration of internal core competence and external resources capabilities from the original focus on the matching of internal existing resources and external environment; core concept of enterprise strategic management has changed from traditional hostile competition concept to the win-win cooperation competition concept. Under the background of intrinsic requirement of new growth pattern and network economy and globalization, the original way depending on scale and low cost advantage has been unable to suit new environment; to breakthrough the lock of low-end industry, Chinese enterprises shall try to occupy the commanding height of value creation of industry chain, making enterprises become network value type enterprises. The strategy is to make full use self distinctive competence (element), within global scope, implementing resources integration along industry chain, so as to acquire the greatest competitive advantages of enterprises, creating maximum fortune (value) for people related to interests."Network value type enterprises" are the network dominant enterprises able to face constantly changing environment, implement resources integration along industry chain within global scope and create maximum value through establishing efficient strategic network and making use of self distinctive competence (element). The development of Chinese enterprises under global value network is mainly determined by three fundamental elements:1. whether able to correctly grasp and adapt to the environment development trend of globalization;2. whether the internal driving force is powerful enough;3. how are the value network integration and coordination abilities of enterprises. Enterprise mode under global value network mainly manifests in such three aspects as strategy formulation, strategy implementation and strategy support. Network value type enterprises have such features as network leaders with chain network advantage, industry leader with leader demeanor, regional leader with continuous innovation, mechanism decider with scientific governance, market pioneer with constant growth, knowledge learner matching with environment. The core competence includes network integration, enterprise technical competence, enterprise cultural force, enterprise market force, planning controlling force and strategy insight.
(2) Strategic core of enterprises under global value network is value creation. The nature of economic activities is the process constantly realizing value creation. The so-called value creation is to make the output value larger than the input value so as to realize value appreciation in the process of input and output. Value appreciation is the fundamental for the survival and development of enterprises. Customers are the starting and final point of value creation. Network value type enterprises cooperate in competition and compete in cooperation, able to make the vision of company value creation expanding from internal company to value network members, and create more value through organic integration of value network, which first manifests in that cooperation has the synergistic effect of1+1>2, meanwhile avoiding or reducing the waste of repeated investment; second, manifests in that cooperation is able to create the opportunity for value appreciation, i.e. create new knowledge, new technology, new products and new service through cooperation, which is the innovative activities of higher level before cooperation, so as to bring value appreciation; finally manifests in that current cooperation makes production rate further improved, as cooperation is beneficial for the deepening of division of labor on the basis of specification and makes enterprises able to concentrate the limited resources on the core business which enterprises are good at. Network rent, in essence, is a manifestation of enterprise value appreciation. Value-added effect of network rent mainly originates from the complementary effect of network resources, external effect of knowledge learning and innovation, external scale effect and amplification effect of market control power. Rent sources of network participants consists of such four aspects as common rent available to the occupied, internal quasi rent, spilled-in rent and spilled-out rent, in which the share of common rent available to the occupied obtained by network participants shall be determined by network external factors like key resources factors, industries and competition and internal learning ability factors. Driving factors for value creation of enterprises under global value network pay more attention to the integration of customer value, core competence, mutual cooperative relationship and value network.
(3) The key to the strategy implementation of enterprises under global value network lies in the organic integration of internal and external resources. To build favorable network value type enterprises shall start with internal and external integration. Internal integration includes interest integration, asset integration, business integration, organizational integration, and etc.; external integration includes choosing cooperative partners, forming network group, integrating various capitals, communicating with the public and etc., in which choosing cooperative partners is critical, and such five principles must be insisted as adaptation, complementation, compatibility, trust and win-win. Internal and external integration, instead of separated, is an interactive organic integration process. Organic internal and external integration makes enterprises highlight self advantages in the division of industry chain under global value network, able to occupy the commanding height of value creation of industry chain, so as to dominating the value creation and distribution of industry chain.
(4) Strategy support of enterprises under global value network is controlling force of value network and competition and cooperation culture. The most important thing to put the strategy of enterprises under global value network into practice and obtain favorable strategic effect is to enhance the controlling force of enterprise value network and establish competition and cooperation culture system of enterprises. Strengthen the network controlling force of enterprises through establishing and perfecting governance mechanism of value network, strengthening industrial controlling force and balancing interests of cooperative parties. Competition and cooperation culture is to compete in cooperation and cooperate in competition, as well as pay more attention to initiating in seeking for cooperation, pursuing the survival by cooperation, striving for development with cooperation. The essence is the concept of integration of customer value first, mutual benefit and win-win idea and team spirit, pursuing maximum overall efficiency with team spirit, striving for coexistence, win-win and common development with mutual benefit and win-win idea. i.e. competition and cooperation culture=concept of customer value first+mutual benefit and win-win idea+team spirit. Competition and cooperation culture system, besides basic system of general enterprise culture like value level, system level and behavior level, shall stress on establishing the following cultures according to the features of value network and information era:1. integration culture;2. learning culture;3. vision culture;4. system culture.
(5) Case analysis shows that enterprises must emphasize value creation and realize industrial upgrading to win competitive advantages and obtain favorable economic benefits. Zhangyuan Tungsten Industry Company establishes a benign interactive value network integrating training, R&D, excavation, production&processing, sales, investment and consultancy, having completed the system construction of business framework centered by "creating value", the positioning of which is a comprehensive tungsten industry enterprise relying on technology, focusing on independent innovation, combining "government, industry, scholar and research" and covering all the stage chain of tungsten industry. It is customer oriented, establishing company market operation via realizing customer value. It possesses powerful network management ability and network relationship management ability, making deciders keep keen analysis and judgment ability in the industrial development, early realizing the strategic position of the high-grade and high value-added products in the competition. Through joint capital, cooperation and communication, it has successively established international alliance partnership with a batch of multinational corporation and research institutions. In particular, it firmly increases scientific input in the operation, mastering domestic or international advanced technology, marching towards back-end products with high added value in tungsten industry chain, having created favorable economic benefits, furthering improved profitability of the company.
Possible Innovations of the Thesis:
(1) Choose a new perspective for studying enterprises strategies under global value network. Under the condition of global economic integration, operation environment confronted by enterprises are experiencing radical changes. Network information explosion and database resources sharing predict the increasing uncertain factors confronted by enterprises in the future. This thesis, in allusion to the uncertainty and complexity of enterprise operation environment under global economic integration, adopts value network theory, placing enterprises in the background of global value network to study the strategies, indicating that value creation shall be the strategic core.
(2) Establish enterprise strategic mode under global value network. On the basis of sorting out relevant domestic and foreign theoretical research literature, combining the opportunities and challenges faced by Chinese enterprises under global value network, establish enterprise strategic pattern able to adapt to more complex and uncertain external environment of global economic integration, i.e. making enterprises become "network value type enterprises", so as to obtain sustaining competitive advantages.
(3) Put forward implementation approach of enterprises strategies taking realization of "value creation" as core. Under the background of network economy, competition has developed into the one among enterprises cooperation network; it is the key factors for the implementation of enterprises strategies how do network dominating enterprises cultivate competition and cooperation culture, strengthen network controlling force and enhance overall competitiveness of cooperative networks through internal and external integration.
本文采用的研究方法主要是规范分析与实证分析相结合的方法。在规范分析中,本文在企业经济理论、价值网络理论、企业战略理论等相关理论基础上,借鉴和吸取国内外相关研究成果,结合中国企业在经济全球化和价值网络背景下面临的挑战,提出了网络价值型企业模式。对全球价值网络下企业战略的实现途径——企业内部整合与外部整合进行了分析,同时阐述了提升价值网络控制力与构建竞合文化支撑体系是全球价值网络下企业战略实施的重要保障。在实证分析中,主要运用了案例研究等实证研究方法。通过搜集相关资料,选取具有代表性的典型案例进行分析,从个性中总结归纳出共性,以印证本文的理论观点。
论文由以下八章内容组成：
第一章：导论。主要阐述了选题背景、研究目的与意义、国内外研究综述、研究思路与写作框架、主要内容、研究方法、可能的创新之处和不足之处。通过梳理前人研究成果,指出现有理论存在不足,认为在全球化的网络信息时代,全球经济一体化和网络经济的深入发展,企业面对信息技术的迅猛发展和顾客需求的个性化,如何采取正确的企业战略,是值得进一步探索的重要课题。
第二章：价值网络及其相关理论。首先从理论上综述了价值网络的概念及其特征,指出了价值链到价值网络的理论演进的路径。其次,论述了价值网络中的价值创造与分配。价值网络中的价值创造,可以用网络参与者的租金来表示,其来源由可占用的共有租金、内部准租金、溢入租金、溢出租金四个方面构成。而网络参与者获得可占用的共有租金份额的多少,则是由关键资源因素、产业和竞争等网络外部因素、内在的学习能力因素等决定。最后,通过梳理价值网络理论对传统战略理论的贡献后,发现价值网络背景下企业战略管理的发展呈现新的变化。
第三章：全球价值网络下企业的战略困境。首先从全球价值网络的概念及其特征入手,指出价值创造是企业经营的出发点和最终归属点。全球价值网络下企业价值创造的驱动因素包括顾客价值、核心能力、相互合作关系、价值网络的整合。与此同时,强调企业价值分配是由价值创造贡献决定的。其次,阐述了与传统环境不同的全球价值网络环境,指出当代企业经营环境发生了巨大变化,企业生存环境面临极大挑战。最后,在新形势下,中国企业面对困难和挑战,要突破产业链低端锁定,就要实行战略变革,改变现有的生存方式,加强合作,最终使企业成为网络价值型企业。
第四章：全球价值网络下企业战略构建。本章创新性地提出了全球价值网络下的企业战略模式——网络价值型企业,网络价值型企业模式主要表现在对战略制定、战略执行和战略支撑三大方面。在战略制定方面,要以价值创造为核心,以价值增长、顾客中心、突破边界为根本出发点。在战略执行方面,一是要搞好内部整合,二是要搞好外部整合。通过内外整合,实现区域领先和行业领头。要由市省领先到全国领先,进而全球领先；重点培养自己的品牌,逐步形成产品品牌、企业品牌、行业品牌,进而成为龙头企业。在战略支撑方面,一是要有强大的网络控制能力；二是要有浓厚的竞合文化氛围。同时,论述了网络价值型企业具有的特征及其核心能力所包括的内容。
第五章：全球价值网络下企业战略执行。这主要是通过产业链的整合来实现的。也就是说,全球价值网络下企业战略的执行,不仅要使该企业自身优化整合,还要在产业层面优化整合。首先,进行了产业链整合的分析,指出产业链整合是全球价值网络下企业战略执行的必由途径。接着从内外整合两方面进行探讨,即要在企业内部进行利益整合、业务整合、组织整合、资产整合；在企业外部进行更大范围的资源整合,包括正确选择合作伙伴、形成群体合作、融合各种资本、沟通社会公众等。
第六章：全球价值网络下企业战略支撑。本章主要从提升价值网络控制力和构建竞合文化及其体系两大方面论述其保障措施。提升价值网络控制力方面,首先要建立与完善价值网络的治理机制。一是改进动力机制,构建互惠的组织价值创造体系；二是建立学习机制,促进伙伴间信息与知识的共享；三是优化匹配机制,增强组织的适应性；四是提升信任机制,强化关系资产的专用性。其次要强化产业控制力。一是构建基于价值网络的企业竞争力；二是围绕价值贡献能力来打造价值网络；三是通过内外整合提升战略协同能力。最后要实现合作各方利益平衡。构建竞合文化及其体系方面,在阐述建立竞合文化的必然性和构建竞合文化的基本原则的基础上,提出构建竞合文化体系的步骤、模式及措施。
第七章：全球价值网络下章源钨业公司的战略构建与实践。在分析其竞争环境和竞争地位基础上,从战略目标、定位、网络结构及其网络能力等方面进一步分析了其战略模式在实践中的构建与运行。着重从围绕科技创新打造核心竞争力的内部整合,以及搞好分工协作实现优势互补的外部整合进行了分析,并从公司所取得的战略绩效印证了其实践网络价值型企业的竞争优势。
第八章：结论与展望。对本文的主要结论进行了总结,并针对研究中存在的不足,对未来的研究进行了展望。
本文的主要研究结论如下：
(1)全球价值网络下企业战略模式：网络价值型企业。在经济全球一体化和网络经济背景下,企业之间的竞争发生了根本性的变化。企业战略管理的主体已由单个企业变为与企业相关的整个网络系统；企业战略管理的性质从原来的静态、单向战略转向动态、互动战略；企业战略管理的重点从原来注重内部现有资源与外部环境的匹配趋向注重内部核心能力和外部资源能力的整合；企业战略管理的核心理念由传统的敌对竞争理念转变为共赢的合作竞争理念。企业在新的增长方式的内在要求和网络经济与全球化背景下,原来那种依靠规模和低成本优势已经无法适应新的环境了,中国企业要突破产业链低端锁定,就要设法占领产业链价值创造的制高点,使企业成为网络价值型企业。其战略就是要充分利用自身的独特能力(要素),在全球范围内,沿产业链进行资源整合,以获取企业的最大竞争优势,为利益相关者创造最大的财富(价值)。“网络价值型企业”,就是能够面对不断变化的环境,通过建设高效的战略网络,利用自身的独特能力(要素),在全球范围内沿产业链进行资源整合,创造最大价值的网络主导企业。全球价值网络下中国企业的发展最主要由三个最基本的要素决定：一是能否准确把握并适应全球化的环境发展趋势；二是内在驱动力是否强大；三是企业的价值网络整合与协调能力如何。全球价值网络下企业战略主要表现在对战略制定、战略执行和战略支撑三大方面。网络价值型企业具有链网优势的网络主导者、领袖风范的行业领导者、不断创新的区域领先者、治理科学的机制决策者、持续成长的市场开拓者、匹配环境的知识学习者等方面的特征。其核心能力包括网络整合力、企业技术力、企业文化力、企业市场力、计划控制力、战略洞察力。
(2)全球价值网络下企业的战略核心是价值创造。经济活动的本质就是不断地实现价值创造的过程,而所谓价值创造是指投入产出过程中使产出价值大于投入价值而实现价值增值。价值增值是企业生存和发展的根本。顾客是价值创造的出发点和归属点。网络价值型企业在竞争中合作、合作中竞争,能使公司价值创造的视野从公司内部扩大到价值网络成员之间,通过价值网络的有机整合,能够创造更多的价值。这首先体现在合作具有1+1>2的协同效应,同时避免或减少了重复投资的浪费；其次体现在合作能够创造价值增值机会,即通过合作创造新知识、新技术、新产品和新服务这种比合作前更高层次的创新活动而带来价值增值；最后还体现在合作使生产率水平得到进一步提高,因为合作有利于专业化分工的深入,并且使企业能够把有限资源集中于企业最擅长的核心业务上。网络租金实质上就是企业价值增值的一种表现形式。网络租金的增值效应主要源于网络资源的互补效应、知识学习与创新的外部效应、外部规模效应和市场控制势力放大效应。网络参与者的租金来源由可占用的共有租金、内部准租金、溢入租金、溢出租金四个方面构成。其中,可占用的共有租金获得份额的多少,是由关键资源因素、产业和竞争等网络外部因素、内在的学习能力因素等决定的。全球价值网络下企业价值创造的驱动因素更加强调顾客价值、核心能力、相互合作关系、价值网络的整合。
(3)全球价值网络下企业战略执行的关键在于内外资源的有机整合。要实现全球价值网络下企业战略,成为网络价值型企业,必须从内部整合和外部整合两大方面入手。内部整合包括利益整合、资产整合、业务整合、组织整合等内容；外部整合包括选择合作伙伴、形成网络群体、融合各种资本、沟通社会公众等内容。其中,选择合作伙伴十分关键,必须坚持适应、互补、兼容、信任、双赢五大原则。内部整合和外部整合不是相互割裂的,而是一个互动的有机整合过程,通过内外有机整合,使企业在全球价值网络下产业链分工更加突出自己的优势,能够占领产业链价值创造的制高点,进而主导产业链价值创造与分配。
(4)全球价值网络下企业战略支撑是价值网络控制力和竞合文化。要使全球价值网络下企业的战略得以切实执行,并取得好的战略效果,最为重要的是要提升企业价值网络的控制力和构建起企业竞合文化体系。通过建立与完善价值网络的治理机制、强化产业控制力、平衡合作各方利益来增强企业的网络控制力。竞合文化就是在合作中竞争、在竞争中合作,并更加注重主动寻求合作,以合作求生存、以合作谋发展的企业文化。其本质是顾客价值至上理念、互利共赢思想与团队精神的融合,是以团队精神追求整体效益最大化、以互利共赢思想谋求共存共赢共发展。即：竞合文化=顾客价值至上理念+互利共赢思想+团队精神。竞合文化体系除应具备一般企业文化的基本体系外,如价值层、制度层和行为层等,还必须根据价值网络和信息时代的特点,重点构建以下几种文化：一是融合文化；二是学习文化；三是愿景文化；四是制度文化。
(5)案例分析表明：企业要赢得竞争优势,获取好的经济效益,就必须重视价值创造,实现产业升级。章源钨业公司构建了一个融合培训、研发、采掘、生产加工、销售、投资、顾问为一体的良性互动的价值网络,完成了以“创造价值”为核心的业务框架的系统构造。其定位从一家以钨的初级化工冶炼企业转变为一家依靠科技投入自主创新为主、“政产学研”相结合、涵盖钨行业各个环节链条的综合性钨业企业。它以客户为中心,围绕客户的价值实现来建立公司的市场运作。其拥有较强大的网络管理能力及网络关系管理能力,使决策者在产业发展中一直保持着敏锐的分析和判断能力,较早地认识到高档高附加值产品在竞争中战略地位。通过合资、合作、交流等方式,先后与一批跨国公司和研究机构建立了国际战略联盟伙伴关系。特别是在经营中坚定地加大科技投入,掌握了国内或国际先进技术,向钨产业链高附加值的后端产品进发,创造了良好的经济效益,进一步提升了公司的盈利能力。
本文的可能创新之处：
(1)选择了全球价值网络下研究企业战略的新视角。在全球经济一体化条件下,企业所面临的经营环境正在经历着一场巨变。网络信息爆炸、数据库资源的共享,预示了未来企业所面临的不确定性因素将越来越多。本文针对全球经济一体化条件下企业经营环境的不确定性与复杂性,运用价值网络理论,把企业置于全球价值网络背景下研究其战略,指出价值创造为其战略核心。
(2)构建了全球价值网络下的企业战略模式。在对国内外相关理论研究文献进行梳理的基础上,结合全球价值网络下中国企业面临的机遇和挑战,构建起能够适应全球经济一体化外部环境更加复杂和不确定的企业战略模式,即：使企业成为“网络价值型企业”,以获得持续竞争优势。
(3)提出了实现“价值创造”为核心的企业战略实施途径。在网络经济背景下,竞争已经发展为企业合作网络之间的竞争,网络主导企业如何通过内外部整合,培育竞合文化,增强网络控制力,提高合作网络的整体竞争力,是企业战略实施的关键要素。
This thesis applies global value network theory to the research on enterprise strategic management, aiming at establishing a modern enterprise strategic management theory which is systematic and takes value creation as core objective, providing feasible and effective modern enterprise strategic management mode and the implementation approach of strategy, so as to make enterprises become network value type enterprises with competitive advantages. Hope to not only play certain theoretical guiding significance for modern enterprises formulating and implementing enterprises' strategies in the competitive environment of global value network but also play a powerful practical significance.
Research methods adopted in this thesis are mainly the method combining normative analysis with empirical analysis. In normative analysis, this thesis, on the basis of such theories as enterprise economic theory, value network theory, enterprise strategy theory, and etc., uses as reference and absorbs relevant domestic and foreign research results, combining the challenges confronted by Chinese enterprises under the background of economic globalization and value network, puts forward network value type enterprise mode. Analysis is carried out on the realization approach of enterprise strategy under global value network—internal and external integration of enterprises; meanwhile, indicate that to improve value network controlling force and establish support system of competition and cooperation culture is the important guarantee for the implementation of enterprise strategy under global value network. In empirical analysis, mainly adopted are empirical research methods like case study. Through collecting relevant data, analyze representative and typical cases, summarizing universality from individuality, so as to verify the theoretical perspectives of this thesis.
This thesis is comprised of the following eight chapters:
Chapter One:Introduction. Mainly elaborate background of topic, purpose and significance of research, domestic and foreign research review, research ideas and writing framework, main contents, research methods, possible innovations and shortcomings. Through sorting out the research results of predecessors, pointing out the shortcomings of current theories, it is considered that in the global network information era, with the deep development of global economic integration and network economy, how to adopt correct enterprise strategy when enterprises confronting with the rapid development of information technology and the individuality of customers'demand is an important topic worth further exploration.
Chapter Two:Value Network and Relevant Theories. First, summarize the concept and features of value network theoretically, indicating the theoretical evolution route from value chain to value network. Second, discuss the value creation and distribution in value network. Value creation in value network can be expressed with the rent of network participants, the source of which consists of common rent available to the occupied, internal quasi rent, spilled-in rent and spilled-out rent. While the share of common rent available to the occupied obtained by network participants shall be determined by key resources factors, network external factors like industries and competition, internal learning ability factors. Last, through sorting out the contribution of value network theory on traditional strategic theory, it is found that the development of enterprise strategic management shows new changes under value network background.
Chapter Three:Strategic Difficulty of Enterprises under Global Value Network. Firstly, starting from the concept and features of global value network, indicate that value creation is the starting point and final point of enterprise operation. Driving factors of enterprise value creation under global value network include customer value, core competence, mutual cooperation relationship and value network integration. Meanwhile, stress that enterprise value distribution is determined by value creation contribution. Secondly, explain the global value network environment different from traditional environment, stating the great changes taken place in the operation environment of modern enterprises and the tremendous challenge of enterprise survival environment. Finally, under new situation, the difficulty and challenge confronted by Chinese enterprises; to breakthrough the lock of low end industry chain is to carry out strategic reform, change existing survival mode and strengthen cooperation, so as to make enterprises become network value type enterprises.
Chapter Four: Enterprise Strategy Establishment under Global Value Network. This thesis innovatively puts forward enterprise strategic mode under global value network——network value type enterprises. Network value type enterprise mode mainly manifests in such three aspects as strategy formulation, strategy implementation and strategy support. In the aspect of strategy formulation, take value creation as core, value increase, customer centered and border breakthrough as fundamental starting point. In the aspect of strategy implementation, do a good job in internal and external integration. Through internal and external integration, realize regional leadership and industrial lead. Develop from leading in the city and province to leading throughout the country, further leading globally; focus on cultivating self brands, gradually forming product brand, enterprise brand, industrial brand, and then become leading enterprises. In the aspect of strategy support, on one hand, powerful network control ability is needed; on the other hand, dense atmosphere of competition and cooperation culture is required. Meanwhile, discuss the features of network value type enterprises and the contents contained in the core competence.
Chapter Five:Enterprise Strategy Implementation under Global Value Network, which is realized through the integration of industry chain. i.e. the implementation of enterprise strategy under global value network achieves not only self optimization integration of enterprises but also industrial optimization integration. First of all, analyze the industry chain integration, indicating that industry chain integration is the inevitable course for implementing enterprise strategy under global value network. Then, discuss from the aspects of internal and external integration, i.e. in the enterprises are carried out interest integration, business integration, organizational integration and asset integration; outside the enterprises is carried out resources integration in a greater range, including correctly choosing cooperative partners, forming group cooperation, integrating various capitals, communicating with the public, and etc.
Chapter Six:Enterprise Strategy Support under Global Value Network. This thesis mainly discuss the guarantee measures from such two aspects as improving value network controlling force and establishing competition and cooperation culture and its system. As for improving value network controlling force, first, governance mechanism of value network shall be established and perfected.1. Improve dynamic mechanism and establish mutually beneficial organization value creation system;2. Establish learning mechanism and facilitate the information and knowledge sharing among partners;3. Optimize matching mechanism and strengthen organizational adaptation;4. Promote trust mechanism and consolidate the appropriability of relationship assets. Second, strengthen industrial controlling force.1. Establish enterprise competitiveness based on value network;2. Build value network centered on value contribution ability;3. Improve strategic coordination ability through internal and external integration. In the end, interest balance among all parties concerned in the cooperation shall be realized. As for establishing competition and cooperation culture and its system, on the basis of stating the necessity for building competition and cooperation culture and basic principles for establishing competition and cooperation culture, put forward the steps, mode and measures for establishing competition and cooperation culture system.
Chapter Seven:Enterprise Strategy Establishment and Practice of Zhangyuan Tungsten Industry Company under Global Value Network. On the basis of analyzing its competitive environment and position, further analyze the establishment and operation of network value type enterprises strategic mode in the practice from the aspects of strategic objective, positioning, network structure and network ability. Focus on the analysis of internal integration that creates core competitiveness centered by scientific innovation and internal integration that realizes complementary advantages through division of cooperation, and manifest the competitive advantage of practicing network value type enterprises from the strategic performance obtained by companies.
Chapter Eight:Conclusion and Prospect. Summarize the main conclusions in this thesis, and show the prospect on the future study towards the shortcomings in the study.
Main research results of this thesis are as follows:
(1) Enterprise Strategic Mode under Global Value Network:network value type enterprises. Under the background of global economic integration and network economy, fundamental changes have taken place in the competition among enterprises. The subject of enterprise strategic management has changed from single enterprise to the overall network system related to enterprises; the nature of enterprise strategic management has changed from the original static and one-way strategy to dynamic and interactive strategy; the focus of enterprise strategy management tends to focus on the integration of internal core competence and external resources capabilities from the original focus on the matching of internal existing resources and external environment; core concept of enterprise strategic management has changed from traditional hostile competition concept to the win-win cooperation competition concept. Under the background of intrinsic requirement of new growth pattern and network economy and globalization, the original way depending on scale and low cost advantage has been unable to suit new environment; to breakthrough the lock of low-end industry, Chinese enterprises shall try to occupy the commanding height of value creation of industry chain, making enterprises become network value type enterprises. The strategy is to make full use self distinctive competence (element), within global scope, implementing resources integration along industry chain, so as to acquire the greatest competitive advantages of enterprises, creating maximum fortune (value) for people related to interests."Network value type enterprises" are the network dominant enterprises able to face constantly changing environment, implement resources integration along industry chain within global scope and create maximum value through establishing efficient strategic network and making use of self distinctive competence (element). The development of Chinese enterprises under global value network is mainly determined by three fundamental elements:1. whether able to correctly grasp and adapt to the environment development trend of globalization;2. whether the internal driving force is powerful enough;3. how are the value network integration and coordination abilities of enterprises. Enterprise mode under global value network mainly manifests in such three aspects as strategy formulation, strategy implementation and strategy support. Network value type enterprises have such features as network leaders with chain network advantage, industry leader with leader demeanor, regional leader with continuous innovation, mechanism decider with scientific governance, market pioneer with constant growth, knowledge learner matching with environment. The core competence includes network integration, enterprise technical competence, enterprise cultural force, enterprise market force, planning controlling force and strategy insight.
(2) Strategic core of enterprises under global value network is value creation. The nature of economic activities is the process constantly realizing value creation. The so-called value creation is to make the output value larger than the input value so as to realize value appreciation in the process of input and output. Value appreciation is the fundamental for the survival and development of enterprises. Customers are the starting and final point of value creation. Network value type enterprises cooperate in competition and compete in cooperation, able to make the vision of company value creation expanding from internal company to value network members, and create more value through organic integration of value network, which first manifests in that cooperation has the synergistic effect of1+1>2, meanwhile avoiding or reducing the waste of repeated investment; second, manifests in that cooperation is able to create the opportunity for value appreciation, i.e. create new knowledge, new technology, new products and new service through cooperation, which is the innovative activities of higher level before cooperation, so as to bring value appreciation; finally manifests in that current cooperation makes production rate further improved, as cooperation is beneficial for the deepening of division of labor on the basis of specification and makes enterprises able to concentrate the limited resources on the core business which enterprises are good at. Network rent, in essence, is a manifestation of enterprise value appreciation. Value-added effect of network rent mainly originates from the complementary effect of network resources, external effect of knowledge learning and innovation, external scale effect and amplification effect of market control power. Rent sources of network participants consists of such four aspects as common rent available to the occupied, internal quasi rent, spilled-in rent and spilled-out rent, in which the share of common rent available to the occupied obtained by network participants shall be determined by network external factors like key resources factors, industries and competition and internal learning ability factors. Driving factors for value creation of enterprises under global value network pay more attention to the integration of customer value, core competence, mutual cooperative relationship and value network.
(3) The key to the strategy implementation of enterprises under global value network lies in the organic integration of internal and external resources. To build favorable network value type enterprises shall start with internal and external integration. Internal integration includes interest integration, asset integration, business integration, organizational integration, and etc.; external integration includes choosing cooperative partners, forming network group, integrating various capitals, communicating with the public and etc., in which choosing cooperative partners is critical, and such five principles must be insisted as adaptation, complementation, compatibility, trust and win-win. Internal and external integration, instead of separated, is an interactive organic integration process. Organic internal and external integration makes enterprises highlight self advantages in the division of industry chain under global value network, able to occupy the commanding height of value creation of industry chain, so as to dominating the value creation and distribution of industry chain.
(4) Strategy support of enterprises under global value network is controlling force of value network and competition and cooperation culture. The most important thing to put the strategy of enterprises under global value network into practice and obtain favorable strategic effect is to enhance the controlling force of enterprise value network and establish competition and cooperation culture system of enterprises. Strengthen the network controlling force of enterprises through establishing and perfecting governance mechanism of value network, strengthening industrial controlling force and balancing interests of cooperative parties. Competition and cooperation culture is to compete in cooperation and cooperate in competition, as well as pay more attention to initiating in seeking for cooperation, pursuing the survival by cooperation, striving for development with cooperation. The essence is the concept of integration of customer value first, mutual benefit and win-win idea and team spirit, pursuing maximum overall efficiency with team spirit, striving for coexistence, win-win and common development with mutual benefit and win-win idea. i.e. competition and cooperation culture=concept of customer value first+mutual benefit and win-win idea+team spirit. Competition and cooperation culture system, besides basic system of general enterprise culture like value level, system level and behavior level, shall stress on establishing the following cultures according to the features of value network and information era:1. integration culture;2. learning culture;3. vision culture;4. system culture.
(5) Case analysis shows that enterprises must emphasize value creation and realize industrial upgrading to win competitive advantages and obtain favorable economic benefits. Zhangyuan Tungsten Industry Company establishes a benign interactive value network integrating training, R&D, excavation, production&processing, sales, investment and consultancy, having completed the system construction of business framework centered by "creating value", the positioning of which is a comprehensive tungsten industry enterprise relying on technology, focusing on independent innovation, combining "government, industry, scholar and research" and covering all the stage chain of tungsten industry. It is customer oriented, establishing company market operation via realizing customer value. It possesses powerful network management ability and network relationship management ability, making deciders keep keen analysis and judgment ability in the industrial development, early realizing the strategic position of the high-grade and high value-added products in the competition. Through joint capital, cooperation and communication, it has successively established international alliance partnership with a batch of multinational corporation and research institutions. In particular, it firmly increases scientific input in the operation, mastering domestic or international advanced technology, marching towards back-end products with high added value in tungsten industry chain, having created favorable economic benefits, furthering improved profitability of the company.
Possible Innovations of the Thesis:
(1) Choose a new perspective for studying enterprises strategies under global value network. Under the condition of global economic integration, operation environment confronted by enterprises are experiencing radical changes. Network information explosion and database resources sharing predict the increasing uncertain factors confronted by enterprises in the future. This thesis, in allusion to the uncertainty and complexity of enterprise operation environment under global economic integration, adopts value network theory, placing enterprises in the background of global value network to study the strategies, indicating that value creation shall be the strategic core.
(2) Establish enterprise strategic mode under global value network. On the basis of sorting out relevant domestic and foreign theoretical research literature, combining the opportunities and challenges faced by Chinese enterprises under global value network, establish enterprise strategic pattern able to adapt to more complex and uncertain external environment of global economic integration, i.e. making enterprises become "network value type enterprises", so as to obtain sustaining competitive advantages.
(3) Put forward implementation approach of enterprises strategies taking realization of "value creation" as core. Under the background of network economy, competition has developed into the one among enterprises cooperation network; it is the key factors for the implementation of enterprises strategies how do network dominating enterprises cultivate competition and cooperation culture, strengthen network controlling force and enhance overall competitiveness of cooperative networks through internal and external integration.
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② “一流三网一海尔独特的现代物流http:www.guang-zhou-logistics com/wall/wlala/200705/105258 html.
① 湖南日报2013年6月30日讯.
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② http://www.ts.cn/finance/content/2013-09/10/content_8678657_2.htm.
① 指价值链中的技术环节、生产环节和营销环节的增值能力呈现由高向低再转向高的U形曲线.
http://news.xinhuanet.com/world/2013-06/27/c_116310342.htm.
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① 刘良先.2013年上半年全国钨行业经济运行情况.中国钨业协会,2013年7月19日.
① 上海证券报,2011年7月28日.
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① 指价值链中的技术环节、生产环节和营销环节的增值能力呈现由高向低再转向高的U形曲线.
http://news.xinhuanet.com/world/2013-06/27/c_116310342.htm.
③ 卢福财,胡平波.全球价值网络下中国企业低端锁定的博弈分析.[J].中国工业经济,2008,(10)：23-32.
① 王步芳.企业成长之“谜”：产业整合.[M].北京：中国电力出版社,2009,43-44.
① 桑强.分工与企业组织创新.[J].管理科学,2003,(4)：28-31.
① 戚桂清,杨锡怀.基于声誉的战略网络合作伙伴选择机制.[J].预测,2009,(3)：34-38.
① 刘良先.2013年上半年全国钨行业经济运行情况.中国钨业协会,2013年7月19日.
① 刘良先.2013年上半年全国钨行业经济运行情况.中国钨业协会,2013年7月19日.
① 上海证券报,2011年7月28日.
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