检索结果-内蒙古大学图书馆

HARVARD BUSINESS REVIEW 1997年第5期75卷 84-&页

作者： Baldwin, CY Clark, KB HARVARD UNIV SCH BUSINESSBOSTONMA 02163 USA

Modularity is a familiar principle in the computer industry. Different companies can independently design and produce components, such as disk drives or operating software, and those modules will fit together into a complex and smoothly functioning product because the module makers obey a given set of design rules. Modularity in manufacturing is already common in many companies. But now a number of them are beginning to extend the approach into the design of their products and services. Modularity in design should tremendously boost the rate of innovation in many industries as it did in the computer industry. As businesses as diverse as auto manufacturing and financial services move toward modular designs, the authors say, competitive dynamics will change enormously. No longer will assemblers control the final product: suppliers of key modules will gain leverage and even take on responsibility for design rules. Companies will compete either by specifying the dominant design rules (as Microsoft does) or by producing excellent modules (as disk drive maker Quantum does). Leaders in a modular industry will control less, so they will have to watch the competitive environment closely for opportunities to Link up with other module makers. They will also need to know more: engineering details that seemed trivial at the corporate level may now play a large part in strategic decisions. Leaders will also become knowledge managers internally because they will need to coordinate the efforts of development groups in order to keep them focused on the modular strategies the company is pursuing.

关键词：计算机系统/发展趋势工业/组织和管理工业/发展趋势生产线管理/发展趋势系统分析系统综合美国

来源：评论

学校读者我要写书评

暂无评论

Reshaping an industry: Lockheed Martin's survival story

引用

HARVARD BUSINESS REVIEW 1997年第3期75卷 83-&页

作者： Augustine, NR LOCKHEED MARTIN CORP BETHESDAMD USA

In most industries, the loss of a few percentage points in the market is a severe setback, even a catastrophe. The U.S. defense industry has seen more than 50% of its market disappear, and the companies that make up the industry have faced the need for the equivalent of self-administered surgery with no insurance, no anesthetic, and no assurance of long-term health. In 1995, Martin Marietta and Lockheed combined to form Lockheed Martin. That company has emerged in a most coveted role: survivor. In fact, it has seen its stock price nearly double in less than two years. In this article, CEO Norman Augustine relates the company's experience and offers some difficult - and painful - prescriptions. For example, his first piece of advice: Read the tea leaves. The tremors of change in the defense industry began not when the Soviet Union imploded but when a new term entered the business lexicon: financial engineering. After narrow escapes from takeover attempts, both Martin Marietta and Lockheed learned that forced restructurings signal problems ahead. Companies in turbulent industries need road maps - even when there don't seem to be any roads. And they must seize the opportunities for making large changes that upheaval provides. But companies such as Lockheed Martin can't afford to be distracted by change. It's easier said than done, but managers must stay focused on their business, their customers, and their most important asset: employees. Companies in technology-driven industries must reinvent themselves continually. The bad news is that change requires hard decisions. The good news is that success awaits organizations willing to make those decisions.

关键词：用户满意效率组织工业/组织和管理工业/标准职业间关系军事科学组织文化组织改革规划技术社会变迁美国战争

来源：评论

学校读者我要写书评

暂无评论

Bringing Silicon Valley inside

引用

HARVARD BUSINESS REVIEW 1999年第5期77卷 70-+页

作者： Hamel, G London Business Sch London NW1 4SA England

In 1998, Silicon Valley companies produced 41 IPOs, which by January 1999 had:a combined market capitalization of $27 billion-that works out to $54,000 in new wealth creation per worker in a single year. Multiply the number of employees in your company by $54,000. Did your business create that much new wealth last year! Half that amount! It's not a group of geniuses generating such riches. it's a business model. In Silicon Valley, ideas, capital, and talent circulate freely, gathering into whatever combinations are most likely to generate innovation and wealth. Unlike most traditional companies, which spend their energy in resource allocation - a system designed to avoid failure - the Valley operates through resource attraction a system that nurtures innovation. In a traditional company, people with innovative ideas must go hat in hand to the guardians of the old ideas for funding- and for staff. But in Silicon Valley, a slew of venture capitalists vie to attract the best new ideas, infusing relatively small amounts of capital into a portfolio of ventures. And talent is free to go to the companies offering the most exhilarating work and the greatest potential rewards. It should actually be easier for large, traditional companies to set up similar markets for capital, ideas, and talent internally. After all, big companies often already have extensive capital, marketing,and;distribution resources, and a first crack at the talent in their own ranks. And some of them are doing it. The choice is yours-you can do your best to make sure you never put a dollar of capital at risk, or you can tap into the kind;of wealth that's being created every day in Silicon Valley.

关键词：加利福尼亚资本筹集计算机创造性效率组织企业家能力工业/经济学工业/组织和管理组织改革规划技术

来源：评论

学校读者我要写书评

暂无评论

INCREASING THE BOARDS INVOLVEMENT IN STRATEGY

引用

LONG RANGE PLANNING 1990年第6期23卷 109-117页

作者： ZAHRA, SA GEORGE MASON UNIV SCH BUSINESS ADM FAIRFAX VA 22030 USA

For a long time, boards of directors have been considered weak, incapable of contributing to the financial success of their companies. This article proposes a way to revitalize boards by involving them in mapping corporate strategic directions. Building on recent changes in boardroom practices, it outlines eight conditions for an effective strategic contribution by boards and specifies areas of potential for an effective strategic contribution by boards and specifies areas of potential interest to directors. Taken together, these suggestions are expected to ensure continuous and disciplined contribution by boards to strategy and, ultimately, to effective corporate performance.

关键词：决策组织管理委员会工业/组织和管理组织目标规划技术角色美国

来源：评论

学校读者我要写书评

暂无评论

PREDATORS AND PREY - A NEW ECOLOGY OF COMPETITION

引用

HARVARD BUSINESS REVIEW 1993年第3期71卷 75-86页

作者： MOORE, JF GEOPARTNERS RES INC CAMBRIDGEMA USA

Much has been written about networks, strategic alliances, and virtual organizations. Yet these currently popular frameworks provide little systematic assistance when it comes to out-innovating the competition. That's because most managers still view the problem in the old way: companies go head-to-head in an industry, battling for market share. James Moore sets up a new metaphor for competition drawn from the study of biology and social systems. He suggests that a company be viewed not as a member of a single industry but as a part of a business ecosystem that crosses a variety of industries. In a business ecosystem, companies ''co-evolve'' around a new innovation, working cooperatively and competitively to support new products and satisfy customer needs. Apple Computer, for example, leads an ecosystem that covers personal computers, consumer electronics, information, and communications. In any larger business environment, several ecosystems may vie for survival and dominance, such as the IBM and Apple ecosystems in personal computers or Wal-Mart and K mart in discount retailing. In fact, it's largely competition among business ecosystems, not individual companies, that's fueling today's industrial transformation. Managers can't afford to ignore the birth of new ecosystems or the competition among those that already exist. Whether that means investing in the right new technology, signing on suppliers to expand a growing business, developing crucial elements of value to maintain leadership, or incorporating new innovations to fend off obsolescence, executives must understand the evolutionary stages all business ecosystems go through and, more important, how to direct those changes.

关键词：生态学经济竞争财务管理/方法工业/经济学工业/组织和管理机构间关系领导模型经济计量学组织文化组织改革规划技术美国

来源：评论

学校读者我要写书评

暂无评论

STRATEGY AS STRETCH AND LEVERAGE

引用

HARVARD BUSINESS REVIEW 1993年第2期71卷 75-84页

作者： HAMEL, G PRAHALAD, CK UNIV MICHIGAN ANN ARBORMI 48109

Signs of revolutionary transformation in the global computer industry are everywhere. A roll call of the major industry players reads like a waiting list in the emergency room. The usual explanations for the industry's turmoil are at best inadequate. Scale, friendly government policies, manufacturing capabilities, a strong position in desktop markets, excellent software, top design skills - none of these is sufficient, either by itself or in combination, to ensure competitive SUCCeSs in information technology. A new paradigm is required to explain patterns of success and failure. Simply stated, success flows to the company that manages to establish proprietary architectural control over a broad, fast-moving, competitive space. Architectural strategies have become cruCial to information technology because of the astonishing rate of improvement in microprocessors and other semiconductor components. Since no single vendor can keep pace with the outpouring of cheap, powerful, mass-produced components, customers insist on stitching together their own local systems solutions. Architectures impose order on the system and make the interconnections possible. The architectural controller is the company that controls the standard by which the entire information package is assembled. Microsoft's Windows is an excellent example of this. Because of the popularity of Windows, companies like Lotus must conform their software to its parameters in order to compete for market share. In the 1990s, proprietary architectual control is not only possible but indispensable to competitive success. What's more, it has broader implications for organizational structure: architectural competition is giving rise to a new form of business organization.

关键词：经济竞争/组织和管理工业/经济学工业/组织和管理投资/经济学模型组织管理组织文化组织目标规划技术生产线管理/经济学生产线管理/方法美国

来源：评论

学校读者我要写书评

暂无评论

Creating new market space

引用

HARVARD BUSINESS REVIEW 1999年第1期77卷 83-+页

作者： Kim, WC Mauborgne, R INSEAD F-77305 Fontainebleau France ITM Res Fontainebleau France

Most companies focus on matching and beating their rivals. As a result, their strategies tend to take on similar dimensions. What ensues is head-to-head competition based largely on incremental improvements in cost, quality, or both. The authors have studied how innovative companies break free from the competitive pack by staking out fundamentally new market space - that is, by creating products or services for which there are no direct competitors. This path to value innovation requires a different competitive mind-set and a systematic way of looking for opportunities. Instead of looking within the conventional boundaries that define how an industry competes, managers can look methodically across them. By so doing, they can find unoccupied territory that represents real value innovation. Rather than looking at competitors within their own industry, for example, managers can ask why customers make the tradeoff between substitute products or services. Home Depot, for example, looked across the substitutes serving home improvement needs. Intuit looked across the substitutes available to individuals managing their personal finances. In both cases, powerful insights were derived from looking at familiar data from a new perspective. Similar insights can be gleaned by looking across strategic groups within an industry;across buyer groups;across complementary product and service offerings;across the functional-emotional orientation of an industry;and even across time. To help readers explore new market space systematically, the authors developed a tool, the value curve, that can be used to represent visually a range of value propositions. Reprint 99105.

关键词：经济竞争/组织和管理卫生保健部门工业/组织和管理卫生服务使用研究/方法组织改革规划技术生产线管理美国

来源：评论

学校读者我要写书评

暂无评论

The design of a visual display for the presentation of statistical quality control information to operators on the plant floor

引用

HUMAN FACTORS 1999年第4期41卷 619-627页

作者： D'Souza, ME Greenstein, JS Gateway Inc Business Prod Lake Forest CA 92630 USA Clemson Univ Clemson SC USA

We applied human-centered design methodologies to enhance the presentation of product quality information to operators on a manufacturing plant floor. First, an initial visual display concept that integrated a pictorial representation of a product with standard graphical and tabular information about the product's quality was refined through iterative design and testing. A preliminary study was then conducted to determine the specific features of such a display (termed a pictorial control chart) from among eight candidate detail designs. Finally, a formal study was conducted to compare the performance of operators using this refined pictorial control chart design with their performance using a conventional control chart. Operators completed a quality control task in significantly less time using the pictorial control chart. There were no significant differences in the number of errors committed with the two charts. Subjective measures showed a significant preference for the pictorial control chart. Actual or potential applications of this research include the development of quality control tools that are useful to and usable by operators on the manufacturing plant floor.

关键词：计算机制图数据显示数据说明统计设备设计工业/仪器和设备工业/组织和管理制造品质量控制作业完成和分析用户计算机接口女(雌)性人类男(雄)性

来源：评论

学校读者我要写书评

暂无评论

Judo strategy - The competitive dynamics of Internet time

引用

HARVARD BUSINESS REVIEW 1999年第1期77卷 70-+页

作者： Yoffie, DB Cusumano, MA Harvard Univ Sch Business Boston MA 02163 USA MIT Sloan Sch Management Cambridge MA 02139 USA

Competition on the Internet is creating fierce battles between industry giants and small-scale start-ups. Smart startups can avoid those conflicts by moving quickly to uncontested ground and, when that's no longer possible, turning dominant players' strengths against them. The authors call this competitive approach judo strategy. They use the Netscape-Microsoft battles to illustrate the three main principles of judo strategy: rapid movement, flexibility, and leverage. In the early part of the browser wars, for instance, Netscape applied the principle of rapid movement by being the first company to offer a free stand-alone browser. This allowed Netscape to build market share fast and to set the market standard. Flexibility became a critical factor later in the browser wars. In December 1995, when Microsoft announced that it would "embrace and extend" competitors' Internet successes, Netscape failed to give way in the face of superior strength. Instead it squared off against Microsoft and even turned down numerous opportunities to craft deep partnerships with other companies. The result was that Netscape lost deal after deal when competing with Microsoft for common distribution channels. Netscape applied the principle of leverage by using Microsoft's strengths against it. Taking advantage of Microsoft's determination to convert the world to Windows or Windows NT, Netscape made its software compatible with existing UNIX systems. While it is true that these principles can't replace basic execution, say the authors, without speed, flexibility and leverage, very few companies can compete successfully on Internet time. Reprint 99110.

关键词：经济竞争/标准工业/经济学工业/组织和管理因特网/经济学武术美国

来源：评论

学校读者我要写书评

暂无评论

CRISIS PREVENTION - HOW TO GEAR UP YOUR BOARD

引用

HARVARD BUSINESS REVIEW 1993年第1期71卷 68-75页

作者： SALMON, WJ Stanley Roth Senior Professor of Retailing Harvard Business School

Today's critics of corporate boardrooms have plenty of ammunition. The two crucial responsibilities of boards -oversight of long-term company strategy and the selection, evaluation, and compensation of top management -were reduced to damage control during the 1980s. Walter Salmon, a longtime director, notes that while boards have improved since he began serving on them in 1961, they haven't kept pace with the need for real change. Based on over 30 years of boardroom experience, Salmon recommends against government reform of board practices. But he does prescribe a series of incremental changes as a remedy. To begin with, he suggests limiting the size of boards and increasing the number of outside directors on them. In fact, according to Salmon, only three insiders belong on a board: the CEO, the COO, and the CFO. Changing how committees function is also necessary for gearing up today's boards. The audit committee, for example, can periodically review ''high-exposure areas'' of a business, perhaps helping to prevent embarrassing drops in future profits. Compensation committees can structure incentive compensation for executives to emphasize long-term rather than short-term performance. And nominating committees should be responsible for finding new, independent directors - not the CEO. In general, boards as a whole must spot problems early and blow the whistle, exercising what Salmon calls, ''constructive dissatisfaction. '' On a revitalized board, directors have enough confidence in the process to vigorously challenge one another, including the company's chief executive.

关键词：行政管理人员/经济学行政管理人员/标准用户参与雇员能力评定/组织和管理管理委员会/组织和管理管理委员会/标准工业/组织和管理组织改革规划技术问题解决问卷调查角色美国

来源：评论

学校读者我要写书评

暂无评论

建议与咨询留下您的常用邮箱和电话号码，以便我们向您反馈解决方案和替代方法

时间限定

文献类型

馆藏选择

核心期刊

语言

文献类型

帮助

文字说明：

检索规则说明：

检索范例：

分类表

所选分类

限定检索结果

文献类型

馆藏范围

日期分布

学科分类号

主题

机构

作者

语言

请选择保存的检索档案：

请选择收藏分类：

通借通还

建议与咨询 留下您的常用邮箱和电话号码，以便我们向您反馈解决方案和替代方法

时间限定

文献类型

馆藏选择

核心期刊

语言

文献类型

帮助

文字说明：

检索规则说明：

检索范例：

分类表

所选分类

限定检索结果

文献类型

馆藏范围

日期分布

学科分类号

主题

机构

作者

语言

请选择保存的检索档案： 新增检索档案 确定 取消

请选择收藏分类： 新增自定义分类 确定 取消

通借通还

建议与咨询留下您的常用邮箱和电话号码，以便我们向您反馈解决方案和替代方法

请选择保存的检索档案：

请选择收藏分类：