北京汽车工业发展战略研究

华中科技大学博士学位论文北京汽车工业发展战略研究姓名：徐和谊申请学位级别：博士专业：管理科学与工程指导教师：李京文;陈荣秋20051025I1958610(1)(2)(3)(4)IIAbstractTheautoindustryofBeijinghasgotofftoaflyingandearlystartandcreatedsplendidachievements.In1958,JingGangShan,thefirsthome-producedcarofChinawasmanufacturedinBeijing.However,inthepastdecade,whileknownasoneofstateowned“smallthree”andpillarsofBeijingindustry,BeijingautogrouphasgraduallybeendrivenintothebackgroundandforgonetheeconomicscaleandprofitopportunitiescomparedwiththedevelopmentoffirstautogroupofChina,DongFengautogroup,Shanghai-VolkswagenautoLtd.,aswellasregionsofGuangzhouandTientsin.HowtoexperiencereneweddevelopmentwithleapsandboundshasbecomefatalstrategicchoicethatBeijingautogroupmustmake.Withthisunderstanding,inconcertwithdevelopmentstrategyofBeijingautogroupthispaperanalyzedstrategysystemstructure,organizationalstrategy,strategyofproductposition,andstrategyselectionfromthepointsofviewofcompetitionadvantageandcorecompetencies,strategicunion,organizationalecology,industryclusterandgametheories.ThisoutcomewillbeofsomereferencedvaluetothestrategyofBeijingautoindustry.Thispaperissummarizedasfollows:(1)ResearchonintegratingrelevanttheoriesofdevelopmentstrategyofBeijingautoindustry.Thispapersynthesizedthetheoriesofcompetitionadvantageandcorecompetencies,strategicunion,organizationalecology,industryclusterandgame,whichofferedtheoreticalanalysisgroundstofurtherstudy.(2)Positiveresearchontherulesofcompanies’clusterevolvementofautoindustryofChina.Thispaperuseddensitydependentprincipleinorganizationalbionomicstoanalyzetherulesofcompanies’clusterevolvementofautoindustryofChinaandbuiltgeneralpositivemodeltotherulesofcompanies’clusterevolvementofautoindustryofChina.PositivestudydemonstratedthatthecircumstanceshavegreatinfluenceondevelopmentofautoindustryofChinawhichisstillattheseedtime.TheseresultshavebeenmainlyinlinewiththeexistingsituationofautoindustryofChina.(3)ResearchontheclustermodelandestablishmentofitsframeworkinBeijingautoindustry.ThispaperpromotedaclustermodelofBeijingautoindustryonthebasisofthestrategicnetworkwiththecoreofBeijingautoholdingcompanyandmainpartsofthreeblocks.ThenthispaperprovedfeasibilityandnecessityofthismodelthroughanalyzingthestrategicunionrelationshipinsideandoutsideBeijingautoindustryandestablishingandanalyzinggametheorymodelofmultilateralandmultistagestrategicunion.Furthermore,IIIthispapertabledimplementaryproposalsonestablishingthestrategicunionforBeijingautoindustry.(4)Researchonstrategyofproductpositionbasedontheecologyenterprise.Thispaperbroughtforwardstrategyofproductpositionbasedontheecologyenterpriseanditscorrespondentviablemodelafterdiscussionofgeneralstrategyofproductposition.Afterwards,thispaperspecifiedthepracticaladviceonthestrategyofproductpositionofBeijingautogroup.Keywords:AutoindustryDevelopmentstrategyOrganizationstrategyOrganizationalecologyGametheoryofstrategyunionIndustrycluster111.11.1.11958660BJZ12.BJ13019841201985(Cherokee)1010(Santana)120%10%199619981995158.484005.2%1998104(1990)5.4%199410.4%519995%20002“”“”“”1.1.220102010500“”50020011161263200224.4%22.1%33.7%50%5200680%100%25%1.21.2.12090——41.2.22080(StrategicAlliances)199025%“”DEC.“”1)E[1]Michael.E.Porter1985DozYvesL&HamelGary[2]1998[3](Teece1992)5(1)(2)(3)(4)R&D(5)[4](Contractor1988)[5](Durning1995)R&DDoz[2]Durning[5]Teece[3]60802)Stuart,TobyE[6](1998)3)GulatiRanjay[7](1998)4)BeamishKilling[8](1997)JohnChild[9]65)[9](Sierra1995)(1)(2)(3)“”“”(Cartel)(Syndicate)(konzern)(4)(5)·[1](1985)7()()2090“”“”“”2080(B.Wemerfelt)(R.M.Gromt)(J.Barney)(ResourcebasedTheory)8“”(Pavitt)(Nelson)(Foss)(Grant)(1996)Inkpen(1998)(1982)8050%.(R.H.Coase)1937(TransactionCosts)“”(1)(2)(1)(2)(1)9“”(2)“”—Co-operation——J·M···E.Learned,C.1969BusinessPolicySWOT“”SWOTSWOT(Strengths,Weaknesses,Opportunities,andThreats)10SWOT·[1](1980)2070SWOT2080—“”90SWOT·[1](1985)“”11“”“”“”80801.2.31977HannanFreeman[10-14]2070[10-14]30125(units)(organizations)(populations)(communities)(ecosystem)51.2.41)52)100“6+3”10020133+91006+38103)“”200337.9%44.6%12.1%1614(1)(2)(3)(4)100271610-208151.31.3.1(1)(2)(3)(4)1.3.21)(1)(2)(3)(4)(5)2)(1)(2)(3)3)(1)(2)(3)(4)1.3.3161.41722.12.1.11)Porter(1980)[15]TheodoreW.[16]PorterCIM2)StanleyF.Slater(1996)[16](1)(2)(3)5(4)(5)YuanLi(1999)[17]/DannyMiller(1999)[18]18(1)(2)HaoMa(2000)[20](businessecologicalsphere)(playersandentities)3)PrahaladHamel[21,22][24][23]8[24](1)(2)(3)(4)(5)(6)(7)(8)192.1.21)[25](1976)(1985)(1987,1988)DEC[25](Sierra,1995)[233][25]Porter&Fuller[26][27]Borys[28,29]BorysStuartA.[30]Gomes-Casseres[31]StuartA.Gomes-Casseres[26][32,33,34]RefikCulpan[35]20RefikCulpan[35](1)(2)(3)(4)(5)2)[35][35][35][26]3)RefikCulpan[34]52-14)RefikCulpan[35]BronderC.[36,37]Speckman[36]/(anticipation)(engagement)21(valuation)(coordination)(investment)L.M.Meade[36]L.M.Meade[36]2-22-1[35](1)//[98][98]22[35][38][38][35]2-2(2)[39]23[97][40]()()[41](3)(4)[35][40]2.1.3(legitimation)[10-14](institutions)(constituents)[15][42][43][44-46]()241)(Schumpeterian,1934)MurrayB.Low[45][10-14]2)3)25[46][47,48]264)R&D196540[49]2.1.41)[50]()()()(27)()2)[5