影响企业多元化战略的关键因素

上海交通大学硕士学位论文影响企业多元化战略的关键因素姓名：石军申请学位级别：硕士专业：工商管理指导教师：陈宏民20050612GEABB90THEKEYIMPACTFACTORSOFCORPORATEDIVERSIFICATIONSTRATEGYABSTRACTDiversificationstrategyisthedevelopingstrategythatisgenerallyadoptbythefirmswhenthefirmshavedevelopedtothecertainstage.Manyfirmshopetotakeadvantageofthemarketingopportunities,usethefirm’sresourcereasonably,reducetheoperatingrisk,enhancethecompetence,andkeepthefirmincreasingcontinuouslybycorporatediversification.Infact,wecanfindalotofmulti-nationalfirms,suchasGE,ABB,whichdevelopedsharplybythediversificationoperation.Thesuccessofthesemulti-nationalfirmshadattractedmorefirmstobediversification.Typically,thetideofthecorporatediversificationemergedin1990’sinChina.Butmostofthecorporationhasnotobtainedtheexpectedeffect,andsomeofthemoverreachedthemselvesonthecontraryduringtheprocessofdiversification.Whatisitsreason?Thisisanissuethatisworthtodiscussingdeeply.Therearemanyfactorsconcerningcorporatediversificationstrategy.Theresearchofsomekeyimpactfactorshastheimportantsignificanceforustomakethecorporatediversificationstrategyandputitintopractice.Differentkeyfactorhasdifferentimpactoncorporatediversification,sothatweshouldanalyzethefactorsondifferentstageofthestrategy.Thethesisresearchedthekeyimpactfactorsofcorporatediversificationstrategyaccordingtoitsdecisionprocess,whichareoccasion,motive,objectselection,andimplementation,andfindoutthereasonofsuccessandfailureofcorporatediversification.Itisresearchedthekeyimpactfactorsbasedontheoreticanalysisandsuccessfulexperienceofmulti-nationalfirms’corporatediversification.Somesuggestionshavebeenreported.Firstly,itanalysesthekeyimpactfactorsofdiversificationstrategyoccasion,andpointsthatthecycleofmacro-economicandthescaleofcorporationsaretheimportantkeyfactors.Itstatesthattherecoveringandprosperousperiodofmacro-economicarethebettertimeforcorporationstoimplementthediversificationstrategy,andtherecessionaryperiodistimetoadjustthebusinessscope.Inthesame,theeffectofthescaleeconomicofthefirmsshouldbeserioustakenincareforthefirms;Secondly,itisresearchedthekeyfactorsofdiversificationstrategymotive.Itmainlyanalyzestheinfluenceofthecreativespiritofcorporateleader,theforegroundoffirms’dominantbusiness,andthetrendofglobaleconomic.Thethesispointsthatthemotivewhichiscomefromfirm’sleader,belongstoinitiative,andthemotivewhichiscomefromlimitofdominantbusinessorinternalproductionconditionbelongstopassiveness.Thefirmsshouldcatchthegoodopportunityandtaketheinitiativestrategy.Thetrendofglobaleconomichasmanyinfluenceondiversificationstrategymotive.Andthecompanyshouldthinkmorecarefully.Thirdly,itisresearchedthekeyimpactfactorsofobjectselection.Itismainlydiscussedtherelationshipbetweenthecorporatediversificationandthecharacteristicofnewindustry,firms’corecompetence,anditissuggestedthatthecorporatediversificationstrategyneedtobecompliedwiththecharacteristicofnewindustryandfirms’corecompetence.Inthatcase,thepossibilityofsuccesswillbehigher.Atlast,itisprobedintotheimpactofcorporatediversificationontheresourcerecombiningabilityoffirms’leader,corporateorganizestructure,companyculture,andfinancingcapacity.Ingeneral,basedonthetheoreticandtherealfirms’practiceanalysis,thethesisisresearchedthekeyimpactfactorsofcorporatediversificationincorporatediversificationdifferentdecisionstage.Thesuggestionisgivenaccordingtodifferentconditions.Theresearchconclusionisgiventhat:toimplementthecorporatediversificationstrategy,thefirmshouldcatchtheprosperousperiodofmacro-economic,usetheactivestrategy,avoidthepassivesituationofdominantbusinessdeclining;inthesametime,itshouldconsidersufficientlythecompetenceofthemanagement,organization,andcapital.Onlythediversificationisdevelopedwithwellpreparingplanning,andpurpose,sothatthefirmscouldenjoysufficientlyitsactiveeffect,butavoidtherelativeproblems.KEYWORDS:diversificationstrategy,keyimpactfactor,cycleofmacro-economic,enterpriserspirit,corecompetence-1-10010161.8%40.3%63.9%30.3%66.3%61.1%65.6%54.8%:95():7095():70(ABB)-2-:70()::GE,ABB1997100751980199027-3-GEABB-4-GEABB,WTO-5-MBA-1-1950H.I.Ansoff(diversificationstrategy)(E.Penrose)19591962M.Gort1962[1]MBA-2-A.D.ChandlerJr.1962UM[2]1974RichardP.Rumelt1974[3]12MBA-3-GEGEABB100MBA-4-GEABBGE(GeneralElectricGE)1890··GE1892(GE)[4]GE1990Ft.Wayne1907GEGE19871917“booster”1883·1930GEGE2030“”GEGE2060GE206070GE2070MBA-5-2080GE·GE208021GE211020SnecmaCFMNBC69%198015%GE1999134Alstom2500[4]2002131720021511.5115299.47[5]GE1896GEGE206070·GEABBAseaBrownBoveriLtdABB19878BBCASEA50ABB[6]ABBMBA-6-ABB1988151889301994ABBABBABBGE1995ABB1995ABB301998ABB380100681001998803ABB2000ABB2001[7]2001ABB24GEABBMBA-7-ABBITITABBABBGEABBGEABBGEABBMBA-8-GEABBMBA-9-MBA-10-GEABBGE206070208090GE197080ABB208090197080MBA-11-GE19701980·GEGECEOGEGE[8]GEGE1985MBA-12-WallStreetJournal,1985,p.1285039847[9]19701980198019903G3G3G3G2563G90GEABB(1)(2)MBA-13-(3)GEABB2120607090GEGE206070GEGEGEGE2080GE90(GE1999134[4])GENBC1221GE1020MBA-14-ABB2090ABB9021GEABB3GGE90ABB3G3GABB9090MBA-15-20708090212090199879[10]200316MBA-16-123MBA-17-2122MP1MC1MR1=MP1-MC1MP1=MC1MR1MC1