TH管理咨询公司发展战略研究

如何让员工‎更加清晰理‎解企业的发‎展战略和经‎营思路在企业中，人力资源经‎理一般是充‎当教练或辅‎导者的角色‎，而对人力资‎源经理人员‎的辅导却少‎有人关注。

因此，如同培养其‎他部门的经‎理人员一样‎，要想人力资‎源经理成为‎企业的战略‎合作伙伴，企业也必须‎给人力资源‎经理提供合‎适的教练人‎员给予有效‎的辅导。

一般来说，适合人力资‎源经理人员‎的教练应该‎是企业的高‎层领导、人力资源部‎门的负责人‎和业务部门‎的管理人员‎。

企业高层充‎当教练能够‎让人力资源‎经理更加清‎晰理解企业‎的发展战略‎和经营思路‎；面试投递简‎历或者发布‎人才招聘信‎息厦门人才网‎官网都是一个不‎错的选择。

人力资源部‎门的负责人‎能够给人力‎资源提供更‎多的专业技‎能和业务上‎的辅导；而业务部门‎经理人员给‎人力资源经‎理人员提供‎教练辅导则‎能让他们了‎解业务部门‎的工作内容‎和业务流程‎，密切业务部‎门经理和人‎力资源经理‎的关系等等‎。

那么，为何目标与‎业绩之间总‎是存在如此‎巨大差距？我们认为，这是因为大‎多数公司的‎战略制定与‎战略实施之‎间存在脱节‎。

我们的研究‎表明，平均说来，一家公司中‎有95%的员工不清‎楚或不了解‎本公司的战‎略。

假如与客户‎接触最密切‎的员工，求职面试靠‎的不只是努‎力，在龙岩招聘网‎信息繁多，如何从这些‎招聘信息里‎面筛选出好‎的职位也是‎有窍门的。

以及创造价‎值的关键流‎程的操作人‎员不了解公‎司战略，他们肯定无‎法帮助公司‎有效地执行‎战略。

不过，这种情况完‎全可以避免‎。

过去15年‎，我们研究了‎一些绩效大‎幅增长的公‎司，这些公司采‎用了平衡计‎分卡系统，并利用相关‎工具向员工‎更好地宣传‎战略，指导和监督‎战略的实施‎工作。

当然，其中有些公‎司比其他公‎司取得的成‎效更大、更持久。

一般来说，以战略为中‎心的公司都‎在总部建立‎了一个全新‎的机构，即我们所说‎的战略管理‎办公室(offic‎e ofst‎r ateg‎y mana‎g emen‎t，OSM)，负责监督所‎有与战略相‎关的活动。

广东THNZ股份有限公司员工奖惩管理办法广州正略钧策企业管理咨询有限公司2009年9月目录第一章总则 ............................................................................................................ - 1 -第二章奖励 ............................................................................................................ - 1 -2.1 常规奖项类别及标准................................................................................. - 1 -2.1.1 通报表扬........................................................................................... - 1 -2.1.2 优秀员工奖....................................................................................... - 1 -2.1.3 贡献奖............................................................................................... - 2 -2.1.4 先进集体奖....................................................................................... - 2 -2.2 常规奖项申报流程..................................................................................... - 3 -2.3 总经理特别奖............................................................................................. - 3 -第三章惩处 ............................................................................................................ - 3 -3.1 惩处类别及标准......................................................................................... - 3 -3.1.1 限期改正........................................................................................... - 3 -3.1.2 通报批评........................................................................................... - 4 -3.1.3 降级................................................................................................... - 4 -3.1.4 解除劳动合同................................................................................... - 4 -3.1.5 连带责任惩处................................................................................... - 5 -3.2 惩处流程..................................................................................................... - 5 -第四章附则 ............................................................................................................ - 5 -附件1：员工奖惩申报表 ....................................................................................... - 7 -附件2：限期改正通知书 ....................................................................................... - 8 -附件3：员工奖惩申诉表 ....................................................................................... - 9 -第一章总则第一条为规范广东天THNZ份有限公司（以下简称“广东天TH）奖惩工作，鼓励员工的积极性和创造性，维护正常的工作秩序，提高工作效率，根据法律法规和国家、省、市有关文件精神，结合公司相关管理办法，制定本办法。

外 部 损 失 成 本 降 低所 获得 的 收益 将 大 于 企 业 增 加 的预 防 成 段生 产 出用 户 最 满意 的 产 品 ， 适 当增 加预 防 成本 是 可取 的 、 这 从 根 本 上 保 证 了产 品 的质 量 。 质 量 成 本 和 鉴 定成 本 ， 总 质 量 成本 达 到最 低 ， 甚 至 可 能 降为 零 。 即 有 益 的 、必 须 的 ，
调 企业 的内外匹配与 契合 。Ｓ ＷＯＴ 分析 实 际上是将对 企业 内外
Ｃ Ｐ ＥＣ Ｃ的优势 ： （ １ ） 市场化 、规 范化 的经营机制和 良好 的企业文化背 景 （ ２ ） 丰富的Ｅ Ｐ Ｃ 工程设计 、承包经验
（ ３ ） 职业化 的项 目管理团 队
（ ４ ） 成 熟的国内外市 场和国 内外较高的 品牌知名度
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战略管理研究参考文献（总目录）项保华2003-5-31重要说明：本目录经过多届博士生的共同努力，于2003年5月整理完成，主要提供本人指导的战略管理研究方向的博士生学习参考之用。

可以认为，只要通读了本目录的大部分文献，必将能够对战略管理领域的当前及经典理论、方法有比较系统的把握。

若能在此基础上潜心感悟，加强与同行的交流探索，定可具备解决具体战略理论与实践问题的创新思路与实用技能，从而顺利完成博士学位论文的选题与撰写。

作为战略管理研究方向博士生培养的业务目标定位为，通过对战略理论与实践的系统学习，达到胜任国内重点高等院校战略领域的教学、研究、咨询工作之要求。

所以，对于硕士生以及非战略管理研究方向的博士生而言，不作全面通读本目录文献之要求，各位可以根据自己的兴趣，从本目录中选取部分文献阅读，以作为参与战略课程学习之补充。

学习建议：以具体老师为师的范围终有限，而以文献为师则可延请古今中外名家赐教，广泛借鉴吸收多方面的见解。

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Cucuzza, Tapping The Full Potential Of Abc, Harvard Business Review, 1995, 4♦Tufano, P., How Financial Engineering Can Advance Corporate Strategy?, Harvard Business Review, 1996, 1♦Gadiesh, O.; James L. Gilbert, How To Map Your Industry's Profit Pool, Harvard Business Review, 1998, 3♦Gadiesh, O.; James L. Gilbert, Profit Pools: A Fresh Look At Strategy, Harvard Business Re view, 1998, 3♦Deephouse, D., To Be Different,Or To Be The Same? It's A Question (And Theory) Of Strate gy Balance, Strategic Management Journal, 1999, 2♦Grimm, C. & Smith, K. G. (1997). Strategy As Action. Dallas, Tx: Southwest Publishing.♦Henderson, B. The Concept Of Strategy, In The Strategic Management Handbook (Kenneth J.Albert Ed.), Mcgraw-Hill Book Company, 1983: 1-3~4.♦Kaplan, R.; David P. Norton, Having Trouble With Your Strategy? Then Map It, Harvard B usiness Review, 2000, 5.♦Hambrick, D. (1983). Some Tests Of The Effectiveness And Functional Attributes Of Miles A nd Snow’S Strategic Types. 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Pindyck, The Options Approach To Capital Investment, Harvard Business Rev iew, 1995, 3♦Mintzberg, H.; Joseph Lampel, Reflecting On The Strategy Process, Sloan Management Revie w, 1999, 3Part II 内外要素External And Internal Models Of Stra tegyIndustry Analysis And Strategy♦Zajac, E. & Bazerman, M. (1991). Blind Spots In Industry And Competitor Analysis: Implica tions Of Interfirm (Mis)Perceptions For Strategic Decisions. Academy Of Management Review, Vol. 16 (1): 37-56.♦Porter, M.E. (1981). The Contribution Of Industrial Organization To Strategic Management.Academy Of Management Review. Vol. 6,137-156.♦Foss, N, Research In Strategy, Economics, And Michael Porter, Journal Of Management Studi es, January 1996.♦Cool, K.O. & Schendel, D.E. (1987). Strategic Group Formation And Performance: U.S. Phar maceutical Industry. Management Science, 33, 1102-1124.♦Nath, D.; Thomas S. 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Daellenbach, Rethinking Research Methods For The Resource-Based Perspec tive: Isolating Sources Of Sustainable Competitive Advantage, Strategic Management Journal, 1999, 5♦Collis, D., How Valuable Are Organizational Capabilities?, Strategic Management Journal, 199 4, Winter Special Issues♦Barney, J. (2001). Is The Resource-Based 'View' A Useful Perspective For Strategic Managem ent Research? Yes. Academy Of Management Review, Vol. 26 (1)♦Priem, R.L. & Butler, J.E. (2001). Is The Resource-Based "View" A Useful Perspective For St rategic Management Research? Academy Of Management Review, Vol. 26 (1)♦Grant, R, (1991). Resource Based Theory Of Competitive Advantage: Implications For Strateg y Formulation. California Management Review, Vol. 33 (3).♦Wernerfelt, B., A Resource-Based View Of The Firm, Strategic Management Journal, 1984, 2.♦Wernerfelt, B., The Resource-Based View Of The Firm: Ten Years After, Strategic Manageme nt Journal, 1995, 3.♦Mosakowski, E., Managerial Prescriptions Under The Resource-Based View Of Strategy: The Example Of Motivational Techniques, Strategic Management Journal, 1998, 12♦Medcof, J., Resource-Based Strategy And Managerial Power In Networks Of Internationally D ispersed Technology Units, Strategic Management Journal, 2001, 11.♦Mahoney, J. T. & Pandian, J. (1992). The Resource-Based View Within The Conversation Of Strategic Management, Strategic Management Journal, Vol. 13, 363-380.♦Barney, J., How A Firm's Capabilities Affect Boundary Decisions, Sloan Management Review, 1999, 3♦Barney, J. (1991). Special Theory Forum, The Resource -Based Model Of The Firm: Origins, Implications And Prospects. The Journal Of Management. Vol. 17, 97-98.♦Conner, K. (1991). A Historical Comparison Of Resource-Based Theory And Five Schools Of Thought Within Industrial Organization Economics: Do We Have A New Theory Of The Firm?Journal Of Management. Vol. 17, 121-154.♦Liererman, M.; David B. Montgomery, First-Mover (Dis)Advantages: Retrospective And Link With The Resource-Based View, Strategic Management Journal, 1998, 12♦Peteraf, M.A. (1993). The Cornerstones Of Competitive Advantage: A Resource-Based View. S trategic Management Journal, 14 (3): 179-192.♦Miller, D. & Shamsie J. (1996). The Resource-Based View Of The Firm In Two Environments:The Hollywood Film Studies From 1936 To 1965. Academy Of Management Journal, Vol. 39(3) 519-543.♦Mcwilliams, A. & Smart, D.L. (1995). The Resource-Based View Of The Firm: Does It Go F ar Enough In Shedding The Assumptions Of The S-C-P Paradigm? Journal Of Management I nquiry, 4:309-316.Environment Vs Organization: An Integration♦Evans, P. & T. Wurster, Strategy And The New Economics Of Information, Harvard Business Review, 1997, 5♦Porter, M., Strategy And The Internet, Harvard Business Review, 2001, 3♦Tapscott, D., Rethinking Strategy In A Networked World Or Why Michael Porter Is Wrong, Strategy & Business () (Third Quarter 2001)♦Ghoshal, S. & Westney, D. (1991). Organizing Competitor Analysis Systems. Strategic Manage ment Journal. 12, 17-31.♦Schoenecker, T.; Arnold C. Cooper, The Role Of Firm Resources And Organizational Attribut es In Determining Entry Timing: A Cross-Industry Study, Strategic Management Journal, 1998,12♦Jemison, D. (1981). The Contribution Of Organizational Theory To Strategic Management. Ac ademy Of Management Review. Vol. 21.♦Aktouf O. (1992). Management And Theories Of Organizations In The 1990s: Toward A Criti cal Radical Humanism? Academy Of Management Review. Vol. 17 407-431.♦Bettis, R., Michael A. Hitt, The New Competitive Landscape, Strategic Management Journal, 1995, 1♦Smith, K.G., C. Grimm, M. Gannon, & M.J. Chen, (1991). Organizational Information Proces sing: Competitive Responses And Performance In The Us Domestic Airline Industry. Academy Of Management Journal, Vol. 34, 60-85.♦Rugman, A.; Alain Verbeke, Corporate Strategies And Environmental Regulations: An Organi zing Framework, Strategic Management Journal, 1998, 4♦Hansen, G. & Wernerfelt, B. (1989). Determinants Of Firm Performance: The Relative Import ance Of Economic And Organizational Factors. Strategic Management Journal, 10: 399-411.♦Oliver, C. (1997). Sustainable Competitive Advantage: Combining Institutional And Resource-B ased Views. Strategic Management Journal, Vol. 18: 697-713.♦Dean, T.; R. L. Brown; C. E. Bamford, Differences In Large And Small Firm Responses To Environmental Context Strategic Implications From A Comparative Analysis Of Business Form ations, Strategic Management Journal, 1998, 8♦Burt, R. (1997). The Contingent Value Of Social Capital. 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Grant, Knowledge And The Firm: Overview, Strategic Management J ournal, 1996, 1: 5-9♦Tsoukas, H., The Firm As A Distributed Knowledge System : A Constructionist Approach, St rategic Management Journal, 1996, 1: 11-25Part III 竞合互动Competition And The Creation Of V alueCompetitive Dynamics Research♦Gal-Or, E. (1985). First Mover And Second Mover Advantages. International Economic Revie w, 26, 649-653.♦Gatignon, H. Anderson, E. & Helsen, K. (1989). Competitive Reactions To Market Entry: Ex plaining Interfirm Differences. Journal Of Marketing, 26, 44-55.♦Glazer, A. (1985). The Advantages Of Being First. American Economic Review, 75, 473-480.♦Guasch, L. & Weiss, A. (1980). Adverse Selection By Markets And The Advantage Of Being Late. The Quarterly Journal Of Economics, 453-466.♦Kamien, M. I, & Schwartz, N.L. (1978). Potential Rivalry, Monopoly Profits And The Pace Of Inventive Activity. Review Of Economic Studies, 45, 547-557.♦Lieberman M.B. & Montgomery, D.B. (1988). First-Mover Advantages. Strategic Management Journal. 9, 41-58.♦Mascarenhas, B. (1992). First Mover Effects In Multiple Dynamic Markets. Strategic Manage ment Journal. 13, 237-243.♦Mitchell, W. (1989), Whether And When? Probability And Timing Of Incumbents’ Entry Into Emerging Industrial Sub-Fields. Administrative Science Quarterly, 34:208-230.♦Milgrom, P., & Roberts, J. (1982). Predation, Reputation And Entry Deterrence. Journal Of Economic Theory, 27, 280-312.♦Robinson, W. T. (1988). Sources Of Market Pioneer Advantages: The Case Of Industrial Goo ds Industries. Journal Of Marketing Research, 87-94.♦Frass, A. G., & Greer, D. (1977). Market Structure And Price Collusion: An Empirical Analy sis. Journal Of Industrial Economics, 26, 21-43.♦Baldwin, W.L., & Childs, G. L. (1969). The Fast Second And Rivalry In Research And Devel opment. Southern Economic Journal, 36, 18-24.♦Chen, M. (1996). Competitor Analysis And Interfirm Rivalry: Toward A Theoretical Integratio n. Academy Of Management Review. Vol. 21. 100-134.♦Liererman, M.; David B. Montgomery, First-Mover Advantages, Strategic Management Journa l, 1988, Summer Special Issue♦Mascarenhas, B., First-Mover Effects In Multiple Dynamic Markets, Strategic Management Jo urnal, 1992: 237-243♦Chen, M.J. & Hambrick, D. (1995). Speed, Stealth, And Selective Attack: How Small Firms Differ From Large Firms In Competitive Behavior. Academy Of Management Journal, 38(2), 4 53-482.♦Jacobson, R. (1992). The "Austrian" School Of Strategy. Academy Of Management Review, 1 7(4): 782-807.♦Smith, K.G., C. Grimm & M. Gannon. (1992). The Dynamics Of Competitive Strategy. Califo rnia: Sage Publishing.♦Williamson, O. (1996). Economic Organization: The Case For Candor. Academy Of Managem ent Review, Vol. 21: 48-57.♦Gimeno, J., Reciprocal Threats In Multimarket Rivalry: Staking Out "Spheres Of Influence"In The U. S. Airline Industry, Strategic Management Journal, 1999: 101-128♦Yoffie, D.; Michael A. Cusurmanno, Judo Strategy: The Competitive Dynamics Of Internet Ti me, Harvard Business Review, 1999, 1♦Ghoshal, S. & P. Moran (1996). Bad For Practice: A Critique Of The Transaction Cost Theo ry. Academy Of Management Review, Vol. 21: 13-47.♦Baum, J. & Korn, H. (1996). Competitive Dynamics Of Interfirm Rivalry. Academy Of Mana gement Journal, Vol. 39. 255-291.♦Chen, M. J., Smith, K. G. , & Grimm, C. M. 1992. Action Characteristics As Predictors Of Competitive Responses. Management Science, 38: 439-455.♦Chen, M. J., & Macmillan, I.C., 1992. Nonresponse And Delayed Response To Competitive M oves: The Roles Of Competitor Dependence And Action Irreversibility. Academy Of Manageme nt Journal, 35(3), 539-570.♦Chen, M.J., & Miller, D., 1994. Competitive Attack, Retaliation And Performance: An Expect ancy-Valence Framework. Strategic Management Journal, 15, 85-102.♦Craig, T. (1996). The Japanese Beer Wars: Initiating And Responding To Hypercompetition I n New Product Development. Organizational Science, Special Issue Part 1. 302-321.♦Eaton, B.C. & Ware, R. (1987). A Theory Of Market Structure With Sequential Entry. Rand Journal Of Economics, 18, 1-16.Alternatives To Competition: Co-Opetition♦Nalebuff, B. & A. Brandenburger, Co-Opetition, Harper Collins Publishers, 1996: 3.♦Brandenburger, A. & B. Nalebuff, The Right Game: Use Game Theory To Shape Strategy, H arvard Business Review, 1995, 4♦Spekman, R., T. Forbes, L. Isabella, Alliance Management: A View From The Past And A L ook To The Future, Journal Of Management Studies, 1998, 6♦Harari, O., Stop Trying To Beat Your Competitors, Management Review, 1994, 9♦Quinn, J. B., Strategic Outsourcing: Leveraging Knowledge Capabilities, Sloan Management R eview, 1999, 4, Summer♦Saloner, G., Modeling, Game Theory, And Strategic Management, Strategic Management Journ al, Vol.12, 119-136, 1991.♦Ring, P. S.; Andrew H. Van Deven, Structuring Cooperative Relationships Between Organizati ons, Strategic Management Journal, 1992: 483-498♦Mowery, D.; Joanne E. Oxley; Brian S. Silverman, Strategic Alliances And Interfirm Knowled ge Transfer, Strategic Management Journal, 1996, Winter Special Issues: 77-91♦Gulati, R., Alliances And Networks, Strategic Management Journal, 1998, 4♦Kanter, R., Collaborative Advantage: The Art Of Alliances, Harvard Business Review, 1994,4.♦Mauri, A.; Max P. Michaels, Firm And Industry Effects Within Strategic Management: An E mpirical Examination, Strategic Management Journal, 1998, 3♦Zajac, E., Commentary On "Alliances And Networks" By R. Zajac, Strategic Management Jo urnal, 1998, 4♦Rindova, V.; Charles J. Fombrun, Constructing Competitive Advantage: The Role Of Firm-Co nstituent Interactions, Strategic Management Journal, 1999, 8♦Browning, L. Beyer, J. & Shetler, J. (1995). Building Cooperation In A Competitive Industry: Sematech And The Semiconductor Industry. Academy Of Management Journal. Edited By Sm ith, Carroll And Ashford. Vol. 38. 113-151.♦Gulati, R. (1995) Does Familiarity Breed Trust. Academy Of Management Journal. Edited By Smith,Carroll And Ashford. Vol. 38. 85-112.♦Ring, P.S. & Van De Ven, A. (1994). Developmental Processes Of Cooperative Interorganizatio nal Relationships. The Academy Of Management Review, 19(1): 90-118.♦Gimeno, J. & Woo, C. (1999). Multimarket Contact, Economies Of Scope And Firm Perform ance. Academy Of Management Journal. Vol 42 (3) 239♦Gimeno, J. & Woo, C. (1996). Hypercompetition In A Multimarket Environment: The Role Of Strategic Similarity And Multimarket Contact In Competitive De-Escalation. Organizational Science, Special Issue Part 1. 322-341.♦Mcgrath, R. M. J. Chen & I. Macmillan, (1998). Multimarket Maneuvering In Uncertain Sph eres Of Influence: Resource Diversion Strategies. Academy Of Management Review, Vol. 23: 72 4-740.♦Baum, J. & J. Korn, (1999). Dynamics Of Dyadic Competitive Interaction. 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