企业规模、高层认知对其非市场战略的影响——基于万科、雅居乐的案例研究  

Effect of Enterprise Scale and High-level Cognitive on Non-market Strategy:Based on Case Studies of China Vanke,Agile

作　　者：张存岭[1] 李胜苗[1] 

机构地区：[1]华南理工大学工商管理学院,广州510640

出　　处：《价值工程》2012年第13期105-106,共2页Value Engineering

摘　　要：转型经济时期的中国政府仍保留着大政府的形象,制度处在一个逐渐完善的过程中,在这种环境下经营的中国企业有更强的动机参与非市场活动以求获得政策变化带来的利益或避免政策变化的不利影响。但实践中存在着不同企业面对同样环境却采取截然相反的非市场策略的现象。本文采用案例研究方法,从企业内部自身特征出发,探寻造成这一现象的深层次原因。In the economic transition period,the Chinese Government still retains the image of big government,and the system is in a process of gradual improvement.Chinese companies operating in this environment have a greater incentive to participate in non-market activities in order to get the benefits of the policy change or avoid adverse effects of policy changes.But in practice,different enterprises may take diametrically opposite non-market strategy when they face the same environment.This paper used the case study method to explore the deep causes of this phenomenon by proceeding from the enterprise itself features.

关 键 词：非市场策略 组织自身特征 转型经济 房地产 

分 类 号：F272[经济管理—企业管理]