企业关键资源、权变因素与升级路径选择——以广东省宜华木业股份有限公司为例  

Key Resource,Contingency Factors and Upgrading Process of Enterprises: A Case Study of Guangdong Yihua Timber Industry Co.,Ltd

作　　者：毛蕴诗[1] 林彤纯 吴东旭[1] 

机构地区：[1]中山大学管理学院,广东广州510275

出　　处：《经济管理》2016年第3期45-56,共12页Business and Management Journal ( BMJ )

基　　金：国家社会科学基金重点项目"我国传统产业向中高端转型升级的动因;路径与对策研究"(15AZD003)

摘　　要：本文以广东省宜华木业股份有限公司为研究案例,构建了企业转型升级模型,揭示企业升级过程中内外部资源的互动关系。宜华木业经历过中国加工贸易业高速发展、中国加入WTO、两次金融危机等多个典型时期,实现了从OEM多元化到OBM的跨越式升级,基于"技术引进—技术创新—能力演进"的能力整体升级,从家具业向产业链上游木业延伸的渗透式升级,从单一市场到海内外两个市场的企业能力互动升级,以及从木制家具行业到家居业多个细分行业的跨产业升级。研究发现,该企业转型升级模型具备一定的应用价值;企业围绕发展阶段构建资源与能力,并且优先选择与自身能力类型相符的升级路径;财产性资源推动基于海内外两个市场的企业能力互动升级,知识性资源推动企业跨产业升级;外部社会资本是转型升级的重要影响因素。Chinese traditional OEM-based processing trade enterprises are facing tough transformation and upgrading pressure. How can Chinese manufacturing companies get rid of the low-end position of the value chain and achieve enterprise upgrading？ Based on reviewing the relevant literature of enterprise upgrading, this article finds that to divide resources into property-based resource and knowledge-based resource will effects of upgrading path selection and upgrading performance. In addition, external social into the influence factors of enterprise upgrading fo to replicate. By analyzing the interactive relations help to further study the capital should be brought r it can be valuable, scarce, not completely imitable and difficult among influence factors （including knowledge-based resources, social capital, environmental change and entrepreneurship） enterprise upgrading the case of Guangdo , this study proposes a model of enterprise upgrading. Based on field ng Yihua Timber Industry Co. , Ltd. property-based resources, , paths and performance of research, the article studies Established in 1995, Guangdong Yihua Timber Industry Co. , Ltd had experienced several typical periods like rapid development of China＇s processing trade, China＇s accession to the WTO and the two financial crises. At the be- ginning of transformation, it abandoned OEM and managed to upgrade to OBM. With a forward-looking strategic plan for the changing environment process, it made industrial chain extension from the furniture industry to the upstream wood industry and owned six forestry bases of six millions mus to avoid the negative affect of the fluctuations in raw material prices. And it achieved process upgrading based on the technology introduction, technological innovation and capability evolution. Then it entered the domestic market. Strong capital capability, distribution network, patents and other property-based resources effectively promote the industry＇s ability to interact in two markets at home and abroad. Under the backgrou

关 键 词：企业资源 权变因素 转型升级 路径选择 社会资本 

分 类 号：F272.3[经济管理—企业管理]