Research and Analysis on the Application of Strategic Performance Management in Enterprises

In today’s competitive business environment,strategic performance management(SPM)is crucial for continuous growth and innovation.Therefore,it is important to realize the advantages of SPM in enterprise applications.This paper analyzes the theoretical basis,implementation framework,and application effects of SPM in enterprises by examining actual cases from different industries.It reveals the core elements of an effective performance management system,including clear goal setting,reasonable performance indicators,and periodic performance evaluations.Additionally,the paper examines the impact of China’s specific economic policy environment on the implementation of SPM and proposes strategies to optimize performance management practices,ultimately promoting the achievement of strategic goals.This paper provides specific and personalized practical guidance for enterprises.

Study of Strategic Management Oriented Enterprise Internal Control

Strategic management oriented enterprise internal control is an inevitable choice after the enterprise develops to a certain scale,and it is also an important starting point for enterprises to adjust their own strategic layout and resource allocation.With the continuous expansion of the scope of internal control supervision,the traditional mode of internal control supervision has become more and more restricted.In view of this,the present study started from the necessity of internal control supervision from the overall and top-level perspectives,and analyzed the current problems in the internal control of enterprises from the perspective of strategic management.The problems include the lack of methods and tools of strategic management,insufficient awareness of strategic risk management,insufficient expansion of internal control objects,insufficient prior intervention in internal control supervision,etc.Finally,it came up with the idea of constructing strategic enterprise internal control,in order to provide an effective reference for the study of enterprise internal control.

Study on the knowledge management of strategic alliances in high technology enterprises

With the development of knowledge economy, the competition between high teehnology enterprises has gradually evolved into the competition of core competence based on knowledge, because high technology enterprises are typical knowledge-based enterprises. Few enterprises, especially for high technology firms, have all of the knowledge they need to compete effectively in the marketplace both at home and abroad, so more and more high technology companies are taking the advantage of strategic alliances to get their complementary knowledge. Since knowledge is the source of an enterprise＇ s competitiveness, knowledge management has become the most important means for enterprises to gain competitive advantage. There has been an increased growth in the literature on strategic alliances in recent decades. But what is less discussed in the existing literature on strategic alliances is the issue of knowledge management of strategic alliances in high technology enterprises. Based on the characteristics of strategic alliances in high technology enterprises, and in line with the implication and the goal of knowledge management, this study tries to delve into this issue. The paper analyzes the key factors relevant to the knowledge management of strategic alliances in high technology enterprises and proposes guidelines on the process and measures that should be taken in the knowledge management of strategic alliances in high technology enterprises.

AN ELEMENTARY ANALYSIS OF PROBLEMS IN APPLICATION OF SPACE METHOD IN STRATEGIC MANAGEMENT OF ENTERPRISES

Although it is still a new and developing subject, strategic management of enterprises, the importance of which will be understood by more and more enterprises as the reform and development is deepened, will surely be applied finally. This paper expounds how to apply the Delphi method to determine the essential elements in management and to evaluate enterprises in strategic position and action evaluation (SPACE) method of strategic management of enterprises. Meanwhile, its determination and evaluation are so realistic that they describe the strategic positions at which enterprises may be in the present competitive environment, and they establish a basis for enterprises to correctly choose their strategies of development.

Stages, Content, and Theory of Strategic Human Resource Management （SHRM）： An Exploratory Study

This study discusses ＂theory of strategic human resource management （HRM） has an impact on research topic of this study is to discuss SHRM resource management （SHRM）＂. Theory of SHRM is that human firm performance through employee performance. Therefore, the theory. Research method is literature scanning. Research findings are, firstly, that strategic HRM can be defined with employee/firm performance relationship. Secondly, this study depicts its own SHRM model. In this model, HRM practices develop individual performance of employees in organizations, and individual performance increases performance of business departments, such as supply department, finance department, marketing department, logistics department, etc., and performance of business departments has an impact on firm performance. Furthermore, this study makes its SHRM definition. So far, there have been two definitions of SHRM in literature studies. The first definition identifies SHRM with corporate strategies and competitive advantage. The second definition describes SHRM with HRM-firm performance relationship. This study makes the third definition, namely, SHRM is employee/firm performance relationship, and this definition is figured in an SHRM model in this study.

Research on the Enterprise Strategic Management Course based on Problem Oriented Teaching Methodology

With the rapid development of the management science and technology, the management related course is becoming popular. In this research paper, we research on the enterprise strategic management course based on the problem oriented teaching methodology. We reviewed the latest strategic management recently developed various theories and academic point of view to from the theoretical level of modern enterprise strategy management pattern to generalize and summarize, thus to guide the strategic management of modern enterprises. Enterprise strategic management is to point to determine its mission according to the external environment and internal conditions set strategic goals of the enterprise. Through combing the development of the strategic management theory, grasp the context and the regularity of the evolution of enterprise strategic thinking and the development trend of enterprise strategic theory at home and abroad was discussed to promote the existing strategic management research provides some unique ideas and thoughts.

Research on the relationship between strategic leadership of senior managers of state-owned enterprises and business performance

Performance management has become a competitive advantage of enterprises to cultivate core competitiveness of strategic initiatives, but how to act performance management out scientifically has been difficult. An unclear understanding of the various issues often results in improper handling counterproductive. Thus, we should analyze human resource performance management problems and their causes, and only on this basis can we establish and implement effective hunlan resource management system dynamic performance during the difficulties and the main factors that should be considered to elaborate.

Research on the Applications of Case Studies and Role Playing Methods on the Enterprise Strategic Management Course Teaching

In this paper, we conduct research on the applications of case studies and role playing methods on the enterprise strategic management course teaching. Training is an important part of the enterprise human resources management. For enterprises is a kind of novel important human capital investment, as well as other capital investments, both benefits. Also be risky, because of the risks and benefits is coexistence, indivisible. To deal with the mentioned challenge, we combine the novel and state-of-the-art training methodology to maximize the effectiveness of the training process. In the article, we cast our new opinion together with the prospect for the future.

The Impact of Project Portfolio Management on Enterprise Strategic Objectives

In today’s era,with the increase in the number of enterprise innovations,enterprises must adopt project portfolio management for various innovations,select alternative projects from the perspective of enterprise strategy.This paper primarily explores the use of project portfolio management in enterprise project management,hoping to improve the quality of enterprise project management and the utilization efficiency of project portfolio management in enterprise project management.

Cycle Evolution of the Impact of Ability-Enhancing,Motivation-Enhancing,and Opportunity-Enhancing Strategic Human Resource Management on Product Innovation in Science and Technology Enterprises

This study is based on the Ability-Motivation-Opportunity(AMO)model.Through two sub-studies,it explores the influence of ability-enhancing,motivation-enhancing,and opportunity-enhancing strategic human resource management(SHRM)in science and technology enterprises,on product innovation performance(PIP).It also reveals the dynamic evolution that influence from the perspective of the enterprise lifecycles.Sub-study 1 analyzes 441 questionnaires from managers of science and technology enterprises,using a qualitative comparative analysis method to determine the differences in the lifecycles of different enterprises.A qualitative comparative analysis of the questionnaires identifies the configurations of AMO SHRM,organizational emotional capability(OEC),and organizational human capital(OHC)that affect PIP at different lifecycles.Sub-study 2 empirically validates the dynamic capability path and resource-enhancing path of the impact of AMO SHRM on PIP using 444 questionnaires from managers of science and technology enterprises.The outcomes make the following revelations.(1)There are two possible configurations for product innovation during the startup stage,and opportunity-enhancing SHRM(OSHRM),OEC,and OHC are necessary conditions for impacting product innovation.There are three possible configurations for product innovation during the growth phase,and three possible configurations during the mature phase.(2)OSHRM in the startup stage affects product innovation through human capital,while ability-enhancing SHRM(ASHRM)and motivation-enhancing SHRM(MSHRM)do not significantly affect product innovation.ASHRM and OSHRM in the growth stage affect product innovation through OEC and OHC,while MSHRM has a significant impact on product innovation.AMO SHRM in the mature stage affects PIP through OEC and OHC.The study compares the impact of AMO SHRM on PIP from the perspectives of dynamic capability and resource-enhancing paths,and longitudinally analyzes the adaptability of the two paths in different stages of the enterprise life,providing reference for science and technology enterprise management practices.

Strategic group theory： A customer-oriented view

Barney and Hoskisson （1990） argue that the strategic group research has neither established the existence of strategic groups, nor their relationship to firm performance. The primary reason behind the unsatisfactory results is the lack of a theoretical framework： what strategic variables to include in the analysis and their relative importance; the definition of an industry, and how to make competitive strategy operational. First, the author presents a customer-oriented theory of management which submits that, like Procter and Gamble, understanding customers should be the primary focus of a business. Second, the author proposes an integrated approach to competitive strategy. Because customer-perceived quality is far more critical to long-term success than any other factor, it should be the centerpiece of competitive strategy. The author suggests that competitive strategy should be divided in two interdependent dimensions： external and internal. It is the external strategy that should be considered the primary dimension because it reflects the customers＇ perspective, and provides a sense of direction regarding how the internal resources should be used. Next, the author presents an operational framework of competitive strategy which proposes that the best route to market share leadership in consumer markets is competing in the mid-price segment, offering superior quality compared to competition at a somewhat higher price： （1） to maintain an image of quality, and （2） to ensure that the strategy is profitable and sustainable. Finally, the author offers a framework of business or industry definition that extends Abell＇s （1980） three dimensions to seven. He suggests that an integrated approach to market segmentation provides the foundation for conducting strategic group analysis in consumer markets. So, in strategic group research, we need a bottom-up approach that begins with a product-market segment. In each product market, real competition occurs at the brand level. This is the ground where actual competitive wars are fought, and this is where the rich dynamics of competition often come to light.

The application of modem cost management in real estate enterprise

This paper will be on the real estate development enterprise cost analysis and cost forecast, decision-making, plan, control, analysis and feedback were described, as well as how to use value engineering to enterprise value chain each link cost allocation, ut also to the enterprise strategy analysis and research, as well as cost management and strategic interaction analysis. Finally, it has a cost of real estate development enterprises case analysis and research. The author believes that the article will be on the real estate development enterprise management have some practical significance.

The Principles behind a Strategic Plan

This strategic planning has changed dramatically between the 1960’s and 1970’s. Having survived its original design flaws, it has evolved into a practical system of strategic management. Planning systems, in fact, have become more sophisticated in their selection of planning approach and techniques. The approach to the strategic plan should involve different methods and techniques, more complete and more sensitive to the critical uncertainty of many of the variables that planning must address. This change represents a recognition of the basis of a strategic plan that are able to determinate its success. Implementing this strategic approach, focused on method and technique, can play a variety of important and useful roles peripheral to the strategy development and implementation process.

战略管理视角下饲料企业财务报表的分析研究

随着市场竞争的加剧,部分饲料企业出现了产品滞销、经济效益下滑、现金流紧张等问题。要想实现饲料企业的可持续发展,需要运用稳健的财务管理方式,合理安排饲料企业的投融资、资金运营和利润分配等经营活动。其中,财务报表是饲料企业定期公开财务情况的重要形式,所以要正确认识饲料企业财务报表的重要性,并从战略管理角度对财务报表的应用进行科学分析。

现代管理理论下饲料企业的风险成因及控制措施

在市场竞争加剧的背景下,饲料企业面临的风险因素增多,若不加以有效识别和控制,容易对饲料企业的正常运营和发展构成严重影响。可以说,分析饲料企业的风险成因已成为饲料企业的必然选择。对此,本文从现代管理视角出发,深入探讨饲料企业加强风险控制的意义,并提出具有针对性的风险控制措施,旨在为饲料企业的可持续发展提供有益参考。

用审计结果促进企业财务管理及会计核算的策略研究

在现代商业环境中,企业的财务管理和会计核算是确保企业稳定运营、可持续发展的重要组成部分。然而,由于信息不对称、内部控制不完善等原因,企业的财务报表可能存在错误和不准确的情况,给企业决策带来不确定性。审计作为一种独立的评估机制,通过对企业财务报表的审查和验证,揭示了财务报表的真实性和准确性,为企业提供了可靠的决策依据。

基于闭环管理理念的国有企业战略管理模式构建研究--以南方电网A公司为例

随着国有企业进入了深化改革阶段,战略管理已经成为国有企业现代化建设的重要内容,更是国企转型发展、高质量发展的必然要求。当前对于国有企业特别是电网企业如何运用战略管理理论和方法来开展体系化的战略管理模式构建,缺乏系统性研究。本文以南方电网A公司为例,系统分析战略管理存在的问题,在坚持“两个一以贯之”原则的基础上,研究提出国有企业战略管理模式框架,为国有企业战略管理改革提供了新思路及落地参考,具有一定的理论价值和实践意义。

产业互联网情境下企业战略转型路径与机制研究——基于和谐管理理论视角

互联、数字、智能技术正在促使产业融合和产业互联网迅速发展,要求企业顺应时代变化并及时实现战略转型。在产业互联网情境下,企业如何实现战略转型(有效路径与机制)是亟待解答的问题。本文通过理论分析提出了“驱动因素-主题辨识-机制搭建-动态耦合”的转型路径,通过案例研究归纳提炼出欧冶云商在产业互联网情境下的转型过程模型,构建出和谐管理理论指导下的战略转型路径与机制模型。本文阐释了企业战略转型是一个有限干预下的自主演化过程,即不同主题导向下的谐则-和则机制进行规制性、能动性、互动性耦合的迭代扩展过程,运用和谐管理理论的整体和动态观点,探究了产业互联网情境下企业如何进行战略转型的问题。

全面预算管理在企业经营中的重要作用

随着市场经济的不断完善,预算管理成了企业在经营战略决策中的重要一环,为了能够更好地对企业经营战略进行规划,每个企业都逐渐构建起了全面预算管理体系来提高企业经营效率,那么在企业的经营过程中,全面预算管理该如何能够最大限度起到辅助作用呢。文章就全面预算管理在企业经营中起到的重要作用进行解析,并根据这些作用提出目前大多数企业在全面预算管理中存在的问题和相关建议。

“合理化”理论视阈下我国高等教育的困境、成因与改革路径

随着经济快速发展和中国高等教育大众化进程的推进,中国高等教育在实现快速和卓越发展的同时,逐步显现出现代“合理化”的趋势。文章基于“合理化”理论,探讨了该理论延伸的五个维度在高等教育中的适用性,并详细分析了中国高等教育中“合理化”现象的表现与特征。文章进一步对中国高等教育过度“合理化”的困境与成因进行了深入思考与辨析,指出这一现象深植于市场经济与社会需求、政府政策导向与教学效率追求、教育现状与战略管理不合的矛盾中。为有效应对“合理化”带来的挑战,文章从战略视角出发,提出了鼓励特色教改、分类评价、融合发展、资源共享、加大交流力度和重塑政教关系等改革策略,以促进高等教育的多元化、个性化和创新化发展,切实推进高等教育的高质量发展,为中国高等教育持续改进和发展提供理论和实践参考。