In times of global changes and turbulence like ours, more than anything, firms need some pillars of stability. By this paper we would like to develop a comprehensive and adaptive managerial approach of corporate reput...In times of global changes and turbulence like ours, more than anything, firms need some pillars of stability. By this paper we would like to develop a comprehensive and adaptive managerial approach of corporate reputation. This is based on the premise that intangible assets （in general） and corporate reputation （in particular） are more and more recognized and managed as sources of （unique） sustainable competitive advantages and as core determinants of firm competitiveness, which are relatively hard to build and very easy to loose.展开更多
The organizational structure change of enterprises should be subject to the change of strategy,and strategy change is the reaction to the environment change.This paper studied the expansion strategies and evolution pa...The organizational structure change of enterprises should be subject to the change of strategy,and strategy change is the reaction to the environment change.This paper studied the expansion strategies and evolution paths of hotel groups in China by a survey in 2007,in which the research objects were 91 hotel groups listed by China Tourist Hotels Association.The conclusions are drawn:based on the two dimensions of unification management function scope and the unification management degree,hotel groups can be divided into four strategic types,including strategically concentrated group,close function group,widespread alliance group and loose union group.Simultaneously there are three different expansion paths:stability path,growth path and undulation path.About 72.5% of Chinese hotel groups have a stability or growth expansion path.展开更多
文摘In times of global changes and turbulence like ours, more than anything, firms need some pillars of stability. By this paper we would like to develop a comprehensive and adaptive managerial approach of corporate reputation. This is based on the premise that intangible assets （in general） and corporate reputation （in particular） are more and more recognized and managed as sources of （unique） sustainable competitive advantages and as core determinants of firm competitiveness, which are relatively hard to build and very easy to loose.
基金Under the auspices of National Social Science Foundation of China (No. 08BJY037)Ph. D. Programs Fundation of Ministry of Education of China (No. 200805581046)Humanities and Social Sciences Project of Ministry of Education of China (No. 09YJC630233)
文摘The organizational structure change of enterprises should be subject to the change of strategy,and strategy change is the reaction to the environment change.This paper studied the expansion strategies and evolution paths of hotel groups in China by a survey in 2007,in which the research objects were 91 hotel groups listed by China Tourist Hotels Association.The conclusions are drawn:based on the two dimensions of unification management function scope and the unification management degree,hotel groups can be divided into four strategic types,including strategically concentrated group,close function group,widespread alliance group and loose union group.Simultaneously there are three different expansion paths:stability path,growth path and undulation path.About 72.5% of Chinese hotel groups have a stability or growth expansion path.
