工商管理畢業(yè)論文外文翻譯--中小企業(yè)可持續(xù)和價(jià)值創(chuàng)造的戰(zhàn)略發(fā)展（節(jié)選）

1、<p>　　5000漢字，2700單詞，16600英文字符</p><p>　　出處：Moore S B, Manring S L. Strategy development in small and medium sized enterprises for sustainability and increased value creation[J]. Journal of Cleaner Produc

2、tion, 2009, 17(2):276-282.</p><p>　　本科畢業(yè)設(shè)計(jì)（論文）</p><p>　　外文參考文獻(xiàn)譯文及原文</p><p>　　學(xué) 院 管理學(xué)院 </p><p>　　專(zhuān) 業(yè) 工商管理 </p><p>　　年級(jí)班別

3、 </p><p>　　學(xué) 號(hào) </p><p>　　學(xué)生姓名 </p><p>　　指導(dǎo)教師 </p><p>　　2013 年 6 月 &l

4、t;/p><p><b>　　目 錄</b></p><p><b>　　1 緒論3</b></p><p>　　2 為什么中小企業(yè)需要表達(dá)和使用SD商業(yè)計(jì)劃？當(dāng)全球化在社會(huì)生態(tài)增長(zhǎng)的極限成為集成因素5</p><p>　　3可持續(xù)性中小企業(yè)的大型和小型之間的差異所導(dǎo)致的優(yōu)勢(shì)差異6&l

5、t;/p><p>　　3.1 流線型的組織進(jìn)程和商業(yè)模式7</p><p>　　3.2 中小企業(yè)暴露競(jìng)爭(zhēng)力7</p><p>　　4 中小企業(yè)作為一個(gè)實(shí)驗(yàn)室沙箱提供了可持續(xù)發(fā)展戰(zhàn)略和技術(shù)，然后跨國(guó)公司通過(guò)收購(gòu)中小企業(yè)實(shí)現(xiàn)傳統(tǒng)的內(nèi)部融資的增長(zhǎng)8</p><p>　　5 中小企業(yè)利用創(chuàng)造性破壞和信息技術(shù)的影響制造網(wǎng)絡(luò)優(yōu)勢(shì)8</p>

6、<p>　　中小企業(yè)可持續(xù)和價(jià)值創(chuàng)造的戰(zhàn)略發(fā)展</p><p>　　塞繆爾B.摩爾，蘇珊 L.曼玲</p><p>　　瑪莎和斯賓塞愛(ài)商業(yè)學(xué)校，艾隆大學(xué)，美國(guó)</p><p><b>　　摘 要</b></p><p>　　可持續(xù)戰(zhàn)略為中小企業(yè)合作創(chuàng)造了許多協(xié)同效應(yīng)，以及系統(tǒng)的公共效益。通過(guò)對(duì)中小企業(yè)

7、的商業(yè)案例提出可持續(xù)發(fā)展，考慮到中小企業(yè)相比于跨國(guó)公司的可持續(xù)發(fā)展優(yōu)勢(shì)，本文討論幾種不同為中小企業(yè)優(yōu)化可持續(xù)發(fā)展的激勵(lì)機(jī)制：（1）成為大公司有價(jià)值的可持續(xù)投資目標(biāo)，（2）在大企業(yè)不太成功的市場(chǎng)空間建立可持續(xù)的中小企業(yè)的高度競(jìng)爭(zhēng)網(wǎng)絡(luò)，（3）通過(guò)可持續(xù)的做法在全球供應(yīng)鏈上成為高效的供應(yīng)商。</p><p>　　然而一些成功模式的中小企業(yè)可持續(xù)發(fā)展迅速，可能是中小企業(yè)的網(wǎng)絡(luò)將成為必不可少的解決系統(tǒng)問(wèn)題的基礎(chǔ)，包括工業(yè)生

8、態(tài)學(xué)，企業(yè)全球供應(yīng)鏈彈性和可持續(xù)性。中小企業(yè)代表了大部分的企業(yè)，快速發(fā)展的通信技術(shù)允許不同的航線網(wǎng)絡(luò)的形成。</p><p>　　關(guān)鍵詞：持續(xù)性，中小企業(yè)，可持續(xù)供應(yīng)鏈管理，彈性，工業(yè)生態(tài)學(xué)</p><p><b>　　1 緒論</b></p><p>　　1990年代以來(lái)，無(wú)論對(duì)于任何規(guī)模大小的企業(yè)來(lái)說(shuō)，環(huán)境和社會(huì)因素已經(jīng)成為越來(lái)越重要的戰(zhàn)略

9、考慮。21世紀(jì)新興市場(chǎng)條件正在通過(guò)全球觀察創(chuàng)造了新的視野。由于忽視商業(yè)和環(huán)境之間的“隱藏連接”，業(yè)務(wù)缺少許多新的可持續(xù)發(fā)展(SD)的機(jī)會(huì)，那些能夠阻止一個(gè)不可避免的社會(huì)崩潰的威脅 [2]。隨著越來(lái)越多的公司認(rèn)識(shí)到我們的“共同的旅程”[3]，它強(qiáng)調(diào)創(chuàng)建可持續(xù)發(fā)展的必要性，全球的企業(yè)都在有意發(fā)展戰(zhàn)略計(jì)劃使他們的公司具有可持續(xù)競(jìng)爭(zhēng)力。哈特和米爾斯汀堅(jiān)稱(chēng)，創(chuàng)建一個(gè)可持續(xù)的企業(yè)應(yīng)被視為現(xiàn)代的商業(yè)環(huán)境是一個(gè)因素和應(yīng)被視為21世紀(jì)商業(yè)戰(zhàn)略家的規(guī)劃過(guò)程

10、[4]。然而，即使這種觀點(diǎn)可能不再適合。</p><p>　　現(xiàn)代的商業(yè)計(jì)劃應(yīng)該包括“極點(diǎn)和機(jī)會(huì)”提出了全球社會(huì)和環(huán)境的變化的情況下，如果全球可持續(xù)社會(huì)和環(huán)境的觀點(diǎn)被忽略，那么未來(lái)增長(zhǎng)的局限性就可能發(fā)生。矛盾的是，當(dāng)公司資源變得越高效，全球經(jīng)濟(jì)發(fā)展越迅速。生態(tài)足跡分析表明，根據(jù)這種“反彈效應(yīng)”[5]，人類(lèi)的生態(tài)需求已經(jīng)超過(guò)大自然可以供應(yīng)[6]。這種“生態(tài)超載”意味著我們正在耗盡自然環(huán)境的本金而不是“以此為生的利息

11、”[6]。盡管增長(zhǎng)的極限，正如適用于所有生命體，企業(yè)成長(zhǎng)必須至少跟上經(jīng)濟(jì)的步伐，但典型的增長(zhǎng)方式和 “增長(zhǎng)”的含義需要改變[7]?？沙掷m(xù)的企業(yè)彈性是“面對(duì)動(dòng)蕩的改變，企業(yè)生存、適應(yīng)、增長(zhǎng)的能力”，同時(shí)，“增加股東價(jià)值而不增加材料吞吐量”[5]?？沙掷m(xù)的企業(yè)的彈性通過(guò)綠色技術(shù)在工業(yè)生態(tài)框架內(nèi)創(chuàng)建多個(gè)商機(jī)，減少原材料和能源的使用，和“發(fā)現(xiàn)創(chuàng)新途徑恢復(fù)和重用泛濫成災(zāi)的廢棄物代替原始資源”[5]。在一個(gè)更可持續(xù)的環(huán)境中重新定義增長(zhǎng)，不是指外國(guó)中

12、小企業(yè)，那些幾個(gè)世紀(jì)以來(lái)一直在運(yùn)行的有限制的當(dāng)?shù)厥袌?chǎng)和成功地適應(yīng)這些條件[8]。</p><p>　　可持續(xù)發(fā)展的企業(yè)戰(zhàn)略定義為“調(diào)整企業(yè)與商業(yè)環(huán)境以致維持一個(gè)動(dòng)態(tài)平衡的過(guò)程”[9]。在中小企業(yè)戰(zhàn)略規(guī)劃框架內(nèi)，通過(guò)添加一個(gè)可持續(xù)性的鏡頭，中小企業(yè)的發(fā)展尋求平衡彈性和增長(zhǎng),對(duì)于調(diào)整創(chuàng)造豐裕：:經(jīng)濟(jì)，環(huán)境，社會(huì)，和為后代保存價(jià)值[10]。整合可持續(xù)發(fā)展到他們的競(jìng)爭(zhēng)戰(zhàn)略,從而獲得更大的盈利能力對(duì)中小企業(yè)通過(guò)采用故意的可

13、持續(xù)發(fā)展的策略，可以幫助他們進(jìn)行可持續(xù)變化優(yōu)化的速度。</p><p>　　“很明顯，自愿的、增量式環(huán)境的改進(jìn)對(duì)個(gè)體公司的是不夠用，大大抵消了全球經(jīng)濟(jì)的快速增長(zhǎng)，中國(guó)、印度和其他亞洲經(jīng)濟(jì)體的快速增長(zhǎng)可能會(huì)加劇這個(gè)問(wèn)題”[5]。</p><p>　　可持續(xù)發(fā)展戰(zhàn)略為中小企業(yè)創(chuàng)建許多協(xié)同效應(yīng)以及系統(tǒng)性利益共享。在對(duì)可持續(xù)中小企業(yè)的商業(yè)案例研究，和考慮中小企業(yè)可持續(xù)性?xún)?yōu)勢(shì)和跨國(guó)公司形成鮮明對(duì)比，

14、,本文討論了幾種不同的場(chǎng)景中小企業(yè)優(yōu)化和使用可持續(xù)性創(chuàng)建競(jìng)爭(zhēng)優(yōu)勢(shì)，而不是僅僅關(guān)注減少不可持續(xù)性[5]：</p><p>　　大公司成為有價(jià)值的可持續(xù)投資目標(biāo)；</p><p>　　在跨國(guó)公司不成功的市場(chǎng)空間創(chuàng)建網(wǎng)絡(luò)中小企業(yè)可持續(xù)發(fā)展；</p><p>　　在全球供應(yīng)鏈中成為可持續(xù)的供應(yīng)商。</p><p>　　通過(guò)這種探索,有一個(gè)關(guān)鍵的基本問(wèn)

15、題，這就需要更充分的調(diào)查，而哪些場(chǎng)景或組合的場(chǎng)景，可以為中小企業(yè)與工業(yè)生態(tài)學(xué)原理，企業(yè)適應(yīng)力和全球可持續(xù)性提供最好的聯(lián)盟？</p><p>　　2 為什么中小企業(yè)需要表達(dá)和使用SD商業(yè)計(jì)劃？當(dāng)全球化在社會(huì)生態(tài)增長(zhǎng)的極限成為集成因素</p><p>　　忽略了可持續(xù)發(fā)展生產(chǎn)一個(gè)人為的狹窄視野的可能性，在全球市場(chǎng)上，當(dāng)他們?cè)噲D操作甚至連小公司都可以被約束，如果一個(gè)擴(kuò)大視野的可持續(xù)性不包括在規(guī)劃

16、和基準(zhǔn)性能(11、12)。中小企業(yè)在管理有限的全球環(huán)境和社會(huì)資源中起關(guān)鍵作用。一個(gè)廣泛的、多維、多利益相關(guān)者視角，它形成了基于新興的想法和趨勢(shì)為基礎(chǔ)的一個(gè)系統(tǒng)方法，實(shí)現(xiàn)一個(gè)有意的、主動(dòng)的態(tài)勢(shì)分析。一個(gè)考慮全面、貼近情境的分析，作為開(kāi)發(fā)企業(yè)的策略的基礎(chǔ)，必須結(jié)合新的全球利益相關(guān)者和不應(yīng)該停滯或反動(dòng)[13]。這樣的分析可以達(dá)到頂峰，在發(fā)展的場(chǎng)景導(dǎo)致健全的戰(zhàn)略計(jì)劃，基于學(xué)習(xí)周期的縮短受益于花在計(jì)劃過(guò)程的時(shí)間和精力[14]。</p>

17、<p>　　Senge et al說(shuō)可持續(xù)性的使用識(shí)別促進(jìn)敏捷的規(guī)劃對(duì)話去創(chuàng)造競(jìng)爭(zhēng)優(yōu)勢(shì)[15]：</p><p>　　人們創(chuàng)建的以不同的方式一起工作。他們是錨定的是未來(lái)而不是過(guò)去，通過(guò)想象他們真正想要什么存在這世界上來(lái)規(guī)劃未來(lái)，他們學(xué)習(xí)如何使用一個(gè)獨(dú)特的能量的來(lái)源去活躍這個(gè)有創(chuàng)意的過(guò)程和有創(chuàng)意的張力，當(dāng)一個(gè)真正的視覺(jué)存在和人們說(shuō)的實(shí)話相一致。他們學(xué)習(xí)如何去讓一切事先制定和對(duì)未來(lái)巨大的不確定性的大膽應(yīng)

18、對(duì)。這個(gè)組織，真正引入的深刻的(可持續(xù)的)改變從現(xiàn)在開(kāi)始到世界各地展開(kāi)，不會(huì)被困在“并不那么糟糕”的場(chǎng)景中，將那些轉(zhuǎn)換成扣人心弦的可持續(xù)性挑戰(zhàn)的戰(zhàn)略的機(jī)會(huì)。</p><p>　　一定數(shù)量的資源凸顯了新興的機(jī)會(huì)(16、17)可讓中小企業(yè)積極參與可持續(xù)實(shí)踐：</p><p>　　加速技術(shù)創(chuàng)新的周期；</p><p>　　快速全球化的網(wǎng)絡(luò)通信；</p>&l

19、t;p>　　擴(kuò)展和相互聯(lián)系的供應(yīng)鏈；</p><p><b>　　快速變化的市場(chǎng)。</b></p><p>　　一個(gè)更重要因素需要牢記的是至少占全球80%的企業(yè)被認(rèn)為是中小企業(yè)，擁有不到250名員工[18]；中小企業(yè)的構(gòu)成了85 %的美國(guó)經(jīng)濟(jì) [16]；99%的歐盟經(jīng)濟(jì)[19]；超過(guò)99%的企業(yè)在英國(guó)[20]；中小企業(yè)至少占70%的世界產(chǎn)值 [21]?？赡芪磥?lái)合

20、適的場(chǎng)景應(yīng)該把部分的鏡頭放在合并可持續(xù)發(fā)展的一個(gè)規(guī)劃過(guò)程[13、22-25]。這樣的鏡頭導(dǎo)致了 “可持續(xù)的企業(yè)” 概念[26]：即企業(yè)是強(qiáng)大的和能彈性面對(duì)預(yù)期和未預(yù)料到的經(jīng)濟(jì)、環(huán)境和社會(huì)的挑戰(zhàn)[27]。本文預(yù)測(cè)未來(lái)市場(chǎng)情況，一個(gè)可持續(xù)的企業(yè)增長(zhǎng)將會(huì)增強(qiáng)：(a)適應(yīng)和減少風(fēng)險(xiǎn)會(huì)超過(guò)社會(huì)和環(huán)境限制，和(b)匯集目前未滿足的市場(chǎng)需求和20億目前未參與全球市場(chǎng)的潛在消費(fèi)者[28 34]。</p><p>　　3 可持續(xù)性

21、中小企業(yè)的大型和小型之間的差異所導(dǎo)致的優(yōu)勢(shì)差異</p><p>　　企業(yè)計(jì)劃的一個(gè)主要方面在領(lǐng)先的制造商中，一個(gè)工業(yè)部門(mén)強(qiáng)調(diào)可持續(xù)性包括“內(nèi)部業(yè)務(wù)流程,外部利益相關(guān)者和投資者關(guān)系,和客戶價(jià)值主張”[5]?？磥?lái)，全球跨國(guó)企業(yè)正在采取行動(dòng)的走向是變得更可持續(xù)和他們強(qiáng)烈感覺(jué)到他們的努力的重要性，通過(guò)各種途徑來(lái)報(bào)告他們的進(jìn)展[29]。整個(gè)概念和專(zhuān)項(xiàng)技術(shù)已經(jīng)發(fā)展到定義和衡量“可持續(xù)性”[35]。</p>&l

22、t;p>　　以下指標(biāo)的跨國(guó)企業(yè)戰(zhàn)略計(jì)劃和行動(dòng)揭示了可持續(xù)發(fā)展的概念，可持續(xù)企業(yè)作為一個(gè)成功的商業(yè)模式已經(jīng)成為一個(gè)現(xiàn)實(shí)：</p><p>　　世界可持續(xù)發(fā)展委員會(huì) (WBCSD)的發(fā)展[26]，可持續(xù)企業(yè)學(xué)院(SEA)[36],和旨在培養(yǎng)可持續(xù)企業(yè)的商業(yè)領(lǐng)袖的其他咨詢(xún)機(jī)構(gòu)。</p><p>　　可持續(xù)創(chuàng)造的股指如道瓊斯可持續(xù)發(fā)展指數(shù)(DJSI)，它被設(shè)計(jì)用來(lái)測(cè)量可持續(xù)發(fā)展企業(yè)的經(jīng)濟(jì)性能

23、，使比較指數(shù)不測(cè)量任何方面可持續(xù)性。</p><p>　　越來(lái)越多的付費(fèi)廣告和網(wǎng)站鼓勵(lì)和報(bào)道可持續(xù)競(jìng)爭(zhēng)力的優(yōu)勢(shì)。</p><p>　　數(shù)以百計(jì)的領(lǐng)先公司利用全球報(bào)告倡議組織(GRI)作為指南審計(jì)他們的可持續(xù)發(fā)展報(bào)告。</p><p>　　中小企業(yè)可持續(xù)戰(zhàn)略計(jì)劃的效益相對(duì)于那些跨國(guó)公司來(lái)說(shuō)是不同的。他們大型的資產(chǎn)根基，跨國(guó)公司可以在一個(gè)大的和多樣化的全球市場(chǎng)上投資和擴(kuò)

24、大產(chǎn)品開(kāi)發(fā)的成本。對(duì)于大型公司，如果一個(gè)戰(zhàn)略計(jì)劃或產(chǎn)品推廣在一個(gè)區(qū)域不成功，那么也許，在繞過(guò)半個(gè)地球的某些市場(chǎng)上，這可以成功。這個(gè)實(shí)現(xiàn)研發(fā)的更大回報(bào)，成為了作為一個(gè)大公司的優(yōu)勢(shì)，因?yàn)樗鼈兪乾F(xiàn)任全球市場(chǎng)領(lǐng)先者。小公司的優(yōu)勢(shì)和約束被A′ cs很好地描述[37]，特別是基于歷史定義的限制，地理?xiàng)l件的限制下的市場(chǎng)范圍沒(méi)有聯(lián)網(wǎng)的中小企業(yè)；然而，中小企業(yè)也能夠表現(xiàn)得更靈活來(lái)填補(bǔ)當(dāng)?shù)鼗驅(qū)I(yè)市場(chǎng)和技術(shù)利基市場(chǎng)[15、37、38]通過(guò)較少受到現(xiàn)有的組織結(jié)

25、構(gòu)因素影響之前，可持續(xù)性企業(yè)的性能：</p><p>　　實(shí)業(yè)公司是資金密集型和廣告密集的大公司，傾向于促進(jìn)技術(shù)創(chuàng)新的優(yōu)勢(shì)。小公司的創(chuàng)新優(yōu)勢(shì),卻往往發(fā)生在產(chǎn)業(yè)生命周期的早期階段，那個(gè)階段的總體革新和使用熟練勞動(dòng)力發(fā)揮了巨大的作用，大型公司占據(jù)了很大的市場(chǎng)份額[15]。 一個(gè)組織的彈性和能力在“整合、建立和重新配置內(nèi)外能力去解決迅速改變的環(huán)境”是至關(guān)重要的成功因素，對(duì)變化的市場(chǎng)和破壞性創(chuàng)新和改變做出反應(yīng)[39

26、]。Rothaermel和Hess[40]表明先驅(qū)們建立這些組織的能力可以發(fā)現(xiàn)在個(gè)體，組織和網(wǎng)絡(luò)水平。在組織的水平上，兩個(gè)主要的障礙能有效地管理破壞性創(chuàng)新和變化，那個(gè)成效在大公司中較高和在小公司里較低。</p><p>　　3.1 流線型的組織進(jìn)程和商業(yè)模式</p><p>　　較大的組織能克服障礙是因?yàn)樗麄兺ǔＳ凶銐虻娜肆Y源和其他資源，他們往往抓住正在面臨的挑戰(zhàn)來(lái)改變不恰當(dāng)?shù)暮蜔o(wú)效的組

27、織過(guò)程和商業(yè)模式[41]。組織的能力可用來(lái)面對(duì)破壞性變化帶來(lái)的挑戰(zhàn)是受其資源、流程和價(jià)值觀的影響。首先,，組織資源決定公司的能力。由于公司的成熟、組織流程能夠良好地定義，一旦公司的商業(yè)模式變得定義明確、組織價(jià)值觀是清晰的。這些因素——資源、流程和價(jià)值觀——構(gòu)成的組織的文化。克里斯騰森和奧弗多爾夫[41]認(rèn)為改變公司的流程、業(yè)務(wù)模型、價(jià)值觀、和根基文化是困難的，如果不是不可能的，因?yàn)閷?duì)于已經(jīng)建立了的大型公司；但是，這恰恰是必須發(fā)生的，為了

28、讓公司處理破壞性創(chuàng)新和重大的變化。較小的組織可以利用他們的能力進(jìn)行創(chuàng)業(yè)創(chuàng)新和組織變革，因此，向大型組織學(xué)習(xí)如何實(shí)現(xiàn)優(yōu)勢(shì)[42]。</p><p>　　3.2 中小企業(yè)暴露競(jìng)爭(zhēng)力</p><p>　　第二個(gè)障礙是，雖然更大的組織在開(kāi)始階段利用技術(shù)發(fā)展，可以做得很好，他們的能力可以改善約束隔離它們，但隨著時(shí)間的推移，相比小組織無(wú)法逃避?chē)?yán)酷的技術(shù)生存競(jìng)賽，他們可能變成較弱的競(jìng)爭(zhēng)者[43]。當(dāng)破壞

29、性創(chuàng)新和變化由競(jìng)爭(zhēng)競(jìng)賽變得被動(dòng)，更大的組織趨向于重要的生存和競(jìng)爭(zhēng)優(yōu)勢(shì)[43、44]。然而，當(dāng)一個(gè)較大的組織成功地中和了競(jìng)爭(zhēng)的約束，組織的認(rèn)為是刀槍不入，作為絕緣從關(guān)鍵來(lái)源的連續(xù)組織的發(fā)展。因此，戰(zhàn)略使組織從競(jìng)爭(zhēng)中分離出來(lái)可能會(huì)適得其反，這樣的組織在長(zhǎng)期依賴(lài)在競(jìng)爭(zhēng)者中變得較弱[43]。這些影響表明因?yàn)樾」静荒苡行Ъs束競(jìng)爭(zhēng)力量，也不回避這些外部力量，組織發(fā)展過(guò)程的小公司也可能構(gòu)成一個(gè)內(nèi)置的引擎來(lái)應(yīng)對(duì)破壞性創(chuàng)新和改變的挑戰(zhàn)。</p&g

30、t;<p>　　4 中小企業(yè)作為一個(gè)實(shí)驗(yàn)室沙箱提供了可持續(xù)發(fā)展戰(zhàn)略和技術(shù)，然后跨國(guó)公司通過(guò)收購(gòu)中小企業(yè)實(shí)現(xiàn)傳統(tǒng)的內(nèi)部融資的增長(zhǎng)</p><p>　　外部融資或收購(gòu)變得必要，當(dāng)增長(zhǎng)速度超過(guò)了中小企業(yè)融資能力的增長(zhǎng)，或者如果一個(gè)中小企業(yè)的技術(shù)或市場(chǎng)分割變得對(duì)投資者有利息[8]。小公司通過(guò)在公共市場(chǎng)中提高資本來(lái)擴(kuò)張，可以實(shí)現(xiàn)期望，或者他們可以成為有吸引力的收購(gòu)目標(biāo)更大公司[37]。大公司尋求投資或收購(gòu)小中

31、小企業(yè)通常使用傳統(tǒng)的策略提高盈利能力：</p><p>　　收購(gòu)中小企業(yè)技術(shù)和市場(chǎng)份額[45]；</p><p>　　通過(guò)消除冗余費(fèi)用實(shí)現(xiàn)“集會(huì)”效率 [46]；</p><p>　　通過(guò)整合中小企業(yè)的競(jìng)爭(zhēng)對(duì)手來(lái)分割市場(chǎng)[47]。</p><p>　　中小企業(yè)給大企業(yè)帶來(lái)的好處，是大企業(yè)不可達(dá)到的其他方面。然而，尋求可以整合成更大的組織的那些

32、規(guī)模較小的公司是有障礙的。約50-80%的合并和收購(gòu)，這取決于誰(shuí)的研究被引用，因?yàn)椴荒芎芎玫貍鬟_(dá)可以達(dá)到預(yù)期的效益[48]。不管是否收購(gòu)的焦點(diǎn)問(wèn)題在戰(zhàn)略配合、或組織配合、或收購(gòu)過(guò)程本身，失敗率保持一貫的高[49]。兩個(gè)薈萃分析的實(shí)證研究提倡“大識(shí)別的過(guò)程和組織維度的收購(gòu)”，正日益在行動(dòng)上的文獻(xiàn)中為人們所承認(rèn)[50,51]；例如，不合適決策、談判和集成過(guò)程可以導(dǎo)致劣質(zhì)收購(gòu)的結(jié)果（52-54)。另外的工業(yè)生態(tài)學(xué)標(biāo)準(zhǔn)[5]在衡量一個(gè)中小企業(yè)的

33、成功并購(gòu)應(yīng)該看中小企業(yè)是否能夠幫助跨國(guó)企業(yè)降低其不可持續(xù)性，或從根本上加強(qiáng)可持續(xù)發(fā)展的系統(tǒng)性基礎(chǔ)以增加跨國(guó)企業(yè)的能力 [55]。</p><p>　　盡管這對(duì)于大企業(yè)來(lái)說(shuō)有風(fēng)險(xiǎn)，但是被收購(gòu)是一個(gè)有意思的選擇。從財(cái)政和組織的角度來(lái)說(shuō)，當(dāng)收購(gòu)發(fā)生時(shí)就能解放企業(yè)家和他們的資本，繼續(xù)開(kāi)發(fā)新公司和尋求其他產(chǎn)生協(xié)同效益的選擇。</p><p>　　5 中小企業(yè)利用創(chuàng)造性破壞和信息技術(shù)的影響制造網(wǎng)絡(luò)優(yōu)勢(shì)

34、</p><p>　　小公司在全球范圍內(nèi)保持一定數(shù)量的增加的一個(gè)明顯的原因是“創(chuàng)造性破壞”的加速度影響了在全球市場(chǎng)上快速的技術(shù)轉(zhuǎn)換 [41,56]。盡管對(duì)于擁有固有優(yōu)勢(shì)廣度的大公司來(lái)說(shuō)，這個(gè)因素已經(jīng)在持續(xù)了[31,57]。此外, 通信技術(shù)的全球化是促進(jìn)中小企業(yè)網(wǎng)絡(luò)的形成。這些組織間的網(wǎng)絡(luò)是中小企業(yè)的戰(zhàn)略伙伴或者利益相關(guān)者聯(lián)盟，引進(jìn)一個(gè)新的組織形式的假設(shè)[37]，因?yàn)槁?lián)網(wǎng)的中小企業(yè)在市場(chǎng)上可以表現(xiàn)為一個(gè)單一的大公司

35、，因此通過(guò)同步勝任力去實(shí)現(xiàn)市場(chǎng)滲透[58-60]。</p><p>　　小公司也可以更靈活和創(chuàng)造性地利用“力量倍增器”的優(yōu)勢(shì)來(lái)貸款進(jìn)行投機(jī)的利益相關(guān)者[61]。通過(guò)網(wǎng)絡(luò)不斷更新組織的學(xué)習(xí)和知識(shí)基礎(chǔ)是一個(gè)重要的基礎(chǔ)方法，中小企業(yè)可以同時(shí)實(shí)現(xiàn)地位和績(jī)效的優(yōu)勢(shì)，當(dāng)面對(duì)破壞性創(chuàng)新和改變。這包括從前和現(xiàn)在新的商業(yè)、政府和非政府組織的合作者創(chuàng)建社區(qū)的可持續(xù)知識(shí)網(wǎng)絡(luò)類(lèi)似開(kāi)源的參與模式，類(lèi)似于“與小群體的集群聯(lián)盟”[60]，而不

36、是清晰定義的線性報(bào)告層次結(jié)構(gòu)[20]。</p><p><b>　　……..</b></p><p><b>　　Index</b></p><p>　　1. Introduction12</p><p>　　2. Why do SMEs need to articulate and use SD

37、 business plans for integrating factors of globalization within social and ecological limits to growth?14</p><p>　　3. Differences between large and small firms that result in sustainability advantages to SM

38、Es15</p><p>　　3.1. Streamlined organizational processes and business models17</p><p>　　3.2. SMEs exposure to competitive forces18</p><p>　　4. SMEs as a laboratory-sandbox for dev

39、eloping sustainable strategies and technologies which are then integrated into MNEs via acquisition.18</p><p>　　5. Network advantages for SMEs utilizing the effects of creative destruction and information t

40、echnology19</p><p>　　Strategy development in small and medium sized enterprises for sustainability and increased value creation</p><p>　　Samuel B. Moore a, Susan L. Manring b</p><p&g

41、t;　　a Ouroboros Holdings, LLC. 4003 Birkdale Ct. Elon, NC 27244-2020, USA</p><p>　　b Martha and Spencer Love School of Business, Elon University, Elon, NC 27244-2020, USA</p><p>　　Keywords: Sus

42、tainability, Small and medium sized enterprises (SMEs), Sustainable supply chain management, Resilience, Industrial ecology</p><p><b>　　Abstract</b></p><p>　　Sustainability strategie

43、s create many synergistic effects for SMEs working collaboratively, as well as systemic benefits for the commons. After setting forth the business case for sustainable SMEs, and considering SME sustainability advantages

44、in contrast to MNEs, this paper discusses several different incentives for SMEs to optimize sustainability: (1) becoming valuable sustainable investment targets for larger firms; (2) creating highly competitive networks

45、of sustainable SMEs in market spaces</p><p>　　While several successful models of the sustainable SME are evolving, it may be that networks of SMEs will become essential for addressing the systemic problems t

46、hat underlie industrial ecology, enterprise resilience, and global supply chain sustainability. SMEs represent the majority of all enterprises, and rapidly evolving communication technologies allow for various routes of

47、network formation.</p><p>　　1. Introduction</p><p>　　Since the 1990s, environmental and social factors have become increasingly important strategic considerations for enterprises of any size. Em

48、erging 21st century market conditions are now creating truly new lenses through which the world must be viewed [1].By ignoring the ‘‘hidden connection’’ between business and the environment, business is missing many new

49、sustainable development(SD) opportunities that may prevent the threat of an inevitable collapse of society [2]. As more companies recognize</p><p>　　Modern business plans should include both ‘‘the limits and

50、 opportunities’’ presented by changes in global social and environmental circumstances, as limitations of future growth may occur if the global and environmental perspectives for sustainable societies are ignored. Parado

51、xically, the global economy grows more rapidly as companies become more resource efficient. Ecological footprint analysis indicates that with this ‘‘rebound effect’’ [5], humanity’s ecological demands already exceed what

52、 n</p><p>　　The strategy of a sustainable enterprise has been defined as ‘‘the process of aligning an enterprise with the business environment to maintain a dynamic balance’’ [9]. By adding a sustainability

53、lens within the framework of SME strategic planning, SME development seeks to balance resilience and growth so as to align the creation of abundance: economically, environmentally, and socially, and to conserve that valu

54、e for future generations [10]. Integrating sustainability into their competitive stra</p><p>　　‘‘It is becoming apparent that voluntary, incremental environmental improvements by individual companies will be

55、 inadequate to significantly offset the growth of the global economy, and that the rapid growth of China, India, and other Asian economies will likely exacerbate this problem’’ [5]. </p><p>　　Sustainability

56、strategies create many synergistic effects for SMEs working collaboratively, as well as systemic benefits for the commons. After setting forth the business case for sustainable SMEs, and considering SMEs sustainability a

57、dvantages in contrast to MNEs, this paper discusses several different scenarios for SMEs to optimize and use sustainability to create competitive advantages rather than simply focusing on reducing unsustainability [5]:&l

58、t;/p><p>　　become valuable sustainable investment targets for larger</p><p><b>　　firms;</b></p><p>　　create networked SMEs in sustainable market spaces where</p><

59、;p>　　MNEs are less successful;</p><p>　　become sustainable suppliers in global supply chains.</p><p>　　Through this exploration, there is a critical underlying question, which will require fu

60、ller investigations; which of these scenarios, or combinations of scenarios, can provide the best alignment for SMEs with the principles of industrial ecology, enterprise resilience, and global sustainability?</p>

61、<p>　　2. Why do SMEs need to articulate and use SD business plans for integrating factors of globalization within social and ecological limits to growth?</p><p>　　Ignoring the possibilities offered by

62、sustainability can produce an artificially narrow vision, with even small firms being constrained as they attempt to operate in a global marketplace, if an expanding vision of sustainability is not included in planning a

63、nd benchmarking performance [11,12]. SMEs have a vital role to play in managing limited global environmental and social resources. A broad, multidimensional, multi-stakeholder perspective that is formed based on emerging

64、 ideas and trends shou</p><p>　　Recognition of the use of sustainability to promote expeditious planning dialogues to create competitive advantages are described by Senge et al. [15]:</p><p>　　P

65、eople creating together work in different ways. They are anchored in the future rather than in the past, drawn forward by images of what they truly want to see exist in the world. They learn how to work with a distinctiv

66、e source of energy that animates the creative process, the creative tension that exists whenever a genuine vision exists in concert with people telling the truth about what exists now. They learn how to let go of having

67、to have everything worked out in advance and to step forth </p><p>　　A number of forces underscore the emerging opportunities [16,17] for SMEs to become proactively involved in sustainable practices:</p&g

68、t;<p>　　accelerating cycles of technological innovation;</p><p>　　rapid globalization of networked communications;</p><p>　　extended and interconnected supply chains;</p><p>

69、　　rapidly changing markets.</p><p>　　A further important factor to bear in mind is the fact that at least 80% of all global enterprises are considered SMEs, having less than 250 employees [18]; SME’s constit

70、ute 85t% of USA business [16]; 99% of the European Union business [19]; over 99% of enterprises in the UK [20]; and SMEs account for at least 70% of the world’s production [21]. Possible scenarios of the future should be

71、 part of any lens for incorporating sustainable development within a planning process [13,22–25]. Such lenses </p><p>　　3. Differences between large and small firms that result in sustainability advantages t

72、o SMEs</p><p>　　A major facet of corporate planning among leading manufacturers in every industrial sector is the emphasis on sustainability in ‘‘internal business processes, external stakeholders and invest

73、or relations, and customer value propositions’’ [5]. It appears that global multinational enterprises are taking actions towards becoming more sustainable and they feel strongly enough about the importance of their effor

74、ts to report on their progress through various avenues [29]. An entire lexicon and specif</p><p>　　The following indicators of MNE’s strategic plans and actions towards sustainability reveal that the concept

75、 of the sustainable enterprise as a successful business paradigm has become a reality:</p><p>　　The development of the World Business Council for Sustainable Development (WBCSD) [26], the Sustainable Enterpr

76、ise Academy (SEA) [36], and other consulting organizations whose purpose is to train and inform business leaders on sustainable enterprise.</p><p>　　The creation of sustainable stock indexes such as the Dow

77、Jones Sustainability Index (DJSI), which are designed to measure the economic performance of sustainable enterprises, enabling comparison to indexes which do not measure any aspect of sustainability.</p><p>

78、　　The growing number of paid advertisements and web sites encouraging and reporting on sustainable efforts as a competitive advantage.</p><p>　　The audited sustainability reports of hundreds of leading firms

79、 that have utilized the Global Reporting Initiative (GRI) as their guide in preparing their reports.</p><p>　　The benefits of sustainable strategic plans for SMEs are different from those offered to MNEs. Wi

80、th their large asset bases, MNEs can invest and spread the costs of product development over a large and diversified global market. For large firms, if a strategic plan or product introduction is not successful in one re

81、gion, then perhaps, in some market half way around the globe, it will be. This realization of greater returns from R t D has generally been perceived as an advantage for larger firms,</p><p>　　Industries tha

82、t are capital-intensive, concentrated, and advertising intensive, tend to promote the innovation advantage in large firms. The small firm innovation advantage, however, tends to occur in industries in the early stages of

83、 the life cycle, where total innovation and the use of skilled labor play a large role, and where large firms comprise a high share of the market [15]. </p><p>　　An organization’s resilience and ability to ‘

84、‘integrate, build, and reconfigure internal and external competences to address rapidly changing environments’’ are critical success factors in coping with shifting markets and for responding to disruptive innovations an

85、d change [39]. Rothaermel and Hess [40] suggest that the antecedents to build these organizational capabilities can be found at the individual, organizational, and network level. At the organizational level, two major hu

86、rdles to effect</p><p>　　and change are higher in larger firms and lower in smaller firms.</p><p>　　3.1. Streamlined organizational processes and business models</p><p>　　One hurdle

87、 for larger organizations to surmount is that while they usually have adequate human capital assets and other resources, they are often caught facing the challenges of disruptive change with inappropriate and ineffective

88、 organizational processes and business models [41]. An organization’s capacity to meet the challenges of disruptive change is affected by its resources, processes, and values. Initially, organizational resources determin

89、e the firm’s capabilities. As the firm matures, or</p><p>　　3.2. SMEs exposure to competitive forces</p><p>　　A second hurdle is that while larger organizations may do well initially with techno

90、logical developments, their capability to ameliorate competitive constraints insulates them so that they are likely to become weaker competitors over time, compared with smaller organizations that cannot escape the rigor

91、s of technology survival contests [43]. When disruptive innovation and change are driven by competition contests, larger organizations tend to have significant survival and competitive advantages </p><p>　　4

92、. SMEs as a laboratory-sandbox for developing sustainable strategies and technologies which are then integrated into MNEs via acquisition. </p><p>　　SMEs have traditionally been entrepreneurial businesses th

93、at grow through internal financing. The leap to external financing or acquisition becomes necessary when growth outpaces the ability of the SME to finance that growth, or if an SME’s technology or market segment becomes

94、of special interest to investors [8]. Small firms can fulfill the desire to grow larger by raising capital in public markets, or they can become attractive acquisition targets for larger firms [37]. Large firms seeking i

95、nv</p><p>　　acquiring SME technology and market share [45];</p><p>　　achieving ‘‘roll-up’’ efficiencies through elimination of redundant expenses [46];</p><p>　　de-fragmenting marke

96、ts through consolidation of SME competitors [47].</p><p>　　The benefits that SMEs bring to larger firms may be otherwise unreachable by larger organizations. However, there are hurdles in seeking to integrat

97、e smaller firms into larger organizations. Roughly 50–80% of mergers and acquisitions, depending on whose research is cited, fail to deliver anticipated benefits [48]. Regardless of whether the focus of an acquisition is

98、 on the issue of strategic fit, or organizational fit, or the acquisition process itself, failure rates remain consistently high [49</p><p>　　Despite the risks for larger firms, being acquired is an interest

99、ing option for SMEs, financially and organizationally, since acquisition can free the founding entrepreneurs and their capital, to continu to develop new firms and to pursue other synergistic alternatives.</p><

100、;p>　　5. Network advantages for SMEs utilizing the effects of creative destruction and information technology</p><p>　　One of the apparent reasons for the increasing number of smaller firms globally is the

101、 acceleration of ‘‘creative destruction’’ effects caused by rapid technology transitions within global markets [41,56]. This factor has persisted despite the breadth of advantages inherent to larger firms [31,57]. Moreov