Organizational Integration and Competitive Advantage: Explaining Strategy and Performance in American Industry
Organizational Integration and Competitive Advantage: Explaining Strategy and Performance in American Industry
复制标题
组织整合和竞争优势：解释美国工业的战略和绩效
DOI：
10.1093/icc/4.1.229
复制
发表时间：
1995
影响因子：
2.5
通讯作者：
J. West
中科院分区：
文献类型：
--
作者：
William Lazonick;J. West
本文提出了一个分析框架，可以理解如何以及在何种程度上的机构，行业和企业的相互作用，美国竞争力的下降。分析框架建立在这样一个概念上，即竞争优势最终取决于美国人依赖于国家大部分生产性投资的商业企业的战略和结构。我们认为，随着时间的推移，以获得持续的竞争优势，在美国和其他地方的商业企业不得不实现越来越高程度的“组织整合”。我们认为，作为一般规则，美国的主要竞争对手，特别是日本，已经获得了竞争优势，成为更多的组织整合比他们的美国竞争对手。此外，对某些产业来说，组织一体化比其他产业更为重要;因此，美国某些产业受到外国竞争影响的程度也各不相同。即使在电子和汽车等较脆弱的行业，一些美国公司也比其他公司更迅速、更有效地应对了竞争挑战。组织整合假说认为，在同一行业的美国公司之间的差异，在他们的战略反应的快速性和有效性的一个重要决定因素-无论他们是“第一个移动者”，“快速移动者”，“慢移动者”，“没有移动者”，或“清除者”-竞争的挑战是这些公司的组织整合的程度。
This paper proposes an analytical framework that can comprehend how and to what extent the interaction of institutions, industries, and enterprises has contributed to the decline of US competitiveness. The analytical framework builds on the notion that, ultimately, competitive advantage depends on the strategies and structures of the business enterprises on which Americans rely for most of the nation's productive investments. We argue that, over time, to gain sustained competitive advantage, business enterprises in the USA and elsewhere have had to achieve increasingly higher degrees of ‘organizational integration’. We argue that, as a general rule, the USA's prime competitors, and particularly the Japanese, have gained competitive advantage by becoming more organizationally integrated than their American rivals. For some industries, moreover, organizational integration is more important than others; hence the variation in the extent to which certain American industries have been affected by foreign competition. And even within the more vulnerable industries such as electronics and automobiles, some American companies have responded to the competitive challenge more quickly and effectively than others. The organizational integration hypothesis argues that an important determinant of differences among American companies in the same industry in the quickness and effectiveness of their strategic responses — whether they are ‘first movers’, ‘fast movers’, ‘slower movers’, ‘no movers’, or ‘removers’ — to competitive challenges is the extent to which these companies are organizationally integrated.