工商管理专业外文翻译.doc

毕业论文外文文献原文及译文E-commerce and corporate strategy: an executive perspectiveAbstractDespite the recent downturn in Internet-based business, the dollar value of electronic commerce (EC) transactions is increasing at an astounding rate. In consumer-to-business applications, the amount of money spent by online shoppers is nearly doubling every year and is expected to approach US$ 100 billion by 2004 while business-to-business sales is expected to reach US$ 1.3 trillion by 2003. These opportunities, powered by the evolving computing and communication technologies, enable companies to gain tremendous operational efficiencies, personalization, and information based products and services. More and more conventional brick and mortar firms see e-commerce initiatives as offering strategic opportunities to transcend their normal operations. This study proposes that e-commerce initiatives are important strategic initiatives and that firms with a stronger EC market orientation will be more successful. Content analysis of CEOs letter to shareholders of 145 Fortune 500 firms was conducted to evaluate the importance of EC and strategic orientation. The results provide support to the studys propositions and indicate that EC must be pursued carefully as a strategic initiative rather than as an appendage to an existing organization.Author. Keywords: E-commerce; Strategic orientation; Market orientation; Corporate performance; CEO letter to shareholders; Customer orientation; Competitor orientation; Content analysis1. Introduction The emergence of e-commerce is creating fundamental changes to the way that business is conducted. These changes are altering the way in which every enterprise acquires wealth and creates shareholder value. The myriad of powerful computing and communications technology enabling e-commerce allow organizations to streamline their business processes, enhance customer service and offer digital products and services. This shift in underlying marketing fundamentals is now the driving force that is luring many organizations to embrace e-commerce. However, as they are learning, organizations must proceed with caution, as the road to e-commerce is littered with failed initiatives. A plunge in the share prices of dot com companies sent the tech-heavy NASDAQ index into almost free fall; down over 70% of the record high of 10 March 2000. Though an economic slowdown was apparently likely, one thing was painfully clear; most Internet “pure plays” could not find sustainable profitability by operating only as e-commerce organizations simply by excelling in the management of technology, information, and the consumer behavior. Similarly, established companies that viewed e-commerce as a stand-alone appendage to their business would be less likely to succeed in these efforts. Therefore, it is our contention that firms must clearly recognize their e-commerce initiatives as an integral part of their strategic objectives. In addition, we propose that firms that carefully evaluate their customer and competitor base, as a part of strategic thinking, will reap more benefits. In the process of forming a corporate strategy to respond to the challenges of environmental change, normative thinking requires that a firm should analyze its industry forces and value-chain activities in order to identify opportunities for IT innovation. Furthermore, it should examine assets, resources, and competency of the staff and identify those mechanisms that confer a distinctive advantage over their rivals. Choice of appropriate strategy could then lead to superior performance. In the case of e-commerce, firms implementing such initiatives should carefully analyze external forces, internal resources and their core competencies. The outcome of this process should be reflected through a tight integration between corporate strategy and e-commerce. This study focuses on this outcome and its relationship with corporate performance. Specifically, the study investigated the extent to which large successful companies adopted an e-commerce posture that was integrated with their corporate strategy. Thus, we examined the qualitative portion of the companys Annual Report: the CEOs Letter to the Shareholder, using content analysis. This letter presents a unique observation point for the researcher interested in examining corporate strategy and holds potential for determining the innovative methods of the top managers strategy 19. Bettman and Weitz 6 argue that the CEOs letter, which is a standardized component of the report, provides comparable and more objective data on an organization than would interviews. Pfeffer 39, recognizing the utility of the CEOs letter as a source of “objective” data on organizations, has called for increased research use of annual report data.The study uses the CEOs letter as input to address the following questions: 1. Is the importance of e-commerce to corporate strategy reflected in improved corporate performance? 2. Does a firms strategic orientation with respect to e-commerce have an impact on its performance? 2. Background and propositions2.1. The perceived importance of e-commerce The emergence of E-commerce has created a novel marketplace. However, definitions of what constitutes e-commerce vary 35 and 44 Extant studies have referred to the term “e-commerce marketplace” either from a system-oriented 3 or a market-structure perspective 33. Bakos argued that it is the electronic market systems that create a space where buyers and sellers converge. Malone et al. referred to it as a corresponding governance mechanism. Zwass 51 and 52 proposed an architecture that embraces the aforementioned perspectives as two components of an e-commerce structure. E-commerce related IT, in this framework, serves as the infrastructure that leads to the rise of e-commerce. At the top level, resulting from the impact of e-commerce operation is the issue of governance mechanism. Support for electronic marketplaces and electronic hierarchies can be found at the bottom level. In-between these levels there are application layers that provide value-added activities with respect to information sharing, business transactions, and relationship building. Thus, e-commerce includes not only buying and selling goods, but also various processes within and across organizations. We define e-commerce as the use of computing and communication technologies to engage in a wide range of activities up and down the value-added chain, both within and outside the organization 1. It is widely argued that e-commerce related IT, such as EDI, EFT, electronic messaging, shared corporate digital library etc. could enhance both organizational efficiency and effectiveness. In terms of efficiency benefits, an e-commerce application can generate internal efficiency and external coordination through changes in intra- or inter-organizational integrative processes 24. Even before the rise of e-commerce, and particularly the Internet, companies engaged in electronic commerce using electronic data interchange (EDI) to improve their operational efficiency. Today, Internet EDI can further integrate and enhance an organizations operational efficiency. Riggins and Mukhopadhyay 43 using Chrysler as a case, has shown that the total benefits provided by electronic integration are both tangible and significant.Effective benefits of e-commerce technology are reflected in the use of the extended information exchange network to create organizational value. Because of the addressability and responsiveness 14 that characterize the system, e-commerce could increase an organizations ability to sense and respond to the market needs by collecting and disseminating market information throughout the organization. With that information, the organization could accurately assess or stimulate market demand and search for new markets. Making the right decision would in turn have a strategic impact that could change the relationship of the organization with its business rivals and customers.Despite the benefits provided by e-commerce, however, adopting e-commerce does not ensure competitive advantage, because the technologies are open and available to competitors 31. Economic impacts do not emanate from IT investments directly, but through the value created by the interaction of the IT assets with the “complementary assets” of the firm 11. Researchers 7, 26 and 30 propose that the ability to mobilize IT resources in conjunction with other resources is critical to superior performance. Therefore, corporations that see e-commerce integrated with its strategic orientation would be more likely to leverage complementary assets and achieve efficiency and effectiveness benefits. In other words, failure to recognize e-commerce as a part of corporate strategy is more likely to result in isolated initiatives or responses to competitive pressures that are less likely to leverage the full complement of organizational resources. Therefore, we propose:Proposition 1.There is a positive relationship between a firms perception of the importance of e-commerce as reflected in corporate strategy and firm performance.2.2. Market orientation Market orientation centers on an organization-wide generation and dissemination of, and responsiveness to, customer intelligence 27. Narver and Slater 34 widen this conceptualization of market orientation by breaking it into its three components: customer orientation, competitor orientation, and inter-functional coordination. They argue that the market concept is not limited to customers but should include a competitor orientation. In other words, a market orientated company would collect, dispatch, and swiftly respond to either or both customers needs and rivals actions. Inter-functional coordination is, in fact, a function of intelligence generation, dissemination, and responsiveness. This study adopts Narver and Slaters conceptualization but only focuses on customer and competitor orientation. As they argue, market-oriented firms would continuously acquire, process, and disseminate knowledge about market, products, technologies, and business information. Therefore, the third behavioral component is a part of the central essence of the first two.外文文献译文电子商务和企业战略:一个管理的角度看问题摘要：尽管在最近的美元价值的下跌以互联网为基础的业务,电子商务(EC)交易令人吃惊的是在增加。在顾客到商业的应用,将大量的在线购物者所花的钱是几乎每年翻翻,预计将接近一千亿美元到2004年当企业对企业销售预计将达到1.3万亿美元到2003年。这些机遇,主要的动力来源的进化计算技术和通信技术,使企业获得巨大的运行效率,个性化,并以信息为基础的产品和服务。越来越多的传统砖和砂浆公司看到电子商务提供战略机会看成是超越自己的正常运营。本研究提出电子商务主动性是重要的战略措施和公司,一个更强大的电子商务市场取向会取得更大的成功。内容分析的首席执行官的信给股东的财富500强公司进行了145之重要性评价EC和战略方向。结果提供技术支持,该研究的命题,同时表明,EC必须仔细地作为一个战略主动性追求,而不是当作一个现有的组织。关键词:电子商务,战略定位、市场为导向,首席执行官和公司绩效,给股东、客户为导向,竞争者导向,内容分析1 介绍 商业运作中电子商务的出现是创造的方式发生了根本性的变化。这些正在改变的方式,每个企业都获得财富和创造股东价值。这些各种各样的强大的计算和通信技术使电子商务允许组织精简业务流程,提高客户服务和提供的数码产品和服务。这种转变是在现在的潜在市场基本面驱动力诱使许多组织去拥抱电子商务。然而,当他们学习时,组织必须谨言慎行,解决电子商务是许多的失败的措施。跳水里的股票价格差点com公司纳斯达克指数几乎自由落体下的;大多数互联网的纯玩的不可能找到可持续盈利能力,操作仅作为电子商务组织通过擅长标书技术管理,信息和消费行为。同样,建立电子商务公司,作为一个独立的附属品观察到他们的生意就会少一些成功的可能性要在这些方面所做的努力。因此,我们的论点就是公司必须认清自己的电子商务主动性作为一个不可分割的一部分,其战略目标。此外,我们建议仔细评估他们的公司客户和竞争对手的基地,同时绝大部分的战略思路,将获得更多的利益。在这个过程中形成企业战略来应对这种挑战,从而适应环境变化的要求,规范思维分析其行业的公司请力量和价值链活动以识别机会来的创新。此外,它应重新审视资产、资第 1 页 共3 页源和能力的员工和识别那些机制所赋予的独特的优势比他们的对手更胜一筹。选择适当的策略可以导致较高的性能。电子商务的情况一样,公司实施这样计划应当认真分析外在力量,内部的资源和核心竞争力。这个过程的结果应该反映经过一个很窄的整合,从企业战略和电子商务。这项研究集中在这个结果和它的关系与公司绩效。确切地说,是研究调查了,在一定程度上,大成功的公司采取一种电子商务的姿势,是公司战略的整合在一起。因此,我们调查了定性的部分公司的年度报告:该公司的首席执行官写信给股东,使用内容分析。这封信的概念, 研究者感兴趣的公司策略提出了一种独特的检验观点和拥有潜在的确定方法的创新与最高管理者的战略(19)。Bettman和韦茨6认为,CEO的信,这是一种标准化的组成部分的报告,提供更客观数据具有可比性并对组织就比接受媒体采访。39,认识到分离的效用CEO的信源数据的组织“客观”,号召加大研究使用的年度报告的数据。书房用CEO的字母作为神经网络的输入来解决以下问题:1电子商务是企业战略的重要性体现在改善企业业绩吗?2一个公司的战略定位是关于电子商务有影响其性能?2 背景和命题2.1 在察觉到电子商务的重要性电子商务的出现已经形成了一种新颖的市场。然而,电子商务改变所包含的内容的定义35到44现存的研究已经提到了这个术语“电子商务市场“要么从系统导向3或33市场构建视角。Bakos辩称,它是电子市