企业战略与治理小组（Corporate Strategy and Governance）

cbl223

This Interest Group focuses on questions concerning corporate strategy and governance. For example, which businesses should be included in a firm’s portfolio? How should the resulting “family” be managed for coherence? How should the portfolio be restructured/diversified? How should the firm diversify – mergers and acquisitions versus organic growth? What are the roles of the corporate center and the board of directors in managing a firm’s stakeholders and shareholders? How do they ensure a firm’s ethical and socially responsive behavior? How does the market for corporate control function?来自Strategic management society网站
关注问题：
  a$ U. y: S' Z0 c1、一个企业应包含哪些业务组合？
2、不同业务组合形成的“大家庭”如何管理才能更团结紧密？
6 f2 m' t) f0 o/ E7 u4 S4 ]3、企业应如何业务重组或者多元化？
1 W. r9 o% @7 q- `$ K+ {5 G4、企业应如何多元化——并购抑或有机增长？
5、集团中心与董事会在管理各企业的股东和利益相关者之间应发挥何种作用？
6、如何确保企业行为的道德性和社会响应性？
7、公司管控市场是如何发挥作用的？
6 _& Z& ~) T$ |% g( G; p" ^

cbl223

这篇文章有理论的背景么？
BALANCING VERTICAL INTEGRATION AND STRATEGIC OUTSOURCING: EFFECTS ON PRODUCT PORTFOLIO, PRODUCT SUCCESS, AND FIRM PERFORMANCE （Strategic Management Journal，2006）这篇论文回答的问题是：企业为什么要Taper integration（同时追求纵向一体化和外包）？从对Taper Integration的影响上来分析原因。但是，我认为这篇文章缺少一个理论基础，假设的提出仅仅依靠过去研究得出的结论，因而理论贡献不大，但这篇文章的实证部分很独特，所以能发表在SMJ上吧。请感兴趣的同仁评价一下我的观点是否正确。