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1、HowStrategyShapesStructureArtCredit72HarvardBusinessReview
2、September2009
3、hbr.org11432Sep09Kimlayout.indd72432Sep09Kimlayout.indd7277/29/096:30:10PM/29/096:30:10PMHowStrategyShapesStructureInsteadoflettingtheenvironmentdefineyourstrategy,craftastrategythatdefinesyourenvironment
4、,saytheauthorsofBlueOceanStrategy.
5、byW.ChanKimandRenéeMauborgneWHENEXECUTIVESdevelopcorporatestrategy,theynearlyalwaysbeginbyana-lyzingtheindustryorenvironmentalconditionsinwhichtheyoperate.Theythenassessthestrengthsandweaknessesoftheplayerstheyareupagainst.Withtheseindustry
6、andcompetitiveanalysesinmind,theysetouttocarveadistinctivestrategicpositionwheretheycanoutperformtheirrivalsbybuildingacompeti-tiveadvantage.Toobtainsuchadvantage,acompanygenerallychooseseithertodifferentiateitselffromthecompetitionforapremiumpriceortopursuelowcosts.Theorgan
7、izationalignsitsvaluechainaccordingly,creatingmanufacturing,marketing,andhumanresourcestrategiesintheprocess.Onthebasisofthesestrategies,financialtargetsandbudgetallocationsareset.Theunderlyinglogichereisthatacompany’sstrategicoptionsareboundedbytheenvironment.Inotherwords,st
8、ructureshapesstrategy.This“structuralist”approach,whichhasitsrootsinthestructure-conduct-performanceparadigmofindustrialorganizationeconomics1,hasdominatedthepracticeofstrategyfortheWpast30years.Accordingtoit,afirm’sperformancedependsonitsconduct,whichMichelleThompsonhbr.org
9、
10、September2009
11、HarvardBusinessReview7311432Sep09Kimlayout.indd73432Sep09Kimlayout.indd7377/29/096:30:21PM/29/096:30:21PMHowStrategyShapesStructureinturndependsonbasicstructuralfactorssuchWhatIstheRightStrategicasnumberofsuppliersandbuyersandbarrierstoApproachforYou?entry.Itis
12、adeterministicworldviewinwhichcau-Therearethreefactorsthatdeterminetherightsalityflowsfromexternalconditionsdowntocorpo-approach:thestructuralconditionsinwhichanor-ratedecisionsthatseektoexploitthoseconditions.ganizationoperates,itsresourcesandcapabilities,Evenacursorystudyof
13、businesshistory,however,anditsstrategicmind-set.Whenthestructuralcon-reveal
