3.2 中小企业暴露竞争力
第二个障碍是，虽然更大的组织在开始阶段利用技术发展，可以做得很好，他们的能力可以改善约束隔离它们，但随着时间的推移，相比小组织无法逃避严酷的技术生存竞赛，他们可能变成较弱的竞争者[43]。当破坏性创新和变化由竞争竞赛变得被动，更大的组织趋向于重要的生存和竞争优势[43、44]。然而，当一个较大的组织成功地中和了竞争的约束，组织的认为是刀枪不入，作为绝缘从关键来源的连续组织的发展。因此，战略使组织从竞争中分离出来可能会适得其反，这样的组织在长期依赖在竞争者中变得较弱[43]。这些影响表明因为小公司不能有效约束竞争力量，也不回避这些外部力量，组织发展过程的小公司也可能构成一个内置的引擎来应对破坏性创新和改变的挑战。
4 中小企业作为一个实验室沙箱提供了可持续发展战略和技术，然后跨国公司通过收购中小企业实现传统的内部融资的增长
外部融资或收购变得必要，当增长速度超过了中小企业融资能力的增长，或者如果一个中小企业的技术或市场分割变得对投资者有利息[8]。小公司通过在公共市场中提高资本来扩张，可以实现期望，或者他们可以成为有吸引力的收购目标更大公司[37]。大公司寻求投资或收购小中小企业通常使用传统的策略提高盈利能力：
? 收购中小企业技术和市场份额[45]； ? 通过消除冗余费用实现―集会‖效率 [46]； ? 通过整合中小企业的竞争对手来分割市场[47]。
中小企业给大企业带来的好处，是大企业不可达到的其他方面。然而，寻求可以整合成更大的组织的那些规模较小的公司是有障碍的。约50-80%的合并和收购，这取决于谁的研究被引用，因为不能很好地传达可以达到预期的效益[48]。不管是否收购的焦点问题在战略配合、或组织配合、或收购过程本身，失败率保持一贯的高[49]。两个荟萃分析的实证研究提倡―大识别的过程和组织维度的收购‖，正日益在行动上的文献中为人们所承认[50,51]；例如，不合适决策、谈判和集成过程可以导致劣质收购的结果（52-54)。另外的工业生态学标准[5]在衡量一个中小企业的成功并购应该看中小企业是否能够帮助跨国企业降低其不可持
6
续性，或从根本上加强可持续发展的系统性基础以增加跨国企业的能力 [55]。
尽管这对于大企业来说有风险，但是被收购是一个有意思的选择。从财政和组织的角度来说，当收购发生时就能解放企业家和他们的资本，继续开发新公司和寻求其他产生协同效益的选择。
5 中小企业利用创造性破坏和信息技术的影响制造网络优势
小公司在全球范围内保持一定数量的增加的一个明显的原因是―创造性破坏‖的加速度影响了在全球市场上快速的技术转换 [41,56]。尽管对于拥有固有优势广度的大公司来说，这个因素已经在持续了[31,57]。此外, 通信技术的全球化是促进中小企业网络的形成。这些组织间的网络是中小企业的战略伙伴或者利益相关者联盟，引进一个新的组织形式的假设[37]，因为联网的中小企业在市场上可以表现为一个单一的大公司，因此通过同步胜任力去实现市场渗透[58-60]。 小公司也可以更灵活和创造性地利用―力量倍增器‖的优势来贷款进行投机的利益相关者[61]。通过网络不断更新组织的学习和知识基础是一个重要的基础方法，中小企业可以同时实现地位和绩效的优势，当面对破坏性创新和改变。这包括从前和现在新的商业、政府和非政府组织的合作者创建社区的可持续知识网络类似开源的参与模式，类似于―与小群体的集群联盟‖[60]，而不是清晰定义的线性报告层次结构[20]。 ……..
7
Strategy development in small and medium sized enterprises for sustainability and increased value creation
Keywords: Sustainability, Small and medium sized enterprises (SMEs), Sustainable supply chain management, Resilience, Industrial ecology Abstract
8
Sustainability 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 SME sustainability advantages 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 of sustainable SMEs in market spaces where larg eenterprises are less successful; (3) becoming highly efficient suppliers in global supply chains through sustainable practices.
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 that 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 network formation.
1. Introduction
Since the 1990s, environmental and social factors have become increasingly important strategic considerations for enterprises of any size. Emerging 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 sustainable development(SD) opportunities that may prevent the threat of an inevitable collapse of society [2]. As more companies recognize our ??Common Journey‘‘ [3], which underscores the necessity of creating sustainable development, firms worldwide are intentionally developing strategic plans to make their companies competitive sustainably. Hart and Milstein have insisted that creating a sustainable enterprise should be viewed as just another factor in the modern business environment and should be addressed as such
9
within the planning process by 21st century business strategists [4]. However, even this view may no longer be adequate.
Modern business plans should include both ??the limits and 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. Paradoxically, 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 nature can supply [6]. This ??ecological overshoot‘‘ means that we are depleting the stock of natural environmental capital rather than ??living off the interest‘‘ [6]. In spite of limits to growth, just as is true for all living organisms, business enterprises need to grow at least enough to keep pace with the economy, but defining growth and the ways and means of ??growth‘‘ need to change [7]. Sustainable enterprise resilience is the ??capacity for an enterprise to survive, adapt, and grow in the face of turbulent change,‘‘ and at the same time, ??to increase shareholder value without increasing material throughput‘‘ [5]. Sustainable enterprise resilience within the framework of industrial ecology creates multiple business opportunities through green technologies, reduction of raw material and energy use, and ??discovering innovative pathways for recovery and reuse of waste streams in place of virgin resources‘‘ [5]. This redefines growth in a more sustainable context, a context that is not foreign to SMEs, who have been operating for centuries within the context of limited local markets, and adapting to those conditions successfully [8].
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 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 value for future generations [10]. Integrating sustainability into their competitive strategy, and thereby obtaining greater profitability for SMEs through adoption of intentional sustainable strategies, can help them to optimize their rate of sustainable change.
10