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随着内蒙古经济的迅速发展,内蒙古的中小企业特别是资源型中小企业的经营环境发生了重大变化。资源型中小企业的一大弊端就是战略规划的制定和执行不能按照应有的原则匹配,战略没有规划或规划了不执行,受人为因素影响严重。资源型中小企业如何依据环境的变化制定合适的战略并确实有效地执行,是众所关注以及研究的问题。本文采用案例研究方法,跟踪考察了巨鼎天然气有限责任公司从2009年到2013年的战略执行和转变过程,从战略角度对这一过程进行了研究。
With the rapid economic development in Inner Mongolia, major changes have taken place in the operating environment of SMEs in Inner Mongolia, especially resource-based SMEs. One of the major drawbacks of resource-based SMEs is that the formulation and implementation of strategic planning can not be matched according to the principle that should be followed. The strategy is not planned or planned and not implemented and seriously affected by human factors. How resource-based SMEs can formulate appropriate strategies according to the changes of the environment and implement them effectively is a matter of concern and research. This article uses the case study method to trace and examine the strategic implementation and transformation process of Jianting Natural Gas Co., Ltd. from 2009 to 2013, and studies the process from a strategic point of view.