工商管理畢業(yè)論文外文翻譯--中小企業(yè)可持續(xù)和價值創(chuàng)造的戰(zhàn)略發(fā)展（節(jié)選）

1、<p>　　5000漢字，2700單詞，16600英文字符</p><p>　　出處：Moore S B, Manring S L. Strategy development in small and medium sized enterprises for sustainability and increased value creation[J]. Journal of Cleaner Produc

2、tion, 2009, 17(2):276-282.</p><p>　　本科畢業(yè)設計（論文）</p><p>　　外文參考文獻譯文及原文</p><p>　　學 院 管理學院 </p><p>　　專 業(yè) 工商管理 </p><p>　　年級班別

3、 </p><p>　　學 號 </p><p>　　學生姓名 </p><p>　　指導教師 </p><p>　　2013 年 6 月 &l

4、t;/p><p><b>　　目 錄</b></p><p><b>　　1 緒論3</b></p><p>　　2 為什么中小企業(yè)需要表達和使用SD商業(yè)計劃？當全球化在社會生態(tài)增長的極限成為集成因素5</p><p>　　3可持續(xù)性中小企業(yè)的大型和小型之間的差異所導致的優(yōu)勢差異6&l

5、t;/p><p>　　3.1 流線型的組織進程和商業(yè)模式7</p><p>　　3.2 中小企業(yè)暴露競爭力7</p><p>　　4 中小企業(yè)作為一個實驗室沙箱提供了可持續(xù)發(fā)展戰(zhàn)略和技術，然后跨國公司通過收購中小企業(yè)實現傳統(tǒng)的內部融資的增長8</p><p>　　5 中小企業(yè)利用創(chuàng)造性破壞和信息技術的影響制造網絡優(yōu)勢8</p>

6、<p>　　中小企業(yè)可持續(xù)和價值創(chuàng)造的戰(zhàn)略發(fā)展</p><p>　　塞繆爾B.摩爾，蘇珊 L.曼玲</p><p>　　瑪莎和斯賓塞愛商業(yè)學校，艾隆大學，美國</p><p><b>　　摘 要</b></p><p>　　可持續(xù)戰(zhàn)略為中小企業(yè)合作創(chuàng)造了許多協(xié)同效應，以及系統(tǒng)的公共效益。通過對中小企業(yè)

7、的商業(yè)案例提出可持續(xù)發(fā)展，考慮到中小企業(yè)相比于跨國公司的可持續(xù)發(fā)展優(yōu)勢，本文討論幾種不同為中小企業(yè)優(yōu)化可持續(xù)發(fā)展的激勵機制：（1）成為大公司有價值的可持續(xù)投資目標，（2）在大企業(yè)不太成功的市場空間建立可持續(xù)的中小企業(yè)的高度競爭網絡，（3）通過可持續(xù)的做法在全球供應鏈上成為高效的供應商。</p><p>　　然而一些成功模式的中小企業(yè)可持續(xù)發(fā)展迅速，可能是中小企業(yè)的網絡將成為必不可少的解決系統(tǒng)問題的基礎，包括工業(yè)生

8、態(tài)學，企業(yè)全球供應鏈彈性和可持續(xù)性。中小企業(yè)代表了大部分的企業(yè)，快速發(fā)展的通信技術允許不同的航線網絡的形成。</p><p>　　關鍵詞：持續(xù)性，中小企業(yè)，可持續(xù)供應鏈管理，彈性，工業(yè)生態(tài)學</p><p><b>　　1 緒論</b></p><p>　　1990年代以來，無論對于任何規(guī)模大小的企業(yè)來說，環(huán)境和社會因素已經成為越來越重要的戰(zhàn)略

9、考慮。21世紀新興市場條件正在通過全球觀察創(chuàng)造了新的視野。由于忽視商業(yè)和環(huán)境之間的“隱藏連接”，業(yè)務缺少許多新的可持續(xù)發(fā)展(SD)的機會，那些能夠阻止一個不可避免的社會崩潰的威脅 [2]。隨著越來越多的公司認識到我們的“共同的旅程”[3]，它強調創(chuàng)建可持續(xù)發(fā)展的必要性，全球的企業(yè)都在有意發(fā)展戰(zhàn)略計劃使他們的公司具有可持續(xù)競爭力。哈特和米爾斯汀堅稱，創(chuàng)建一個可持續(xù)的企業(yè)應被視為現代的商業(yè)環(huán)境是一個因素和應被視為21世紀商業(yè)戰(zhàn)略家的規(guī)劃過程

10、[4]。然而，即使這種觀點可能不再適合。</p><p>　　現代的商業(yè)計劃應該包括“極點和機會”提出了全球社會和環(huán)境的變化的情況下，如果全球可持續(xù)社會和環(huán)境的觀點被忽略，那么未來增長的局限性就可能發(fā)生。矛盾的是，當公司資源變得越高效，全球經濟發(fā)展越迅速。生態(tài)足跡分析表明，根據這種“反彈效應”[5]，人類的生態(tài)需求已經超過大自然可以供應[6]。這種“生態(tài)超載”意味著我們正在耗盡自然環(huán)境的本金而不是“以此為生的利息

11、”[6]。盡管增長的極限，正如適用于所有生命體，企業(yè)成長必須至少跟上經濟的步伐，但典型的增長方式和 “增長”的含義需要改變[7]。可持續(xù)的企業(yè)彈性是“面對動蕩的改變，企業(yè)生存、適應、增長的能力”，同時，“增加股東價值而不增加材料吞吐量”[5]。可持續(xù)的企業(yè)的彈性通過綠色技術在工業(yè)生態(tài)框架內創(chuàng)建多個商機，減少原材料和能源的使用，和“發(fā)現創(chuàng)新途徑恢復和重用泛濫成災的廢棄物代替原始資源”[5]。在一個更可持續(xù)的環(huán)境中重新定義增長，不是指外國中

12、小企業(yè)，那些幾個世紀以來一直在運行的有限制的當地市場和成功地適應這些條件[8]。</p><p>　　可持續(xù)發(fā)展的企業(yè)戰(zhàn)略定義為“調整企業(yè)與商業(yè)環(huán)境以致維持一個動態(tài)平衡的過程”[9]。在中小企業(yè)戰(zhàn)略規(guī)劃框架內，通過添加一個可持續(xù)性的鏡頭，中小企業(yè)的發(fā)展尋求平衡彈性和增長,對于調整創(chuàng)造豐裕：:經濟，環(huán)境，社會，和為后代保存價值[10]。整合可持續(xù)發(fā)展到他們的競爭戰(zhàn)略,從而獲得更大的盈利能力對中小企業(yè)通過采用故意的可

13、持續(xù)發(fā)展的策略，可以幫助他們進行可持續(xù)變化優(yōu)化的速度。</p><p>　　“很明顯，自愿的、增量式環(huán)境的改進對個體公司的是不夠用，大大抵消了全球經濟的快速增長，中國、印度和其他亞洲經濟體的快速增長可能會加劇這個問題”[5]。</p><p>　　可持續(xù)發(fā)展戰(zhàn)略為中小企業(yè)創(chuàng)建許多協(xié)同效應以及系統(tǒng)性利益共享。在對可持續(xù)中小企業(yè)的商業(yè)案例研究，和考慮中小企業(yè)可持續(xù)性優(yōu)勢和跨國公司形成鮮明對比，

14、,本文討論了幾種不同的場景中小企業(yè)優(yōu)化和使用可持續(xù)性創(chuàng)建競爭優(yōu)勢，而不是僅僅關注減少不可持續(xù)性[5]：</p><p>　　大公司成為有價值的可持續(xù)投資目標；</p><p>　　在跨國公司不成功的市場空間創(chuàng)建網絡中小企業(yè)可持續(xù)發(fā)展；</p><p>　　在全球供應鏈中成為可持續(xù)的供應商。</p><p>　　通過這種探索,有一個關鍵的基本問

15、題，這就需要更充分的調查，而哪些場景或組合的場景，可以為中小企業(yè)與工業(yè)生態(tài)學原理，企業(yè)適應力和全球可持續(xù)性提供最好的聯盟？</p><p>　　2 為什么中小企業(yè)需要表達和使用SD商業(yè)計劃？當全球化在社會生態(tài)增長的極限成為集成因素</p><p>　　忽略了可持續(xù)發(fā)展生產一個人為的狹窄視野的可能性，在全球市場上，當他們試圖操作甚至連小公司都可以被約束，如果一個擴大視野的可持續(xù)性不包括在規(guī)劃

16、和基準性能(11、12)。中小企業(yè)在管理有限的全球環(huán)境和社會資源中起關鍵作用。一個廣泛的、多維、多利益相關者視角，它形成了基于新興的想法和趨勢為基礎的一個系統(tǒng)方法，實現一個有意的、主動的態(tài)勢分析。一個考慮全面、貼近情境的分析，作為開發(fā)企業(yè)的策略的基礎，必須結合新的全球利益相關者和不應該停滯或反動[13]。這樣的分析可以達到頂峰，在發(fā)展的場景導致健全的戰(zhàn)略計劃，基于學習周期的縮短受益于花在計劃過程的時間和精力[14]。</p>

17、<p>　　Senge et al說可持續(xù)性的使用識別促進敏捷的規(guī)劃對話去創(chuàng)造競爭優(yōu)勢[15]：</p><p>　　人們創(chuàng)建的以不同的方式一起工作。他們是錨定的是未來而不是過去，通過想象他們真正想要什么存在這世界上來規(guī)劃未來，他們學習如何使用一個獨特的能量的來源去活躍這個有創(chuàng)意的過程和有創(chuàng)意的張力，當一個真正的視覺存在和人們說的實話相一致。他們學習如何去讓一切事先制定和對未來巨大的不確定性的大膽應

18、對。這個組織，真正引入的深刻的(可持續(xù)的)改變從現在開始到世界各地展開，不會被困在“并不那么糟糕”的場景中，將那些轉換成扣人心弦的可持續(xù)性挑戰(zhàn)的戰(zhàn)略的機會。</p><p>　　一定數量的資源凸顯了新興的機會(16、17)可讓中小企業(yè)積極參與可持續(xù)實踐：</p><p>　　加速技術創(chuàng)新的周期；</p><p>　　快速全球化的網絡通信；</p>&l

19、t;p>　　擴展和相互聯系的供應鏈；</p><p><b>　　快速變化的市場。</b></p><p>　　一個更重要因素需要牢記的是至少占全球80%的企業(yè)被認為是中小企業(yè)，擁有不到250名員工[18]；中小企業(yè)的構成了85 %的美國經濟 [16]；99%的歐盟經濟[19]；超過99%的企業(yè)在英國[20]；中小企業(yè)至少占70%的世界產值 [21]?？赡芪磥砗?/p>

20、適的場景應該把部分的鏡頭放在合并可持續(xù)發(fā)展的一個規(guī)劃過程[13、22-25]。這樣的鏡頭導致了 “可持續(xù)的企業(yè)” 概念[26]：即企業(yè)是強大的和能彈性面對預期和未預料到的經濟、環(huán)境和社會的挑戰(zhàn)[27]。本文預測未來市場情況，一個可持續(xù)的企業(yè)增長將會增強：(a)適應和減少風險會超過社會和環(huán)境限制，和(b)匯集目前未滿足的市場需求和20億目前未參與全球市場的潛在消費者[28 34]。</p><p>　　3 可持續(xù)性

21、中小企業(yè)的大型和小型之間的差異所導致的優(yōu)勢差異</p><p>　　企業(yè)計劃的一個主要方面在領先的制造商中，一個工業(yè)部門強調可持續(xù)性包括“內部業(yè)務流程,外部利益相關者和投資者關系,和客戶價值主張”[5]。看來，全球跨國企業(yè)正在采取行動的走向是變得更可持續(xù)和他們強烈感覺到他們的努力的重要性，通過各種途徑來報告他們的進展[29]。整個概念和專項技術已經發(fā)展到定義和衡量“可持續(xù)性”[35]。</p>&l

22、t;p>　　以下指標的跨國企業(yè)戰(zhàn)略計劃和行動揭示了可持續(xù)發(fā)展的概念，可持續(xù)企業(yè)作為一個成功的商業(yè)模式已經成為一個現實：</p><p>　　世界可持續(xù)發(fā)展委員會 (WBCSD)的發(fā)展[26]，可持續(xù)企業(yè)學院(SEA)[36],和旨在培養(yǎng)可持續(xù)企業(yè)的商業(yè)領袖的其他咨詢機構。</p><p>　　可持續(xù)創(chuàng)造的股指如道瓊斯可持續(xù)發(fā)展指數(DJSI)，它被設計用來測量可持續(xù)發(fā)展企業(yè)的經濟性能

23、，使比較指數不測量任何方面可持續(xù)性。</p><p>　　越來越多的付費廣告和網站鼓勵和報道可持續(xù)競爭力的優(yōu)勢。</p><p>　　數以百計的領先公司利用全球報告倡議組織(GRI)作為指南審計他們的可持續(xù)發(fā)展報告。</p><p>　　中小企業(yè)可持續(xù)戰(zhàn)略計劃的效益相對于那些跨國公司來說是不同的。他們大型的資產根基，跨國公司可以在一個大的和多樣化的全球市場上投資和擴

24、大產品開發(fā)的成本。對于大型公司，如果一個戰(zhàn)略計劃或產品推廣在一個區(qū)域不成功，那么也許，在繞過半個地球的某些市場上，這可以成功。這個實現研發(fā)的更大回報，成為了作為一個大公司的優(yōu)勢，因為它們是現任全球市場領先者。小公司的優(yōu)勢和約束被A′ cs很好地描述[37]，特別是基于歷史定義的限制，地理條件的限制下的市場范圍沒有聯網的中小企業(yè)；然而，中小企業(yè)也能夠表現得更靈活來填補當地或專業(yè)市場和技術利基市場[15、37、38]通過較少受到現有的組織結

25、構因素影響之前，可持續(xù)性企業(yè)的性能：</p><p>　　實業(yè)公司是資金密集型和廣告密集的大公司，傾向于促進技術創(chuàng)新的優(yōu)勢。小公司的創(chuàng)新優(yōu)勢,卻往往發(fā)生在產業(yè)生命周期的早期階段，那個階段的總體革新和使用熟練勞動力發(fā)揮了巨大的作用，大型公司占據了很大的市場份額[15]。 一個組織的彈性和能力在“整合、建立和重新配置內外能力去解決迅速改變的環(huán)境”是至關重要的成功因素，對變化的市場和破壞性創(chuàng)新和改變做出反應[39

26、]。Rothaermel和Hess[40]表明先驅們建立這些組織的能力可以發(fā)現在個體，組織和網絡水平。在組織的水平上，兩個主要的障礙能有效地管理破壞性創(chuàng)新和變化，那個成效在大公司中較高和在小公司里較低。</p><p>　　3.1 流線型的組織進程和商業(yè)模式</p><p>　　較大的組織能克服障礙是因為他們通常有足夠的人力資源和其他資源，他們往往抓住正在面臨的挑戰(zhàn)來改變不恰當的和無效的組

27、織過程和商業(yè)模式[41]。組織的能力可用來面對破壞性變化帶來的挑戰(zhàn)是受其資源、流程和價值觀的影響。首先,，組織資源決定公司的能力。由于公司的成熟、組織流程能夠良好地定義，一旦公司的商業(yè)模式變得定義明確、組織價值觀是清晰的。這些因素——資源、流程和價值觀——構成的組織的文化?？死锼跪v森和奧弗多爾夫[41]認為改變公司的流程、業(yè)務模型、價值觀、和根基文化是困難的，如果不是不可能的，因為對于已經建立了的大型公司；但是，這恰恰是必須發(fā)生的，為了

28、讓公司處理破壞性創(chuàng)新和重大的變化。較小的組織可以利用他們的能力進行創(chuàng)業(yè)創(chuàng)新和組織變革，因此，向大型組織學習如何實現優(yōu)勢[42]。</p><p>　　3.2 中小企業(yè)暴露競爭力</p><p>　　第二個障礙是，雖然更大的組織在開始階段利用技術發(fā)展，可以做得很好，他們的能力可以改善約束隔離它們，但隨著時間的推移，相比小組織無法逃避嚴酷的技術生存競賽，他們可能變成較弱的競爭者[43]。當破壞

29、性創(chuàng)新和變化由競爭競賽變得被動，更大的組織趨向于重要的生存和競爭優(yōu)勢[43、44]。然而，當一個較大的組織成功地中和了競爭的約束，組織的認為是刀槍不入，作為絕緣從關鍵來源的連續(xù)組織的發(fā)展。因此，戰(zhàn)略使組織從競爭中分離出來可能會適得其反，這樣的組織在長期依賴在競爭者中變得較弱[43]。這些影響表明因為小公司不能有效約束競爭力量，也不回避這些外部力量，組織發(fā)展過程的小公司也可能構成一個內置的引擎來應對破壞性創(chuàng)新和改變的挑戰(zhàn)。</p&g

30、t;<p>　　4 中小企業(yè)作為一個實驗室沙箱提供了可持續(xù)發(fā)展戰(zhàn)略和技術，然后跨國公司通過收購中小企業(yè)實現傳統(tǒng)的內部融資的增長</p><p>　　外部融資或收購變得必要，當增長速度超過了中小企業(yè)融資能力的增長，或者如果一個中小企業(yè)的技術或市場分割變得對投資者有利息[8]。小公司通過在公共市場中提高資本來擴張，可以實現期望，或者他們可以成為有吸引力的收購目標更大公司[37]。大公司尋求投資或收購小中

31、小企業(yè)通常使用傳統(tǒng)的策略提高盈利能力：</p><p>　　收購中小企業(yè)技術和市場份額[45]；</p><p>　　通過消除冗余費用實現“集會”效率 [46]；</p><p>　　通過整合中小企業(yè)的競爭對手來分割市場[47]。</p><p>　　中小企業(yè)給大企業(yè)帶來的好處，是大企業(yè)不可達到的其他方面。然而，尋求可以整合成更大的組織的那些

32、規(guī)模較小的公司是有障礙的。約50-80%的合并和收購，這取決于誰的研究被引用，因為不能很好地傳達可以達到預期的效益[48]。不管是否收購的焦點問題在戰(zhàn)略配合、或組織配合、或收購過程本身，失敗率保持一貫的高[49]。兩個薈萃分析的實證研究提倡“大識別的過程和組織維度的收購”，正日益在行動上的文獻中為人們所承認[50,51]；例如，不合適決策、談判和集成過程可以導致劣質收購的結果（52-54)。另外的工業(yè)生態(tài)學標準[5]在衡量一個中小企業(yè)的

33、成功并購應該看中小企業(yè)是否能夠幫助跨國企業(yè)降低其不可持續(xù)性，或從根本上加強可持續(xù)發(fā)展的系統(tǒng)性基礎以增加跨國企業(yè)的能力 [55]。</p><p>　　盡管這對于大企業(yè)來說有風險，但是被收購是一個有意思的選擇。從財政和組織的角度來說，當收購發(fā)生時就能解放企業(yè)家和他們的資本，繼續(xù)開發(fā)新公司和尋求其他產生協(xié)同效益的選擇。</p><p>　　5 中小企業(yè)利用創(chuàng)造性破壞和信息技術的影響制造網絡優(yōu)勢

34、</p><p>　　小公司在全球范圍內保持一定數量的增加的一個明顯的原因是“創(chuàng)造性破壞”的加速度影響了在全球市場上快速的技術轉換 [41,56]。盡管對于擁有固有優(yōu)勢廣度的大公司來說，這個因素已經在持續(xù)了[31,57]。此外, 通信技術的全球化是促進中小企業(yè)網絡的形成。這些組織間的網絡是中小企業(yè)的戰(zhàn)略伙伴或者利益相關者聯盟，引進一個新的組織形式的假設[37]，因為聯網的中小企業(yè)在市場上可以表現為一個單一的大公司

35、，因此通過同步勝任力去實現市場滲透[58-60]。</p><p>　　小公司也可以更靈活和創(chuàng)造性地利用“力量倍增器”的優(yōu)勢來貸款進行投機的利益相關者[61]。通過網絡不斷更新組織的學習和知識基礎是一個重要的基礎方法，中小企業(yè)可以同時實現地位和績效的優(yōu)勢，當面對破壞性創(chuàng)新和改變。這包括從前和現在新的商業(yè)、政府和非政府組織的合作者創(chuàng)建社區(qū)的可持續(xù)知識網絡類似開源的參與模式，類似于“與小群體的集群聯盟”[60]，而不

36、是清晰定義的線性報告層次結構[20]。</p><p><b>　　……..</b></p><p><b>　　Index</b></p><p>　　1. Introduction12</p><p>　　2. Why do SMEs need to articulate and use SD

37、 business plans for integrating factors of globalization within social and ecological limits to growth?14</p><p>　　3. Differences between large and small firms that result in sustainability advantages to SM

38、Es15</p><p>　　3.1. Streamlined organizational processes and business models17</p><p>　　3.2. SMEs exposure to competitive forces18</p><p>　　4. SMEs as a laboratory-sandbox for dev

39、eloping sustainable strategies and technologies which are then integrated into MNEs via acquisition.18</p><p>　　5. Network advantages for SMEs utilizing the effects of creative destruction and information t

40、echnology19</p><p>　　Strategy development in small and medium sized enterprises for sustainability and increased value creation</p><p>　　Samuel B. Moore a, Susan L. Manring b</p><p&g

41、t;　　a Ouroboros Holdings, LLC. 4003 Birkdale Ct. Elon, NC 27244-2020, USA</p><p>　　b Martha and Spencer Love School of Business, Elon University, Elon, NC 27244-2020, USA</p><p>　　Keywords: Sus

42、tainability, Small and medium sized enterprises (SMEs), Sustainable supply chain management, Resilience, Industrial ecology</p><p><b>　　Abstract</b></p><p>　　Sustainability strategie

43、s 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

44、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

45、of sustainable SMEs in market spaces</p><p>　　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 t

46、hat 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

47、network formation.</p><p>　　1. Introduction</p><p>　　Since the 1990s, environmental and social factors have become increasingly important strategic considerations for enterprises of any size. Em

48、erging 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

49、sustainable development(SD) opportunities that may prevent the threat of an inevitable collapse of society [2]. As more companies recognize</p><p>　　Modern business plans should include both ‘‘the limits and

50、 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. Parado

51、xically, 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

52、 n</p><p>　　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

53、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 valu

54、e for future generations [10]. Integrating sustainability into their competitive stra</p><p>　　‘‘It is becoming apparent that voluntary, incremental environmental improvements by individual companies will be

55、 inadequate to significantly offset the growth of the global economy, and that the rapid growth of China, India, and other Asian economies will likely exacerbate this problem’’ [5]. </p><p>　　Sustainability

56、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 SMEs sustainability a

57、dvantages in contrast to MNEs, this paper discusses several different scenarios for SMEs to optimize and use sustainability to create competitive advantages rather than simply focusing on reducing unsustainability [5]:&l

58、t;/p><p>　　become valuable sustainable investment targets for larger</p><p><b>　　firms;</b></p><p>　　create networked SMEs in sustainable market spaces where</p><

59、;p>　　MNEs are less successful;</p><p>　　become sustainable suppliers in global supply chains.</p><p>　　Through this exploration, there is a critical underlying question, which will require fu

60、ller investigations; which of these scenarios, or combinations of scenarios, can provide the best alignment for SMEs with the principles of industrial ecology, enterprise resilience, and global sustainability?</p>

61、<p>　　2. Why do SMEs need to articulate and use SD business plans for integrating factors of globalization within social and ecological limits to growth?</p><p>　　Ignoring the possibilities offered by

62、sustainability can produce an artificially narrow vision, with even small firms being constrained as they attempt to operate in a global marketplace, if an expanding vision of sustainability is not included in planning a

63、nd benchmarking performance [11,12]. SMEs have a vital role to play in managing limited global environmental and social resources. A broad, multidimensional, multi-stakeholder perspective that is formed based on emerging

64、 ideas and trends shou</p><p>　　Recognition of the use of sustainability to promote expeditious planning dialogues to create competitive advantages are described by Senge et al. [15]:</p><p>　　P

65、eople creating together work in different ways. They are anchored in the future rather than in the past, drawn forward by images of what they truly want to see exist in the world. They learn how to work with a distinctiv

66、e source of energy that animates the creative process, the creative tension that exists whenever a genuine vision exists in concert with people telling the truth about what exists now. They learn how to let go of having

67、to have everything worked out in advance and to step forth </p><p>　　A number of forces underscore the emerging opportunities [16,17] for SMEs to become proactively involved in sustainable practices:</p&g

68、t;<p>　　accelerating cycles of technological innovation;</p><p>　　rapid globalization of networked communications;</p><p>　　extended and interconnected supply chains;</p><p>

69、　　rapidly changing markets.</p><p>　　A further important factor to bear in mind is the fact that at least 80% of all global enterprises are considered SMEs, having less than 250 employees [18]; SME’s constit

70、ute 85t% of USA business [16]; 99% of the European Union business [19]; over 99% of enterprises in the UK [20]; and SMEs account for at least 70% of the world’s production [21]. Possible scenarios of the future should be

71、 part of any lens for incorporating sustainable development within a planning process [13,22–25]. Such lenses </p><p>　　3. Differences between large and small firms that result in sustainability advantages t

72、o SMEs</p><p>　　A major facet of corporate planning among leading manufacturers in every industrial sector is the emphasis on sustainability in ‘‘internal business processes, external stakeholders and invest

73、or relations, and customer value propositions’’ [5]. It appears that global multinational enterprises are taking actions towards becoming more sustainable and they feel strongly enough about the importance of their effor

74、ts to report on their progress through various avenues [29]. An entire lexicon and specif</p><p>　　The following indicators of MNE’s strategic plans and actions towards sustainability reveal that the concept

75、 of the sustainable enterprise as a successful business paradigm has become a reality:</p><p>　　The development of the World Business Council for Sustainable Development (WBCSD) [26], the Sustainable Enterpr

76、ise Academy (SEA) [36], and other consulting organizations whose purpose is to train and inform business leaders on sustainable enterprise.</p><p>　　The creation of sustainable stock indexes such as the Dow

77、Jones Sustainability Index (DJSI), which are designed to measure the economic performance of sustainable enterprises, enabling comparison to indexes which do not measure any aspect of sustainability.</p><p>

78、　　The growing number of paid advertisements and web sites encouraging and reporting on sustainable efforts as a competitive advantage.</p><p>　　The audited sustainability reports of hundreds of leading firms

79、 that have utilized the Global Reporting Initiative (GRI) as their guide in preparing their reports.</p><p>　　The benefits of sustainable strategic plans for SMEs are different from those offered to MNEs. Wi

80、th their large asset bases, MNEs can invest and spread the costs of product development over a large and diversified global market. For large firms, if a strategic plan or product introduction is not successful in one re

81、gion, then perhaps, in some market half way around the globe, it will be. This realization of greater returns from R t D has generally been perceived as an advantage for larger firms,</p><p>　　Industries tha

82、t are capital-intensive, concentrated, and advertising intensive, tend to promote the innovation advantage in large firms. The small firm innovation advantage, however, tends to occur in industries in the early stages of

83、 the life cycle, where total innovation and the use of skilled labor play a large role, and where large firms comprise a high share of the market [15]. </p><p>　　An organization’s resilience and ability to ‘

84、‘integrate, build, and reconfigure internal and external competences to address rapidly changing environments’’ are critical success factors in coping with shifting markets and for responding to disruptive innovations an

85、d change [39]. Rothaermel and Hess [40] suggest that the antecedents to build these organizational capabilities can be found at the individual, organizational, and network level. At the organizational level, two major hu

86、rdles to effect</p><p>　　and change are higher in larger firms and lower in smaller firms.</p><p>　　3.1. Streamlined organizational processes and business models</p><p>　　One hurdle

87、 for larger organizations to surmount is that while they usually have adequate human capital assets and other resources, they are often caught facing the challenges of disruptive change with inappropriate and ineffective

88、 organizational processes and business models [41]. An organization’s capacity to meet the challenges of disruptive change is affected by its resources, processes, and values. Initially, organizational resources determin

89、e the firm’s capabilities. As the firm matures, or</p><p>　　3.2. SMEs exposure to competitive forces</p><p>　　A second hurdle is that while larger organizations may do well initially with techno

90、logical developments, their capability to ameliorate competitive constraints insulates them so that they are likely to become weaker competitors over time, compared with smaller organizations that cannot escape the rigor

91、s of technology survival contests [43]. When disruptive innovation and change are driven by competition contests, larger organizations tend to have significant survival and competitive advantages </p><p>　　4

92、. SMEs as a laboratory-sandbox for developing sustainable strategies and technologies which are then integrated into MNEs via acquisition. </p><p>　　SMEs have traditionally been entrepreneurial businesses th

93、at grow through internal financing. The leap to external financing or acquisition becomes necessary when growth outpaces the ability of the SME to finance that growth, or if an SME’s technology or market segment becomes

94、of special interest to investors [8]. Small firms can fulfill the desire to grow larger by raising capital in public markets, or they can become attractive acquisition targets for larger firms [37]. Large firms seeking i

95、nv</p><p>　　acquiring SME technology and market share [45];</p><p>　　achieving ‘‘roll-up’’ efficiencies through elimination of redundant expenses [46];</p><p>　　de-fragmenting marke

96、ts through consolidation of SME competitors [47].</p><p>　　The benefits that SMEs bring to larger firms may be otherwise unreachable by larger organizations. However, there are hurdles in seeking to integrat

97、e smaller firms into larger organizations. Roughly 50–80% of mergers and acquisitions, depending on whose research is cited, fail to deliver anticipated benefits [48]. Regardless of whether the focus of an acquisition is

98、 on the issue of strategic fit, or organizational fit, or the acquisition process itself, failure rates remain consistently high [49</p><p>　　Despite the risks for larger firms, being acquired is an interest

99、ing option for SMEs, financially and organizationally, since acquisition can free the founding entrepreneurs and their capital, to continu to develop new firms and to pursue other synergistic alternatives.</p><

100、;p>　　5. Network advantages for SMEs utilizing the effects of creative destruction and information technology</p><p>　　One of the apparent reasons for the increasing number of smaller firms globally is the

101、 acceleration of ‘‘creative destruction’’ effects caused by rapid technology transitions within global markets [41,56]. This factor has persisted despite the breadth of advantages inherent to larger firms [31,57]. Moreov