【導(dǎo)讀】2為什么中小企業(yè)需要表達(dá)和使用SD商業(yè)計(jì)劃？當(dāng)全球化在社會生態(tài)增長的極。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(yīng)，以及系統(tǒng)的公共效益。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(shù)允許不同的航線網(wǎng)。成為越來越重要的戰(zhàn)略考慮。21世紀(jì)新興市場條件正在通過全球觀察創(chuàng)造了新。由于忽視商業(yè)和環(huán)境之間的―隱藏連接‖，業(yè)務(wù)缺少許多新的可持續(xù)發(fā)展。企業(yè)都在有意發(fā)展戰(zhàn)略計(jì)劃使他們的公司具有可持續(xù)競爭力。哈特和米爾斯汀堅(jiān)。表明，根據(jù)這種―反彈效應(yīng)‖[5]，人類的生態(tài)需求已經(jīng)超過大自然可以供應(yīng)[6]。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。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(yīng)以及系統(tǒng)性利益共享。在全球供應(yīng)鏈中成為可持續(xù)的供應(yīng)商。的一個(gè)系統(tǒng)方法，實(shí)現(xiàn)一個(gè)有意的、主動(dòng)的態(tài)勢分析。這樣的分析可以達(dá)到頂峰，在發(fā)展的場景導(dǎo)致健全的戰(zhàn)略計(jì)劃，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

　　

【正文】 dorf [41] argue that changing a pany‘s processes, business models, values, and ultimately its culture is difficult, if not impossible, for large, established panies。 and yet, this is precisely what must happen in order for a firm to deal with disruptive innovations and major changes. Smaller anizations can leverage their capacities for entrepreneurial innovations and anizational change, thereby, learning to achieve advantages over larger anizations [42]. . SMEs exposure to petitive forces A second hurdle is that while larger anizations may do well initially with technological developments, their capability to ameliorate petitive constraints insulates them so that they are likely to bee weaker petitors over time, 18 pared with smaller anizations that cannot escape the rigors of technology survival contests [43]. When disruptive innovation and change are driven by petition contests, larger anizations tend to have significant survival and petitive advantages [43,44]. However, when a larger anization succeeds in neutralizing the constraints of petition, the anization‘s perceived invulnerability serves as insulation from critical sources of continuous anizational development. Hence, strategies that isolate anizations from petition may actually backfire, such that larger anizations bee weaker petitors in the long run [43]. These implications suggest that since smaller firms cannot effectively constrain petitive forces nor shield themselves from these external forces, the anizational development processes of smaller firms may also constitute a builtin engine for addressing the challenges of disruptive innovation and change. 4. SMEs as a laboratorysandbox for developing sustainable strategies and technologies which are then integrated into MNEs via acquisition. SMEs have traditionally been entrepreneurial businesses that grow through internal financing. The leap to external financing or acquisition bees necessary when growth outpaces the ability of the SME to finance that growth, or if an SME‘s technology or market segment bees of special interest to investors [8]. Small firms can fulfill the desire to grow larger by raising capital in public markets, or they can bee attractive acquisition targets for larger firms [37]. Large firms seeking investments or acquisitions in small to medium sized enterprises typically use traditional strategies to improve profitability by: ? acquiring SME technology and market share [45]。 ? achieving ??rollup‘‘ efficiencies through elimination of redundant expenses [46]。 ? defragmenting markets through consolidation of SME petitors [47]. The benefits that SMEs bring to larger firms may be otherwise unreachable by larger anizations. However, there are hurdles in seeking to integrate smaller firms into larger anizations. Roughly 50–80% of mergers and acquisitions, depending on whose research is cited, fail to deliver anticipated benefits [48]. Regardless of whether 19 the focus of an acquisition is on the issue of strategic fit, or anizational fit, or the acquisition process itself, failure rates remain consistently high [49]. Two metaanalyses of empirical studies called for a ??greater recognition of the process and anizational dimensions of acquisitions‘‘ that are increasingly recognized in the behavioral literature [50,51]。 for example, inappropriate decisionmaking, negotiation and integration processes can lead to inferior acquisition outes [52–54]. Additional industrial ecology criteria [5] for gauging the success of an SME acquisition should be whether the acquired SME helps an MNE reduce its degrees of unsustainability, or increases MNE capabilities to fundamentally strengthen the systemic underpinnings of sustainability [55]. Despite the risks for larger firms, being acquired is an interesting option for SMEs, financially and anizationally, since acquisition can free the founding entrepreneurs and their capital, to continu to develop new firms and to pursue other synergistic alternatives. 5. Network advantages for SMEs utilizing the effects of creative destruction and information technology One of the apparent reasons for the increasing number of smaller firms globally is the 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]. Moreover, globalization of munication technology is facilitating the formation of SME works. These interanizational works, which are strategic partnerships or alliances among SME stakeholders, introduce a new anizational form into A′ cs‘ assumptions [37], as worked SMEs can behave in the marketplace as a single larger firm, thereby achieving market peration through synchronized petency building [58–60]. Smaller firms may also be more nimble and creative in leveraging the ??force multiplier‘‘ advantages of stakeholder working [61]. The continuous updating of anizational learning and knowledge bases through working is a significant way for SMEs to achieve both positional and performance advantages in the face of 20 disruptive innovations and change. The involvement offormer and new business, government, and NGO collaborators creates munities of sustainableknowledge works similar to the opensource participation model that is ??lumpy with small groups and clustered with coalitions‘‘ [60], rather than clearly defined roles with linear reporting hierarchies [20]. …..... ....