Research On Organizational Benchmarking Of Chinese Latecomers Firms In The Perspective Of Strategic Complexity

With the continuous development of economic globalization and the acceleratingof technological change and information technology, the international division oflabor and cooperation is becoming increasingly close, and the market competition isbecoming increasingly fierce. At the same time, the financial crisis is sweeping theglobe, and the strategic environment of enterprises is increasingly complex andserious, uncertain factors are gradually increasing. In this context, with the full swingof economic reform in China and the rapid development of the national economy, alarge number of new latecomer firms emerge as the times require.These new latecomer firms have strong imitation innovation, learning capability, andhuge market potential, which greatly stimulate the market dynamism and vitality.However, with the imbalance between supply and demand of domestic and foreignmarkets, the tightening of macroeconomic regulation and control, the volatility ofRMB exchange rate, the rising prices of production factors, these latecomer firms alsoface fierce competition from starting businesses in the aspects of capital, scale,technology, brand, management, business mode, whose survival and development ofspace have been seriously squeezed. Therefore, how to learn and catch up withstarting businesses in the complex strategic environment has become a major strategicissue for Chinese latecomer firms.At this moment, organization benchmarking which is to imitate and learn fromthe leaders in all sectors enters the line of sight of experts and latecomer firms, andbenchmarking is becoming a shortcut to organizational learning andstrategic positioning. So many latecomer firms carry out organizational benchmarking,yet only learning fur but not learning the essence becomes a common failing ofbenchmarking in the most of latecomer firms, most of which finally failed. How to successfully carry out organizational benchmarking becomes the focus of concern andresearch for most latecomer firms. Therefore, this paper is to research on organizationbenchmarking study of China’s latecomer firms in the perspectiveof strategic complexity, the purpose of which is to draw a theoretical conclusion ofhigh innovation value and provide reference and reference for China’s latecomerfirms.Firstly, this paper introduces the research background and research significance,and tease a summary of the relevant literature, founding that the existing literature hasmany research on strategic complexity and organization benchmarking. However, theexploration of theoretical study and practice on organizational benchmarking in theaspect of strategic complexity is still in the early stages of development, which almosthas not empirical analysis.Secondly, through the relevant literature and collect case information, this papercarries out the empirical analysis on two typical cases of latecomer firmsbenchmarking-Vance learning Pulte Homes and COSCO learning Maersk Group,which investigates the two latecomer firms how to execute organizationalbenchmarking in the aspect of strategic complexity.Again, through the analysis of two typical cases, this paper summarizes threeinfluencing factors of organizational benchmarking-complexity ofstrategy, organizational learning capability, benchmarking and results. Then, the paperanalyses the correlation among the three influencing factors through the classificationand analysis of dimension and the influence on latecomer firms benchmarking.Furthermore, this paper extends to explore the case of FOSUN Group learningBerkshire Hathaway, and gives pertinent opinions and Suggestions.Through research and analysis, this paper finds: A business organization mustcarry on the in-depth analysis of complex strategic environment that the latecomerfirms is facing in order to achieve leapfrog development, break through the bottleneck,and accomplish sustained dynamic adaptation of the escalating strategic complexity;The level of organizational learning capability is mainly affected by a flexibleorganizational structure, organizational learning culture, the ability to dynamically adaptation; Above all things, a latecomer firm begins to carry out benchmarking, mustdetermine the content of the benchmarking, the aim of benchmarking and the processand results of benchmarking, that is, what to learn, learn from who, how to learn; Thebenchmarking of latecomer firms is inevitably affected by the strategic complexityand organizational learning capability, so only in the case of moderate strategiccomplexity, the latecomer firms can be able to stimulate the vitality and creativity ofthe organization, accomplish sustained dynamic adaptation of complex strategicenvironment, establish a learning organization, enhance the sustainable growthcapacity and core competencies by organizational benchmarking. Therefore, China’slatecomer firms need to combine the improving of organizational learning capabilityand the dynamic adaptation of strategic complexity when carrying out benchmarking,in order to achieve the developments both of "Strength" and "external work".