Literature Review

Sample Literature Review

Literature refers to books, periodicals, and canonicals that have historical significance or research value. Below is a sample literature review that I have compiled, I hope you like it!

I. Preface

Along with China's successful accession to the World Trade Organization, the market is more open and increasingly competitive. Relevant fields (industries) to varying degrees, conditions and steps to liberalize market access, a large number of foreign-funded enterprises to flood into China's market, to participate in market competition.

Competitiveness is the product of market competition. China's road to market competition is only 20 years, the study of enterprise competitiveness is far behind the developed countries in the West, but along with the degree of market competition continues to deepen, the study of enterprise competitiveness is more and more important. The study of enterprise competitiveness is crucial to the healthy growth and development of enterprises, and it is also one of the important ways to cultivate and enhance the comprehensive strength of enterprises.

So far, many scholars and related organizations at home and abroad have conducted a lot of research on enterprise competitiveness, starting from different perspectives and assumptions, reshaping the connotation of competitiveness in terms of research objects and evaluation methods, constructing competitiveness evaluation indexes and systems, analyzing the strengths and weaknesses of enterprises, and enhancing the competitive advantages of enterprises.

This paper browses and collects limited literature, and through synthesis, generalization, and analysis, removes the false from the true, and extracts the rough from the fine, in order to achieve the purpose of guiding the writing of the paper.

Different Definitions of Competitiveness

From the current point of view, the concept of competitiveness of enterprises (definition) is varied and diverse. Research methods, content and focus are also different.

Liu Xiaobin in the "retail enterprise competitiveness quantitative evaluation and analysis" of the article through the synthesis of the theory of competence, the theory of life, the theory of function, the theory of state, the theory of mechanism, the theory of quality of the premise of the different research perspectives and assumptions of the six aspects of the retail enterprise competitiveness of the initial concept can be summarized in a simple and clear way as follows: the competitiveness of the retail enterprise retail enterprise is a retail enterprise in the process of competition in the performance of the comprehensive ability. Including in the service, brand and marketing embodied in the external competitiveness, in the operating ability, information technology embodied in the internal competitiveness, and in the corporate culture, corporate system and other aspects of the core competitiveness.

Jia Yuhua in the "Enterprise Competitiveness Evaluation Research" article through the United States "Industrial Competitiveness Presidential Commission Report", the World Economic Forum (WEF) 1985, 1994 "Report on Competitiveness" and Japanese and European scholars, such as comparative research on enterprise competitiveness is summarized as follows: enterprise competitiveness is a competitive market environment, through the configuration or creation of enterprise resources, in the enterprise's sustainable survival and development. Comparative ability formed in the sustainable survival and development.

This concept reflects the following characteristics:

① enterprise competitiveness is ultimately embodied in the ability to sustain survival and development, that is, embodied in the enterprise's goals.

② Enterprise competitiveness is a comprehensive category of multi-level meaning, not only related to the internal structure of the enterprise elements and business management process, but also related to the external environment of the enterprise; not only related to the enterprise's own market share and profitability, but also related to the amount of national welfare; not only static comparative ability, but also the dynamic evolution of the development of the ability.

③ enterprise competitiveness is formed in the production and operation process, that is, it is a dynamic product, not a static result. Enterprises only through the allocation of resources, in the strategic planning, product design, marketing, purchasing, production, sales and management processes to gradually form the competitiveness of enterprises.

④ Enterprise competitiveness is a comparative ability. This comparative ability is based on the premise of manufacturers' competition. There are three types of competitiveness: strong competitiveness, balanced competitiveness and weak competitiveness, which is the comparative relationship between the competitiveness of the evaluated enterprise and its competitors.

⑤ Enterprise competitiveness is a systematic concept. It is characterized by market indicators and determined by the internal qualities of the enterprise (information, knowledge, innovation ability, human capital, corporate culture, etc.). The strength of competitiveness cannot be measured by a single indicator, and a comprehensive indicator system needs to be designed for its scientific evaluation.

At the same time, the paper also compares: "enterprise competitiveness" is studied from the perspective of economics, specifically refers to the enterprise in the competitive market environment, through the configuration or creation of enterprise resources, in the sustainable survival and development of enterprises formed by the comparative ability; "core competence" is more from management science. "is more from the perspective of management research, emphasizing the learning, coordination, cohesion function within the enterprise organization.

Literally, "enterprise competitiveness" should be "enterprise core competence" or "core competitiveness" is a broader concept, because it not only includes the internal capabilities, but also includes the external capabilities of the enterprise. It includes not only internal capabilities, but also external ones, such as comparison of product performance, price or cost, and the resulting ability to redraw market shares. For the above reasons, the concept of "enterprise competitiveness" can be used to unify the concepts of "enterprise core competence" and "enterprise core competitiveness", or the concept of "enterprise core competence" can be used to unify the concepts of "enterprise core competence" and "enterprise core competitiveness". The concept of "enterprise core competence" can be used to unify the concepts of "enterprise core competence" and "enterprise core competitiveness", or to take "enterprise core competence" as a component of "enterprise competitiveness", with the intention of eliminating the conceptual dispute and promoting the deepening of theoretical research.

Liu Zhongmin "enterprise competitiveness evaluation and its application of research" in the article compared Dion Zhao, Wu Minglu, Porter, Chandler, Prahalad and other domestic and foreign scholars and related organizations of the results of the research that enterprises have a strong competitiveness or competitive advantage lies in the root of the enterprise's core competencies, and at the same time that the competitiveness of the enterprise is the competitiveness of one of the forms of enterprise competitiveness is defined as the competitive market environment, the enterprise. Through the configuration or creation of enterprise resources, the ability to continue to effectively provide products or services to the market, mainly reflecting the possession of the market, value creation, sustainable development and other aspects of market competition with other enterprises in the comparative ability.

This definition includes the following layers of meaning:

① enterprise competitiveness is based on the premise of competition between enterprises.

② The concept of enterprise competitiveness itself does not indicate the strength of competitiveness, because competitiveness is a comparative ability.

③ The competitiveness of enterprises is mainly reflected in the ability to occupy the market, the ability to create value and profit, and the ability to innovate and develop.

④ Enterprise competitiveness is formed in the process of production and operation.

⑤ Enterprise competitiveness is affected by the external environment.

Zhang Xiaowen et al. in "Quantitative Evaluation Methods of Enterprise Competitiveness" believe that: enterprise competitiveness refers to the ability of the enterprise as the main body of competition in the market economy, in the process of production and operation, through the ability of resources, systems and mechanisms, and the interaction with the external environment, so that the internal and external resources of the enterprise to integrate and optimize the allocation of the benign cycle of more advantageous than competitors, in order to achieve sustainable development. The ability to achieve sustainable development.

Zhang Dongfeng and Du Zang's "Evaluation of the Competitiveness of Modern Retail Enterprises" argues that the competitiveness of modern retail enterprises refers to the ability of retail enterprises to expand market share and reduce costs while continuously integrating supply chain resources, improving efficiency, and upgrading service levels. It is mainly reflected in the internal management of retail enterprises, customer service, relationship marketing, supply chain management, retail logistics and other aspects.

Third, on the evaluation method of enterprise competitiveness and its system construction

Liu Xiaobin in the article "retail enterprise competitiveness quantitative evaluation analysis" in the use of hierarchical analysis, the evaluation of the competitiveness of the retail enterprise and analysis of the factors are divided into three parts, that is:

① basic elements (by the external competitiveness, internal competitiveness and institutional competitiveness), namely:

1) basic factors (composed of external competitiveness, internal competitiveness and institutional competitiveness). (composed of external competitiveness, internal competitiveness and institutional competitiveness),

② Evaluation factors, that is, on the basis of the basic elements, according to the characteristics of the retail enterprise, select the elements that represent the competitiveness of the enterprise at three levels,

③ Indicator layer, the state of the various evaluation factors are further refined, and are expressed by the evaluation indicators.

The enterprise competitiveness evaluation index system thus established consists of 10 evaluation elements and 31 evaluation indicators. Finally, the competitiveness of the overall and global perspective, a comprehensive evaluation. Among them, the qualitative and quantitative in the competitiveness index system using different assignment methods, the establishment of models, attributed data weights, comparative analysis of the competitiveness of the retail enterprises under study.

Zhang Xiaowen et al.'s Quantitative Evaluation Methods of Enterprise Competitiveness constructs the functional relationship equation of enterprise competitiveness as well as the comprehensive evaluation index system and mathematical model of enterprise competitiveness from the viewpoint of system theory. The competitiveness system is constructed from the three major aspects of competence resources, competence system and mechanism and competence state plus environmental factors. Through the hierarchical analysis method combined with quantitative and qualitative analysis to establish the enterprise competitiveness evaluation index system 11 evaluation elements, 21 evaluation indicators.

Shao Yiming, Qian Min, "retail enterprise competitiveness indicators and evaluation model" in the article to the market share capacity, operating capacity, profitability, information technology level, human capital, these five aspects to design the competitiveness of the evaluation system, the use of hierarchical analysis to determine the above and subdivided evaluation indicators of the weight, the establishment of a hierarchical hierarchical structure, according to the competitiveness of the retail enterprise system of the relationship between various factors The hierarchical structure of the system is established according to the relationship between the factors in the competitiveness system of the retail enterprise. The relative weights of the evaluation indexes are determined and calculated by the comparative discriminant method. And use the idea of comprehensive fuzzy evaluation to convert each index into the corresponding score, and then weighted average, resulting in a total score, in order to determine the competitiveness of retail enterprises. Thus converted into a specific formula, and then establish a model, combined with the data, and ultimately calculated to obtain the comprehensive score of retail enterprise competitiveness. That is to say, the strength of the core competitiveness of the retail enterprise, for the retail enterprise to improve the operation, resist the strong impact of foreign-funded retail enterprises, to establish a competitive advantage, to shorten the gap between the world's advanced level provides a strong basis.

Huang He established an evaluation index system based on financial statement data to evaluate the apparent competitiveness of enterprises and to reflect the real situation of their future competitiveness in his article "Evaluation and Enhancement of Enterprise Competitiveness". The evaluation index system is divided into 12 major categories, including enterprise scale, operating capability, operational security capability, profitability, market control, technological innovation capability, organizational management capability, human capital, corporate culture, capital operation capability, transnational operation capability, and environmental coordination capability. There are a number of small indicators under each major category, ****58 items.

Yellow River in the design of the enterprise competitiveness evaluation index system in the index setting, evaluation criteria, especially the measurement method follows the principle of indexing. According to the principle of classification of asset class and process class, 58 indicators are divided into six categories, and according to the above six categories of indicators, each enterprise will be included in each category of indicators of specific indicators of the value of the total and the average value, so as to facilitate the comparison between each other. The average value of each evaluated enterprise in each category is summed up and then the average value of the industry is calculated, and the average value of the industry is used as a standard parameter to compare with the value of each enterprise. Finally, each standard parameter is divided by the average value of the corresponding comprehensive index of each enterprise to arrive at the corresponding competitiveness index of each enterprise in the six categories of indicators. The key to the establishment of the evaluation system and the use of the method lies in the reasonable distribution of weights and the accurate establishment of the equation.

Li Fei and Liu Mingwei's "Comparative Study on Competitive Capabilities of Chinese and Foreign Large-scale Retail Enterprises" divides the competitiveness of retail enterprises into the core layer of competitive resources, the intermediate layer of core competencies, and the performance layer of competitive advantages, and emphasizes the comparison of intermediate competitiveness, which is one of the major core expenditures of the paper. The middle level comparison mentioned in the paper includes the ability of business innovation, store expansion, marketing management, cost control, and financial operation.

Zhu Bo and Lv Wenjun's "Competitiveness Evaluation System and Fuzzy Comprehensive Judgment of Commercial Retail Enterprises" focuses on the evaluation indexes of commercial retail enterprises on the data of financial indexes, and calculates the financial status of enterprises through the financial data of the enterprises to reflect the competitiveness of enterprises from the surface.

Zhu Bo and Lv Wenjun start from the main factors of the enterprise's basic resource status, operation ability, learning ability, innovation ability and cultural affinity, and derive the sub-factors of retail enterprise competitiveness that include human resource status, operation and management ability, marketing and service ability, market innovation, management innovation, etc., so as to construct a comprehensive evaluation system of the competitiveness of the retail enterprise, and finally, use the AHP method to determine the competitiveness of each level. AHP method, to determine the weights of the evaluation indexes at each level, to make fuzzy judgment on the competitiveness of retail enterprises, to establish a fuzzy comprehensive judgment model of the competitiveness of retail enterprises, and to use hierarchical analysis to solve the model.

Wang Guigen, in his article "Research on the Competitiveness of China's Retail Enterprises", argues that the competitiveness of domestic and foreign competitiveness research literature on the competitiveness of retail enterprises is mainly concentrated in the overall level of the enterprise, most of them are biased towards qualitative analysis, not quantitative analysis, lack of intuition and practical application of the significance of, and difficult to enhance the competitiveness of the enterprise to provide a basis.

Thus, the authors adopt the quantitative financial indicator system (four financial indicator systems are selected, namely, profitability, operating ability, solvency and growth ability), and use factor analysis to empirically analyze the competitiveness of enterprises.

Zhang Dongfeng and Du Gang's "Research on Competitiveness Evaluation of Modern Retail Enterprises" uniquely absorbed the "supply chain" theory and the "balanced scorecard" principle to design the competitiveness evaluation system of modern retail enterprises, and the authors believe that the complete retail enterprise competitiveness evaluation system consists of two parts. The author believes that the complete retail enterprise competitiveness evaluation system consists of two parts, namely, service performance (customer service performance + supply chain service performance) and internal performance, and at the same time, from the four perspectives of finance, customer, process, learning and growth, the same four perspectives of the modern retail enterprise competitiveness evaluation of the four streams of the evaluation system, based on the four streams of the evaluation system, to build a modern retail enterprise competitiveness evaluation index system. The evaluation index system has been constructed based on the four-stream evaluation system.

The qualitative and quantitative evaluation indexes are evaluated by the comprehensive evaluation of multiple indicators (data standardization) and the semantic difference affiliation assignment method for competitiveness evaluation.

Four, the selection of domestic and foreign enterprises and related competitiveness indicators comparison

Liu Xiaobin in the "retail enterprise competitiveness quantitative evaluation analysis," that the sales of the first ranked retail giant Wal-Mart, its development of operational strategy, customer strategy, human resources strategy to create its impressive performance. Everyday flat price, always, private brand new feeling, logistics and distribution of the world's first, marketing complementary ****sheng ****capacity, etc. is the key to Wal-Mart's success. Wal-Mart's competitive advantage lies in the logistics and distribution (inventory replenishment) ability and attract customer loyalty business ability, by Wal-Mart's example of competitiveness has time, difficult to evaluate, affected by many factors. Further, the design of the competitiveness index system, to combine theory and practice.

Li Fei and Liu Mingwei's "Comparative Study of Competitiveness of Chinese and Foreign Large-scale Retail Enterprises" selected 10 of the world's top 50 retail companies entering China and 10 of China's most competitive local retail companies, focusing on five aspects of competitiveness at the intermediate level (innovation, store expansion, marketing and management, cost control, and financial operations) to carry out a comparative study of the differences. Finally, the average and optimal values of Chinese and foreign retail companies are derived.

Liu Xingyuan's "Research on Core Competitiveness of Retail Enterprises_Analysis of the Competitiveness of Chinese and Foreign Retail Enterprises" starts from the Chinese and foreign retail enterprises, and analyzes the competitiveness of these two groups in terms of having a good geographic location of the commercial stores, possessing management talents and staff learning and training system, mastering the business content or business model that can satisfy the needs of customers, having heterogeneous characteristics that are difficult to be imitated by other enterprises, and possessing the management of the whole process of business operation, as well as the ability to manage the whole process of business operation. The whole process of enterprise operation management, cost control, sales capacity, fund-raising capacity and profitability level, profitability of enterprises, sales, capital accumulation and fund-raising capacity of these aspects of the qualitative statement.

Wang Guigen, "Research on the Competitiveness of China's Retail Enterprises", selected 30 listed companies in the retail industry as the object of evaluation, combined with the principle of statistical factor analysis and the selected 30 listed companies in the retail industry in 2005, to carry out the evaluation and analysis of the competitiveness of retail enterprises. The analyzed variables are selected, the correlation coefficient matrix as well as each eigenvector are calculated, the principal components are determined, and then the F function is constructed after analyzing each factor and its contribution rate. Calculate the score of each sample on each factor and derive its F-value, and use the F-value as a criterion for discrimination.

V. General significance of enterprise competitiveness research

Liu Zhongmin's "Evaluation of enterprise competitiveness and its application research" believes that the evaluation of enterprise competitiveness, with the following aspects of significance:

① Quantitative evaluation of enterprise competitiveness can be scientifically and accurately described and grasped the enterprise competitiveness situation and its changing trend from a quantitative perspective. The competitiveness of the enterprise quantitative evaluation, from a quantitative point of view, can scientifically and accurately describe and grasp the situation of enterprise competitiveness and its trend.

② Enterprises can be based on the results of the comprehensive evaluation of the comprehensive ranking of competitiveness (especially within the industry ranking) and the distribution of research, so as to motivate enterprises to play to their strengths, make up for the shortcomings, and comprehensively improve competitiveness.

③ Carrying out the comprehensive evaluation of enterprise competitiveness facilitates enterprises to analyze the internal factors affecting competitiveness, and provides enterprises with an effective method of self-diagnosis.

④ Research on the comprehensive evaluation method of enterprise competitiveness can lay the foundation for the formation of a long-term evaluation system.

⑤ The evaluation of enterprise competitiveness can help optimize the allocation of social resources, improve a country's comprehensive national strength, and provide a basis for government policy and macro decision-making.

Summary

In recent years, Chinese and foreign scholars on the competitiveness of enterprises in the ascendant, enterprise competitiveness is also more and more concerned about the attention of the people, especially business managers. Although the research results are more and more abundant, but as the core force itself is a contradictory aggregate. On the one hand, different scholars can study and interpret different aspects of competitiveness from different perspectives and in different ways; on the other hand, the construction and evaluation of the index system of enterprise core competitiveness have always been complicated and complicated, and also due to the inappropriate ratio of qualitative and quantitative competitiveness evaluation (the latter is more difficult and the former is more empty), in addition, the examples of comparative analysis for the data of domestic and foreign enterprises tend to be less involved for various reasons. In addition, for various reasons, examples of comparative analysis of data from domestic and foreign enterprises tend to be less involved. Because of this, it is also a good breakthrough for the writing of the paper.

I believe that the overview of this paper can guide the way for the writing of the paper.

Literature Review Part 1

1, Preface

I logged on to the full-text database of the Chinese journal network and find the relevant literature, **** collection of literature on social sports instructors more than two dozen, most of which are concentrated in 04, 05. The relevant information is summarized as follows:

2. Cultivation of Social Sports Instructors

2.1 Cultivation of Different Types of Social Sports Instruction

Liu Pingjiang and Zhao Li, "Talking about the Cultivation of Professionals in Social Sports" (2002), put forward the following article: "To cultivate multi-talented students specializing in social sports. " In Deng Xinghua's article "On the Training of Social Sports Instructors in China" (2001), it is proposed that "the characteristics of social sports in China and the needs of the exercising public can be divided into four categories, such as fitness and bodybuilding, health care, competitive sports, and rest and recreation." From the above literature, it can be seen that the cultivation of various levels of categories of sports instructors, can be all-round service for social sports instruction.

2.2 Increase the intensity of training social sports instructors in colleges and universities

Liao Jun, in his article "Giving full play to the advantages of colleges and universities in training social sports instructors" (2003), states: "The sports majors in colleges and universities are responsible for training high-level sports professionals for the country, and based on the objective requirements of the society for individual types of sports personnel, the training goal should be mainly to adapt to a wide range of a specialization. The main objective of the training should be to adapt to a wide range of multi-specialized and multi-talented composite talents." Therefore, colleges and universities should include the cultivation and training of social sports instructors in their scope of responsibility.

3, the management of social sports instructors

3.1 Management of social sports instructors should be more detailed

Ni Tongyun, Bai Yun, Chen Lin, etc. in the "Improvement of China's social sports instructor's management system of the study" (2002), an article clearly pointed out that: "China's social sports instructors with national characteristics of the more detailed classification, such as in the broad categories of the management of the social sports instructor. Fine categorization, such as in the major categories can be divided into management, economic, technical, etc., and then subdivided in each major category, such as technical can be divided into: youth instructors, elderly instructors, women instructors, etc."

3.2 Establishment of a sound management system for social sports organizations in China

As early as 1987, Japan by the Ministry of Education, Culture, Sports, Science and Technology published "on the knowledge of the social sports instructor, skills audit business to identify the regulations". In the "Deng Xinghua China's social sports instructor training" (2001) article pointed out that: "improve the social sports instructor management regulations, from the declaration of social sports instructors, training, assessment, granting the title, on the job management, annual review of the registration, promotion of the rights and obligations, as well as legal responsibility and so on, have made a clear stipulation." From the above, we can see the importance of establishing a sound management system for social sports organizations.

4, the current situation of China's social sports instructors

4.1 The overall number of social sports instructors and distribution

Such as Fu Ming, Li Feijie, in the "Wuhan social sports instructor status survey and research" (2005) article summarized that: "Wuhan three towns of the social sports instructor team showed a first overall number of is on the low side, and the second grade structure is out of proportion, with the proportion of national level 1 being too small and the proportion of level 3 being too large." He Minxue, Du Xiaojuan in my "national social sports instructor characteristics of the study" (2005), pointed out that: "China's per capita social sports instructor is about 1:3994, Beijing, Tianjin, Shanghai, Liao, Jiangsu, Zhejiang and other cities in the lead."

4.2 Gender Composition of Social Sports Instructors

Li Xiaoyan pointed out in the article "Survey and Analysis of the Current Situation of Social Sports Instructors in Urban Areas of Yichang City" (2002) that "most female social sports instructors are professional women and retirees, and this distribution is in line with the physiological structure of women's working life and the values of sports correspondingly." In Wu Xiaoling and Ma Meirong's "Survey on the Current Situation of Urban Social Sports Instructors and Countermeasures Research" (2004), it is pointed out that: "At present, the gender structure of social sports instructors in urban areas of Luoyang City basically coincides with the national statistics of 1998, and the gender structure is basically reasonable, with males being higher than females, and the survey also found that female social sports instructors are mostly professional women such as artists and retired people. work and retirees."

4.3 Age structure of social sports instructors

Sun Peichu years of "age structure biased cultural level is low - the phenomenon of social sports instructor team survey" (2005) in the article clearly pointed out that: "Shanghai, for example: more than 70% of the social sports instructors by the street community to hire a professional teacher lectures and training in the districts and provinces themselves. Issued by the license, in addition to a small number of street community cultural and educational cadres, the vast majority of retirees and laid-off workers, of which the oldest 78, the age of the youngest 34 years old, an average of 57 years old."

4.4 The cultural quality of social sports instructors

Zhuang Yongda in the article "China's social sports instructors of the issue of research" (2004) mentioned: "China already has about 200,000 people at all levels of social sports instructors, such a pace of development and the law should be said to be hard-won, indicating that all levels of sports departments of our country The development of social sports instructors has been given a high degree of importance, but we should also clearly recognize the quality assurance issues behind such a high speed and large law of development."

4.5 Occupational Distribution of Social Sports Instructors

Fu Ming Li and Fei Jie in the article "Survey and Research on the Status of Social Sports Instructors in Wuhan City" (2005) showed that, "the occupational distribution of social sports instructors in Wuhan City, the professional social sports instructors accounted for 5.9% of the total, and part-time personnel reached a maximum of 62.2%. The second one is retired people who accounted for 26%, and the proportion of physical education teachers is at least 0.5%, and the others are 3.4%. We can see that the proportion of physical education teachers is too small, indicating that the enthusiasm of physical education teachers has not been fully mobilized. The proportion of full-time social sports instructors is not large, indicating that social sports instructors can not be used as a major means of earning a living in the first stage."

5. Summarize

Through the above literature, we can understand that the theory of the cultivation and management of social sports instructors in China and some of its current situation. Jingzhou is located in the south-central part of China, the social environment and economic strength sports development level and sports population is still in a backward state compared with the eastern coastal developed areas. Although the construction of social sports instructor team should comply with this general environment in China, but also must reflect the distinctive local characteristics of the instructor, according to the time, according to local conditions to establish a social sports instructor team suitable for the region.

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