组织学习、战略柔性对企业绩效影响的实证研究

通过对组织学习能力、战略柔性及企业绩效的相关文献的系统梳理,探索性地提出了一个体现组织学习能力、战略柔性以及企业绩效之间关系的结构模型,采用多行业的样本数据,运用SPSS和结构方程模型,通过样本分析,检验了组织学习能力对不同类型的战略柔性(资源柔性和能力柔性)的影响,以及资源柔性和能力柔性分别对于企业绩效的影响;通过假说验证分析,辅助各变量R2值的分析,企业绩效的53.6%被战略柔性的影响作用所解释,又由于资源柔性对企业绩效的影响作用不显著,所以被解释的企业绩效很大程度上源于能力柔性的影响.研究表明确实存在组织学习能力对战略柔性的影响作用,以及不同类型的战略柔性(资源柔性和能力柔性)对企业绩效影响的差异,从而为企业提高经营绩效提供理论基础和有效途径.     

战略柔性对企业绩效影响的实证研究

基于对战略柔性和企业绩效问题的研究和分析,提炼出一个体现战略柔性和企业绩效之间关系的结构模型,采用多行业的样本数据,运用SPSS和结构方程模型,实证检验了不同类型的战略柔性(资源柔性和能力柔性)对企业绩效的影响程度,得出能力柔性对企业绩效影响显著,而资源柔性对企业绩效的影响不明显的结论,这一结论为中国企业今后提升经营绩效提供了有效的理论支持。     

柔性战略与企业绩效人力资源管理战略职能中介效应研究

相关研究已经证明柔性战略对企业绩效人力资源管理战略职能具有明显的作用,而人力资源管理战略是企业绩效的重要影响因素之一。所以本文通过研究以上三者的重要关系为主要研究目的。通过本文研究表明,人力资源管理战略起着连接企业柔性战略与企业绩效的桥梁的作用。     

双元文化、创新战略与科技企业创业绩效:一个知识流的视角

运用组织双元理论、战略管理理论和认知学习理论,构建了一个基于知识流动过程的双元文化机制、创新战略与科技企业创业绩效的关系框架,通过介入网络结构和领导调节因子来观察双元性三种前因机制的共同作用过程。对长江三角洲科技园区的283家小微创业型科技企业进行了实证调查,采用SPSS和AMOS软件进行统计分析,结果表明:双元文化通过改善企业创新战略的均衡实施来提高其创业绩效,其对突破及利润导向的战略行为均有正向影响;网络关系强度和权力距离在双元文化与创新战略之间产生调节作用,网络关系强度对利润导向行为产生正向调节,权力距离对利润导向行为的影响不显著,它们对突破导向行为均呈负向调节。研究将双元视角引入到组织与战略关系研究当中,对信息时代下的中国科技企业创业创新有一定的指导意义。     

出口企业竞争战略对产品创新的影响:以市场导向为中介变量

本研究基于220家中国制造型出口企业的数据,探讨了两种竞争战略(差异化战略和成本领先战略)如何通过顾客导向和竞争者导向影响企业创新倾向和新产品绩效。研究结果显示:(1)差异化战略通过促进顾客导向和竞争者导向间接改善创新倾向和新产品绩效;(2)成本领先战略直接正向影响创新倾向进而改善新产品绩效;(3)差异化战略对出口企业产品创新的影响更为显著。研究为中国制造型出口企业如何改善竞争战略执行、提高产品创新绩效提出了管理上的启示意义。     

高管胜任特征与战略导向的匹配对企业绩效的影响

"培养和开发与战略导向匹配的高层管理者"一直是战略管理与人力资源管理领域共同关注的重要问题。本文基于权变理论,系统分析了高管胜任特征与战略导向的匹配对企业绩效的影响。研究结果显示:第一,成本导向型、创新导向型和质量导向型3种战略导向类型在我国企业确实存在,且不同类型的战略导向对企业绩效有差异性影响,其中创新导向型企业与质量导向型企业都比成本导向型企业具有较高的财务绩效和人力资源绩效。第二,单维度高管胜任特征与不同战略导向匹配对企业绩效有差异性影响,其中战略意识对各战略导向型企业的绩效均有显著影响,组织建设能力对质量导向型与创新导向型企业的绩效有显著影响,品质素养对质量导向型企业的绩效和创新导向型企业的人力资源绩效有显著影响,而洞察力仅对质量导向型与创新导向型企业的人力资源绩效有显著影响。第三,多维度高管胜任特征与不同战略导向匹配对企业绩效有差异性影响,高管战略意识与成本导向型和质量导向型企业匹配,高管战略意识和组织建设能力与创新导向型企业匹配。基于此,本文对研究结果进行了讨论,并对单维和多维高管胜任特征与战略导向匹配对企业绩效影响的差异进行了拓展分析,同时给出了研究结果的管理启示。通过研究,旨在丰富与扩展高管胜任特征、战略导向与企业绩效之间匹配关系的研究,为理解与解释中国企业的战略决策提供了理论依据与实证支持。     

战略变革前瞻性对企业创新绩效的影响研究北大核心CSSCI

基于动态能力理论和吸收能力理论视角,通过对民营高科技企业315名高层管理者的问卷调查,探索了战略变革前瞻性对企业创新绩效的影响。研究结果表明:战略变革前瞻性对企业创新绩效具有显著的正向影响;动态能力在战略变革前瞻性与企业创新绩效之间具有中介作用;跨界搜索在战略变革前瞻性和动态能力之间具有显著的正向调节作用,并且跨界搜索正向调节了动态能力在战略变革前瞻性与企业创新绩效之间的中介作用。     

构建高层管理团队社会网络的人力资源实践、战略柔性与企业绩效——环境不确定性的调节作用

本文首次将战略柔性作为一种典型的动态能力运用到战略人力资源管理的研究领域中,探索了其在构建高层管理团队(TMT)社会网络的人力资源实践与企业绩效关系中所扮演的中介作用,并且基于我国经济转型这一现实背景,采用环境不确定性作为该中介环节的调节变量予以进一步阐释.我们对上述问题进行了实证检验,通过对北京、天津、上海、江苏和浙江等地区390家企业的780名高管进行问卷调查,最终获得241个有效样本,研究发现:(1)构建TMT社会网络的人力资源实践对企业绩效具有正向影响,并且战略柔性在其中发挥了完全中介的作用;(2)环境不确定性在构建TMT社会网络的人力资源实践与战略柔性的关系中具有调节作用,但在战略柔性与企业绩效的关系中不具有调节作用.本文的研究结论表明,考虑战略柔性和环境不确定性这两个重要因素可以更好地解释构建TMT社会网络的人力资源实践对企业绩效的影响机制,这为战略人力资源管理在动态环境中的发展和应用提供了重要启示.     

基于战略柔性与技术能力影响的制度支持与企业绩效关系研究

以制度理论和资源基础观为理论基础,首次基于战略柔性的独特视角探讨了制度支持对于企业绩效的影响机制,并进一步检验了技术能力这一重要的组织特征在制度支持与战略柔性关系中的调节作用。对广东省广州、深圳、珠江、东莞以及佛山等10余个城市的300家企业600名高管进行问卷调查,最终获得了186家企业样本。实证研究发现,制度支持能够显著地提高企业绩效,并且战略柔性在其中发挥了完全的中介作用,而技术能力在制度支持和战略柔性的关系中则具有显著的负向调节作用。研究结果表明,考虑战略柔性和技术能力这2个重要因素可以更好地阐释制度支持对企业绩效的影响机制,这为制度理论在获取企业竞争优势中的发展与应用提供了重要的借鉴意义。     

创业导向、人力资源系统柔性与企业绩效关系研究

基于战略人力资源管理的视角,以人力资源系统柔性为中介变量,构建创业导向对企业绩效影响关系的理论模型,其中创业导向被划分为创新与先动性、风险承担性2个维度.利用来自珠三角制造企业的381份调查数据对模型进行实证检验,发现创新与先动性、风险承担性均对企业绩效有显著正向影响;人力资源系统柔性在创新与先动性与企业绩效的关系中起部分中介作用,而在风险承担性与企业绩效的关系中不起中介作用.     

CEO proactiveness,innovation, and firm performance

Chief Executive Officers (CEOs) are essential in driving firm innovation. However, despite existing research on CEO personality characteristics and firm innovation and performance, we know relatively little about how personality characteristics reflecting anticipatory action and strong outcome-oriented components, such as proactiveness, shape firm innovation and performance. We explore the relationship between CEO proactiveness and three facets of organizational innovation, as well as its impact on firm performance. We suggest that CEO proactiveness is manifested in different network-building, problem-solving, and feedback-seeking behaviors with different implications for exploratory innovation, exploitative innovation, and organizational ambidexterity, and that its effect on firm performance is partially mediated by organizational ambidexterity. By examining the influence of this important CEO personality characteristic on key firm strategic choices and performance, we extend research on strategic leadership and firm innovation and performance.     

Understanding the emergence of redistributed manufacturing: an ambidexterity perspective

Abstract

This paper extends operations strategy theory on efficiency and flexibility trade-offs to the emergent phenomenon of redistributed manufacturing (RDM). The study adopts a multiple-case design including five small and five large pharmaceutical firms. We propose that organizations can gain the efficiency benefits of centralized manufacturing and the flexibility advantages of RDM by building an ambidexterity capability. To build such a capability, large firms can structurally partition their manufacturing and supply management functions, with one sub-unit managing centralized production and the other RDM. Smaller enterprises can build an ambidexterity capability by creating the right organizational context, where multi-skilled workers switch between efficient and flexible tasks. This paper contributes to theory by explaining the emergence of RDM using an organizational ambidexterity lens, laying the groundwork for new theory development in the field. We provide managers with a practical example of how to build an ambidexterity capability to realize flexibility and efficiency advantages.     

The flexible firm

In this article an attempt is made at giving a more concrete meaning to the notion of flexibility of a firm. The relationship between the dynamics of the environment on the one hand and the chosen strategy and organizational structure of the firm on the other, will be further analysed The aiming at flexibility is considered to be a separate economic basic goal next to rentability and independence, as firms increasingly happen to be in a turbulent environment. Special attention is given to the flexibility of a number of different organizational structures.It appears that a number of global recommendations can be made concerning the choice of strategy and organizational structure while explicitly taking the flexibility goal into account.     

Inter‐organizational Cooperation and Environmental Change: Moderating Effects between Flexibility and Innovation Performance

The paper investigates the moderator effect of inter‐organizational cooperation in the relationship between workplace flexibility and innovation performance. This research question is important because innovation is dependent on the strategic integration of technological knowledge, requiring organizations to acquire new capabilities rapidly or to ensure the presence of knowledge that may be beyond existing internal capabilities. Inter‐organizational cooperation constitutes a relevant mechanism for a firm to increase its knowledge base concerning new products and processes. High‐cooperation firms may have more opportunities to take advantage of flexibility for innovation performance because it facilitates the access and dispersion of knowledge within the firm. We test the research hypotheses in a sample of manufacturing and service firms. The results contribute to the literature on flexibility and innovation because they demonstrate that inter‐organizational cooperation moderates the relationship between flexibility and innovation performance. We discuss the implications of these results for future research and managerial practice.     

Antecedents and effects of individual ambidexterity – A cross-level investigation of exploration and exploitation activities at the employee level

For long-term success, companies need to adapt to technological and environmental change. Organizational ambidexterity, which balances the exploration of new opportunities with the exploitation of existing capabilities, is increasingly viewed as a promising approach to tackle this challenge. However, despite the important role of individuals for firms' ambidexterity and performance, evidence on how exploration of new opportunities and exploitation of existing capabilities are triggered at an individual level and on their subsequent effects on overall performance is still lacking. Accordingly, the present research shifts the focus from organizational ambidexterity to individual ambidexterity. Based on data from 415 employees, the results of structural equation modeling show that both organizational architecture and organizational context can be used to induce individual ambidexterity. Furthermore, positive performance effects of individual ambidexterity across different organizational levels, namely the team and department levels, are confirmed.     

Ambidexterity as a dynamic capability: Resolving the innovator's dilemma

How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt—and if so how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and ultimately fail. A second perspective argues that some firms do learn and adapt to shifting environmental contexts. Recently, this latter view has coalesced around two themes. The first, based on research in strategy suggests that dynamic capabilities, the ability of a firm to reconfigure assets and existing capabilities, explains long-term competitive advantage. The second, based on organizational design, argues that ambidexterity, the ability of a firm to simultaneously explore and exploit, enables a firm to adapt over time. In this paper, we review and integrate these comparatively new research streams and identify a set of propositions that suggest how ambidexterity acts as a dynamic capability. We suggest that efficiency and innovation need not be strategic tradeoffs and highlight the substantive role of senior teams in building dynamic capabilities.     

Pro-innovation culture,ambidexterity and new product development performance: Polynomial regression and response surface analysis

This study examines the intervening role of organizational ambidexterity in the relationship between pro-innovation culture and new product development (NPD) performance. The results indicate that organizational ambidexterity positively mediates the relationship between pro-innovation culture and NPD performance. The results show that when both exploration and exploitation are increased simultaneously, after an initial decline, NPD performance shows a rising trend. NPD performance tends to decline generally when there is an imbalance between the two though the plateau is at a point where exploitation is slightly higher than exploration. Additionally, pro-innovation culture can increase the gap between exploration and exploitation for exploration-oriented firms, which can lower their NPD performance. Overall, this study contributes to a deeper understanding of the underlying mechanisms that explain why firms with pro-innovation culture have higher NPD performance. Further, it enhances our understanding of the role of pro-innovation culture as an organizational context for building organizational ambidexterity, and provides new insights that can help reconcile the combined and balanced views of ambidexterity in enhancing NPD performance.     

Creating team ambidexterity: The effects of leader dialectical thinking and collective team identification

In the current, increasingly dynamic environment, more attention is being devoted to ambidexterity (both explorative and exploitative learning), as it is beneficial to organizational functioning. Despite an abundance of research on organizational ambidexterity, there is a paucity of research examining team-level ambidexterity. In a cross-level empirical study, we examine a leader's dialectical thinking as an antecedent of team-level ambidexterity. We also incorporate collective team identification as a moderator in the study. Our findings support that a leader's dialectical thinking can help facilitate team ambidexterity that, in turn, improves employee performance. Those teams whose members have strong team identification and whose leader is high in dialectical thinking will reap the most benefit from team ambidexterity.     

学习能力与企业绩效:知识资源是中介变量吗

基于知识观和组织学习理论,本文就以下问题展开研究:其一,探讨学习能力与企业绩效之间的关系;其二,将知识资源视为影响学习能力与企业绩效的中介变量,探讨三者之间的关系;其三,考察组织内、外部学习能力对企业绩效的不同作用路径.研究结果发现,知识资源在内部学习能力与企业绩效之间扮演着部分中介的角色;而在外部学习能力与绩效之间扮演着完全中介的角色.本项研究较为深入地揭示了学习能力、知识资源与绩效之间的关系.     

How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity

Little is known about how top management teams (TMTs) make balanced strategic decisions (exploration and exploitation) and spearhead organizational ambidexterity. To address the theoretical call to explore how TMTs can help create ambidexterity, we propose a theoretical model where TMT behavioral integration cultivates behavioral complexity in a TMT that can build organizational ambidexterity. Further, we argue that the relationship between TMT behavioral complexity and organizational ambidexterity is moderated by contextual ambidexterity. Drawing on research in the areas of leadership, TMT, organizational context and ambidexterity, we explore implications for future research.