企业战略变化有效性的环境相对性标准——一个综合的实证观点

基于战略变化与环境变化的"一致性"观点及3类绩效决定论,依据"竞争战略变化幅度变量、竞争压力变化幅度变量、二者函数关系曲线"对样本空间的划分,来实证战略变化、环境变化、二者一致性对企业绩效的独立影响和综合作用方式.对来自10省市跨行业样本数据的分析表明:一致性是战略变化有效性的主要判断标准,环境因素和战略变化相对起次要作用,它们共同决定企业绩效.     

结构领导力研究

20世纪60年代,哈佛大学商学院教授钱德勒(A.D.Chandler)在对美国通用汽车公司、杜邦公司、西尔斯百货公司、新泽西石油公司等知名公司组织结构变迁进行典型案例研究后,提出了战略管理中的"结构追随战略"原理,即组织的结构必须根据战略进行设计和调整,一旦战略发生变化,组织结构就必须进行相应的变化,否则就会陷入混乱。     

结构领导力研究

20世纪60年代,哈佛大学商学院教授钱德勒(A.D.Chandler)在对美国通用汽车公司、杜邦公司、西尔斯百货公司、新泽西石油公司等知名公司组织结构变迁进行典型案例研究后,提出战略管理中的"结构追随战略"原理,即组织的结构必须根据战略进行设计和调整,一日战略发生变化,组织结构就必须进行相应的变化,否则就会陷入混乱.     

中国战略管理学的近期发展:一种本土视角的回顾与前瞻

早先"国际"视角的评估认为中国战略管理学仍处于"前现代"阶段,但从本土视角出发对近10年来中国战略理论发展的一个不完全梳理表明,中国战略管理学者在诸如战略领导、战略创新、制度环境与战略、文化环境与战略等问题上提出不少反映中国情境的战略概念,并在"环境-战略-绩效"的基本范式下开始了具有本土意识的问题研究与理论探索.中国战略管理学正处于转型发展的新阶段.在回顾的基础上,对中国本土战略研究的整体发展道路进行了探讨,特别是从中国作为现代战略知识生产的后来者和知识创新的"缄默知识观"出发,提出中国本土战略研究要走"自觉-能力-问题"三要素融合创新之路,即提高本土化研究的意识与自觉、学习经典理论与方法以提高研究能力,以及深入挖掘本土重要战略问题.以海外华人学者对"制度基础观"战略学说的贡献为例,阐述了这一道路的可行性.最后,对新阶段本土化战略研究的5个基本问题和中国战略管理学发展前景进行了展望.     

战略实施与企业绩效:项目管理机制的中介效应

项目管理理论认为,战略可以通过项目管理机制得以实施,但多数文献对项目管理机制在业务战略和企业绩效之间的作用机理缺乏系统的研究.本研究把"项目管理办公室"、"项目群管理"、"阶段门审查"等项目管理机制作为中介变量.引入到业务战略对企业绩效的影响过程中.研究发现,三种项目管理机制都对低成本战略一企业绩效有显著的中介效应,项目管理办公室对差异化战略一企业绩效有显著的中介效应,从而证实了项目管理机制在不同程度上可以作为战略实施的有效方式.     

董事会独立性、总经理继任与战略变化幅度——独立董事有效性的实证研究

总经理继任代表公司管理权力的转移,独立董事的监督对新任总经理权力的滥用起到约束作用。本文以2007-2012年A股上市公司作为研究样本,检验总经理继任对战略变化幅度的影响以及独立董事监督对该种影响的调节作用。研究发现,公司出现总经理继任事件时,新任总经理获得了执行战略变化的权力,公司战略变化幅度会明显增加。进一步的研究发现,独立董事对总经理战略变化执行中损害公司绩效的行为具有监督效力,董事会独立性抑制了总经理继任对战略变化幅度的影响。上述结果在控制了总经理继任的选择性偏差后仍然稳健。本文从战略控制视角探讨独立董事监督作用的有效性,拓展和丰富了"独立董事有效性"的研究,对公司更好地执行战略变化行为也有重要的启示。     

让日本“疯”起来——美国智库策划中日对抗的战略

正引言强权+阴谋——美国外交的战略特征新中国历届领导人,对美国和平演变中国的战略设计,对美国西化、分化、弱化中国的阴谋诡计,一直保持高度警惕。但是,近年来中国一些"精英人物"却要求中华民族"要消除‘美国阴谋论’"。还有的中国"专家"提出,对美国的研究,要"超越阴谋论"。为什么?他们考证说,"美国外交政策的特征,是强权而不是阴     

和谐管理理论视角下的战略形成过程:和谐主题的核心作用

战略的内涵与形成过程历来是众多学者争相探讨的一个问题,但时至今日学者们对该问题的理解与回答仍是一片混乱.首先对战略形成领域各流派进行了系统的回顾,然后基于和谐管理理论视角对现有战略形成流派进行了重新梳理并将其划分为"主谐派"、"主和派"及"和谐交替派"等三类.在此基础上,结合现代组织环境的复杂多变特性,分析了现有战略形成流派思想在解决现代组织管理问题时的局限性,并基于和谐管理理论构建了描述复杂多变环境下战略形成过程的一种新的模型.从宏观、微观及整体等三个层面详尽阐释了上述新模型的基本含义,并探讨了和谐主题对于支撑这一模型的核心作用,最后用一个案例对和谐管理理论视角下的战略形成模型的主要特征及其现实应用进行了讨论.文章致力于在一定程度上为混乱的战略形成领域带来秩序并为复杂多变环境下的战略管理研究提供新的思路.     

转型背景下企业外部关系网络、战略导向对战略变化速度的影响研究

本文针对转型背景下市场环境的独特性,以社会网络理论和动态能力理论为基础,探讨了企业外部网络范围和网络强度对战略变化速度的影响,以及不同战略导向的企业在利用网络推动战略变化过程中的差异.研究提出了六个理论假设,并采用198个企业的样本数据进行了实证检验.研究发现,网络范围和网络强度对战略变化速度有不同影响,而不同战略导向的企业在利用网络方面也存在显著差异.研究拓展了以往战略变化方面的文献,并为中国转型背景下企业的战略调整活动提供了有针对性的理论指导.     

基于价格离散选择模型的中国股市价格行为特征研究

有关股票价格行为的研究大多数基于价格连续变化的假定.但最小报价单位引起的价格离散性导致价格变化并不连续.依据排序Probit模型原理,建立价格离散选择Probit模型,并利用高频数据,在价格离散奈件下对中国股市价格行为特征进行考察.实证结果表明:股票价格变化具有"报价回复"和"路径依赖"特征;高市值股票对股市整体走势反映迅速,市场信息能很快被融入到价格中;交易规模对价格变动存在持久的正的影响,非对称信息对股票价格的影响超过了流动性等其它暂时性因素的影响.交易时间间隔对股票价格变化没有显著影响.买卖价差越大、交易间隔越长,股价变动的波动性就越大.     

Using strategic planning to drive strategic change

This article describes a case history of strategic planning, learning and change within a major division of Dowty plc. At Dowty CASE, a telecommunications company, the management team used strategic planning as a structured learning process to generate strategic change. There are many lessons which academics and practitioners alike can learn from this case of strategic planning and change in action.     

Board governance of Strategic Change: An assessment of the literature and avenues for future research

Boards of directors play a central role in governing corporate strategic change. We systematically review corporate governance research on strategic change published over the past 40 years, differentiating between strategic change types and board characteristics. We identify three developments: a focus on specific strategic change types, board composition and structure, and North American listed firms as a dominant study context. Yet, our analysis of the literature shows that research on board governance of interrelated strategic changes, on different board roles and behaviour, and on the governance of strategic changes across different contexts remains underdeveloped. To address these research gaps, we suggest three future research avenues: (1) examining how boards govern interrelated changes in a strategic change portfolio and its evolution over time; (2) studying the mediating relationship between board governance (particularly different board roles and behaviour), strategic changes, and corresponding outcomes; and (3) gaining a better understanding of the role of context in board governance of interrelated strategic changes. We contribute to corporate governance research by developing a framework that synthesizes extant research on the relationships between different board governance variables and strategic change types, highlights important research gaps, and outlines several future research directions to address these gaps. Our framework and literature overview serve as analytical tools to examine whether boards are well-designed and prepared to govern multiple and interrelated strategic changes.     

企业战略变革的定义比较、测量述评及量表开发——兼对笔者原战略变革定义的修正与操作化

基于对战略变革主要定义的归类比较以及对战略变革测量现状的系统考察,以对战略变革作出新的定义并提出相应的概念模型,吸纳部分以往战略变革定义种差和测量工具项目,尝试性地开发了包括定位差异与观念差异2个维度和20个项目的战略变革测量量表,以中国企业样本检验,具有较好的信度与效度。     

Monitoring the monitor: Enabling strategic change when the former CEO stays on the board

Firms often retain their former CEOs on the board after succession to benefit from the former CEOs’ firm-specific expertise. However, their presence can inhibit successor CEOs from implementing meaningful strategic change, as the former CEOs seek to preserve their personal legacy and may see the strategic landscape differently, especially when the successor CEO is hired from outside the firm. Using a strategic leadership interface perspective, we propose that board members can alleviate this potential tension and enable strategic change. To test our theory, we focus on a subsample of succession events: when the former CEO stays on board as chair and the successor CEO is an outsider. This scenario is likely to result in strategic tension and cognitive differences between these two organizational leaders. We find that in such situations, boards with a higher proportion of outside directors experience greater post-succession strategic change; we find no effect in other succession scenarios. We isolate legacy conservation as a motivating factor by showing that the effect manifests for divestitures but not for acquisitions.     

Potenzialanalyse im Transformationsprozess: strategisch ausgerichtet und dialogisch angelegt

Potential analysis in a transformation – a strategic and dialogic approach in leadership development. The author describes the integration of ?potential analysis“ in a transformation process. It shows how corporate change and management development strategies can be related, and how the process of “potential analysis“ was conducted in such a way as to contribute to corporate change. The article presents the different instruments which were used and emphasizes the importance of an open dialogue between managers and board members.     

不同驱动与控制下的战略变化速度与幅度研究

本文整合已有的对战略变化驱动的研究并引入控制机制,采用多行业的大样本数据实证分析检验了外部竞争环境驱动和内部组织因素驱动对于管理者控制方式选择的影响,对于战略变化过程中速度和幅度两个基本特征的影响,以及战略控制和财务控制两种不同控制方式对于战略变化过程的影响。     

Managing Strategic Change; The Role of Symbolic Action

As our understanding of processes of strategic management develop, it is clear that the problems of managing major shifts in strategy, which organizations face on occasions, are of a different order to the typically incremental strategy development they follow. It is also recognized that these problems are closely linked to cognitive and cultural dimensions of organizations. Research on the management processes associated with more fundamental strategic change is still sparse, but suggests that it requires substantial cognitive shifts in which intervention, often by new corporate leaders, and political and symbolic, as well as more substantial action, is likely. This paper draws together the author's and other research in related fields, to formalize explanatory models, which link organizational inertia of strategy, more fundamental strategic change, and in particular the symbolic management activities of corporate leaders as strategic change agents.     

企业知识战略的属性研究

由于组织战略主导知识活动过程,特别是其资源配置、运用与组合方式,则企业成长应受到知识战略的影响。本文基于属性的知识战略并构建其模式,并通过企业的实践加以论证。     

The interface of the top management team and the board: A dynamic managerial capabilities perspective

Although top management teams use their human capital, social capital, and cognition (i.e., dynamic managerial capabilities) to drive strategic change in their firms, faultlines within these teams may dampen the strategic change that they produce. While boards can enable but also restrict these change efforts, we know little about how precisely a board's monitoring and advice-giving condition the impact of the top management team's dynamic managerial capabilities on strategic change. We clarify how intense monitoring and advice-giving affect strategic change when faultlines between the top management team's and board's dynamic managerial capabilities are more or less salient. We explain that intense monitoring further stifles both the breadth and speed of strategic change that can be accomplished, and that this is more pronounced when the faultlines between the two bodies are strong. Furthermore, we outline that intensive advice-giving can be beneficial in improving the breadth of strategic change, but more so when these faultlines are weak and less so when they are strong. Notably we illuminate that the reverse happens in terms of speed of strategic change: intensive advice-giving can be detrimental engendering a further dampening of strategic change speed which is more pronounced when these faultlines are strong but less when they are weak.     

Central Perspectives and Debates in Strategic Change Research

This paper appraises and evaluates more than three decades of empirical research on strategic change. Strategic change research has traditionally built on either the deterministic view or the voluntaristic view – two opposing perspectives with fundamentally different assumptions about the influence of managers on the fortunes of organizations. In addition, a dialectical view on strategic change, which aims to bridge the two traditional views, has emerged. Despite the richness and value of research within these three perspectives, the continued accumulation of isolated and idiosyncratic insights adds little to the understanding of strategic change. In this paper, therefore, the authors assess, contrast and integrate research across the three perspectives in order to foster one cumulative body of knowledge about strategic change and to provide guidance for future research. Based on an analysis of 119 studies published in the leading academic journals in the fields of strategy and management, they consolidate existing knowledge and identify shortcomings in the cumulative body of research. On the basis of this assessment concerning prior research foci, study designs and assumptions, the authors propose four pathways for future research across the three perspectives that they believe can help foster full understanding of strategic change: (1) examinations of different types, processes and outcomes of strategic change; (2) expansion of the scope of actors considered in relation to strategic change; (3) exploration of the non‐linear nature of strategic change; and (4) investigations of strategic change conundrums.