权威类型、决策程序对高管决策过程影响研究

高层管理团队中客观存在的各种类型的权威对团队决策过程的质量会有怎样影响这一黑箱问题目前尚未探明.该文利用200多名MBA学员展开权威类型、决策程序对高层管理团队的决策效率和过程满意度的影响效应实验研究,结果表明高层管理团队权威的存在显著地提高了决策过程的效率和满意度,并且,决策过程满意度的提高主要依赖于知识权威和复合权威,决策效率的提高主要依赖于权力权威的作用等.结论为企业高层管理团队决策水平的提高提供了有益的参考.     

高层管理团队中家族权威与创新能力研究:以家族上市公司为视角

基于我国家族上市公司2001～2005年的面板数据,对高层管理团队中家族权威与创新能力之间的关系,以及组织环境对家族权威的调节作用进行了统计检验。结果表明,家族权威与家族企业的创新能力之间存在显著且稳健的倒U型关系,过于强化或弱化家族成员在高层管理团队中的权威都不利于家族企业的创新。此外,家族权威的这种作用在不同的组织环境下具有不同的表现,在动荡的经营环境下强调家族权威具有更显著的消极作用;在经营规模相对较大的情况下强调家族权威更不利于创新能力的培育。     

高层管理团队风险偏好异质性对战略投资决策影响效应的实验研究

高层管理团队成员的不同风险偏好对企业战略投资决策过程和结果等影响的黑箱问题,是急需探明的实际管理课题.本文在总结已有高层管理团队特征研究的基础上,针对战略投资决策不确定性和高风险的特点,引入TMT风险偏好异质性作为自变量,利用MBA学员就具体投资方案选择问题开展了管理实验研究.结果发现,TMT的风险偏好异质性与成员的过程和结果满意度有负向的相关关系,与决策时间有正向的相关关系,与决策一致性具有正"U"型的相关关系等,为改善TMT投资决策提供了有益的参考依据.     

高层管理团队异质性对IPO折价的影响

本文主要探讨高层管理团队异质性对IPO折价的影响问题。基于在IPO过程中存在信息不对称现象和信号传递理论,本文认为高层管理团队的异质性对于投资者判断IPO企业的价值有较大的影响,从而最终影响到企业的IPO折价。高层管理团队的异质性主要包括：职能背景异质性、教育背景异质性、年龄异质性以及任期异质性。     

差异性、相似性和受教育背景对高层管理团队影响的国外研究综述

高层管理团队成员组成的差异性、相似性及其成员的受教育背景以不同的方式影响着它的绩效。国外关于这些特征对高层管理团队绩效的影响已经作了大量的研究,而国内目前尚没有相关研究。本文综述国外关于高层管理团队成员组成的差异性、相似性及其成员的受教育背景对其绩效的影响的相关研究和结论。     

认知风格及信息类型对招聘决策的影响

本研究要求两种认知风格的被试根据不同信息对模拟招聘中的候选人评分,使用多重测量方差分析,并做简单效应,对交互作用进行检验。结果表明,场独立型与场依存型被试在两种信息类型上均差异显著,客观信息在两种认知风格中的差异不显著,主观信息这一信息类型则差异显著,其中,场依存型被试在阅读主观信息时的评分显著增高。     

高层管理团队多样性与组织创新:外部社会网络与内部决策模式的作用

为进一步揭示高层管理团队(TMT)特征对组织创新产生的影响,引入并检验了TMT的外部网络联系和内部合作型决策这2个要素在TMT多样性与组织创新关系中的作用。研究结果表明,关注创新的组织过程的重要性,对TMT的相关研究具有重要的理论延伸,对于管理企业在复杂的环境中竞争和进行战略变革具有重要的借鉴意义。     

非确定型决策方法决策目标及决策结果可靠性研究

目前国内外缺乏关于非确定型决策方法的理论研究.本文对非确定型决策方法的决策目标的本质进行了经济学分析,提出了非确定型决策方法决策结果的可靠性概念和计算公式,并运用可靠性概念对非确定型决策方法使用中存在的误区进行了解释.     

互动公平、委员会决策程序公平与员工决策承诺:基于公平启发理论与不确定管理理论的实证研究

借助层级团队形式制定决策,决策者能激发员工的决策承诺,确保决策的有效执行。以委员会作为决策者的层级团队为例,本文探讨了以下问题:当存在个体对自身胜任力的自信、专用性人力资本投资这两个因素的影响时,互动公平与委员会决策程序公平效应及它们之间的交互效应会发生什么变化?引入公平启发理论与不确定管理理论,本文假设并检验了上述四个因素如何交互作用于员工决策承诺。以两家大型商业银行信贷业务人员为研究对象,实证研究表明:(1)自信和专用性人力资本投资对委员会决策程序公平效应有着显著调节作用,但它们对互动公平效应的调节作用不显著;(2)当存在自信和专用性人力资本投资的影响时,较强的互动公平与委员会决策程序公平之间的交互效应更稳定一些,而较低的互动公平感知与程序公平之间的交互效应在方向上发生变化。本文有助于管理者理解"公平何时能引致员工合作"这一问题,帮助其更好地把握决策过程以获得员工对其决策的支持。本研究的假设完全基于公平启发理论(FHT)和不确定管理理论(UMT)的理论逻辑做出,实证结果与FHT和UMT的理论预测以及已有实证研究结果相一致,这意味着本研究具有较高可信性和可靠性,能为进一步理论探索提供了比较坚实的基础。     

高层管理团队内部社会资本、团队冲突和决策效果的关系——研究综述与理论分析框架

反映在结构因素、关系因素和认知因素三个维度上的高管团队内部社会资本为决策信息的交换和共享提供了机会、意愿和能力,有利于团队内部形成建设性的冲突模式,促进决策效果的提高.本文以团队冲突为中介变量,建立了高管团队内部社会资本与决策效果的关系的理论框架,提出了研究命题,并对企业高管团队内部社会资本的培育提出建议.     

任务类型和GSS对群体产出影响的实验研究

在GSS研究领域的文献中,一方面针对决策任务类型的研究缺少利益冲突对决策过程的影响;另一方面实证研究中涉及领导因素的研究较少.本文从GSS特定特征和群体决策任务相互影响的角度出发,考察存在领导的情景下,二者的匹配关系.本文采用2×2因子设计,任务类型以群体中是否存在利益冲突为依据,选取认知冲突(无利益冲突)和混合动机任务(存在利益冲突).决策方式选取了面对面和GSS支持的决策方式.选择了西安交通大学管理学院二年级和三年级的本科生作为实验主体,共做了72组实验,参与者288人.研究结果证实,在GSS情景下,混合动机任务比认知冲突任务拥有更高的群体过程和结果满意度;面对面的决策方式在两种任务类型中均得了更高的决策效率.     

高管团队职能异质性与企业绩效关系研究:基于管理者认知和团队冲突的中介分析

高管团队的职能特征如何反映到企业绩效中一直是管理领域研究的重点,但是其实证检验结果呈现出复杂化的特征,一致性的结论尚未达成。本文从高阶梯理论和信息处理理论出发,较为全面地探索高管团队职能异质性如何影响企业绩效。研究结果表明:(1)高管团队职能异质性对企业绩效水平有负向的影响;(2)高管团队职能异质性会显著促进管理者认知集中性和复杂性的提高;(3)管理者认知集中性和复杂性的提高会进一步促进绩效水平的提高;(4)管理者认知是高管团队职能异质性影响企业绩效水平的中介机制;(5)高管团队职能异质性的提高会显著促进团队冲突的提高;(6)团队冲突的增强会抑制企业绩效水平的提高;(7)团队冲突是职能异质性影响企业绩效水平的中介机制。     

The Effects of Process and Outcome Similarity on Users' Evaluations of Decision Aids*

Decision aids (DA) used in online shopping contexts have been shown to improve users' product choices. Given that previous research (e.g., Byrne & Griffitt, 1973 ) has demonstrated the positive effects of perceived similarity on an individual's evaluation of others, this study investigates the effects of users' perceived similarity with a DA on their evaluations of that DA. More specifically, we investigate the effect of users' perceptions of the similarity between their own decision process and that followed by the DA to arrive at a recommendation (decision process similarity), as well as the similarity between the recommendations made by the DA and users' initial choices (outcome similarity), on their evaluations of the DA's usefulness and trustworthiness. The results of this study show that perceived process similarity exerts positive and significant effects on users' perceptions of the DA's usefulness and trustworthiness. However, the effects of perceived outcome similarity on trust are completely mediated by perceived process similarity. It is also observed that the level of the user's domain knowledge moderates the effects of perceived decision process similarity on both perceived usefulness and trustworthiness. These results have implications for DA design. It is important that designers consider the process by which users make decisions for themselves and align the DA's decision process with those of the user's, especially for the novice user. The full mediation of the effect of outcome similarity on trust by process similarity highlights how a similar decision process can mitigate some of the negative effects of outcome dissimilarity.     

Attracting talent through diversity at the top: The impact of TMT diversity and firms' efforts to promote diversity on employer attractiveness

At a time where firms encounter a “race for talent”, it is crucial for many MNCs to present themselves as attractive employers. Failing to position themselves in the international labor market can reduce firms' ability to acquire valuable international human capital, thereby generating disadvantageous organizational effects. Against this backdrop, drawing on signaling theory and employer branding literature, our paper aims to shed light on the association between nationality diversity in the executive suite and MNCs' employer attractiveness. Our lines of argument build on the notion that top management team composition can affect MNCs' efforts to promote diversity among their employees. This focus on diversity, in turn, can affect MNCs' employer attractiveness. Examining firms from various European countries, we find that top management team nationality diversity is positively associated with firms' employer attractiveness for foreign job seekers. We also show that a firm's efforts to promote diversity mediate the relationship between TMT nationality diversity and employer attractiveness. We therefore advance the academic debate on diversity as an employer branding tool and a means to enhance employer attractiveness. In practical terms, we also provide valuable insights for firms wishing to transform into (more) diverse entities.     

The Effects of Task Information and Outcome Feedback on Individuals' Insight into Their Decision Models

When making business decisions, people generally receive some form of guidance. Often, this guidance might be in the form of instructions about which inputs to the decision are most important. Alternatively, it might be outcome feedback concerning the appropriateness of their decisions. When people receive guidance in making difficult judgments, it is important that they do not confuse this guidance with insight into their own decision models. This study examined whether people confuse their actual decision model with task information and outcome feedback. Subjects predicted the likelihood that various hypothetical companies would experience financial distress and then reported the decision models they believed they had used. Their reported models were compared with their actual models as estimated by a regression of the subjects' predictions on the inputs to their decisions. In a 2times2 factorial design, some subjects were provided with task information regarding the relative importance of each input to their decisions while others were not. Some subjects were provided with outcome feedback regarding the quality of their decisions while others were not. The subjects tended to confuse the task information and outcome feedback with their actual decision models. Implications for the results are discussed.