企业市场战略与非市场战略的整合模式及其绩效影响

本文考察了企业市场战略与非市场战略整合的行为模式及其绩效表现。主要结论:第一,本文实证地识别出了企业战略整合的三种行为模式,即事项整合、战略互动与战略协同,其中战略协同是一种内部整合模式,而事项整合与战略互动是两种外部整合模式;第二,进一步实证地发现了三者间的关联性。其中事项整合对战略互动、战略互动对战略协同以及事项整合对战略协同均存在显著性的正向作用;第三,战略整合模式与企业绩效总体上存在显著的相关性。其中事项整合对市场绩效不存在显著影响,对经营合法性存在显著的负向影响;战略互动与战略协同均只对市场绩效存在显著性影响,而与经营合法性不存在显著相关性。     

高管灵性资本与创业绩效的关系研究

从整合高管灵性资本和组织合法性视角,探讨高管灵性资本对创业绩效的影响以及组织合法性在高管灵性资本和创业绩效间的中介作用。研究选取创业企业高管和其创业绩效为研究对象,利用我国长江三角洲地区122份创业企业的调研数据,并运用多元层次回归方法对研究假设进行验证。研究结果表明:高管灵性资本对创业绩效和组织合法性具有正向影响,组织合法性在高管灵性资本和创业绩效之间起部分中介作用。这一中介模型说明了企业高管可以通过提升灵性资本水平进而提高组织合法性,为企业成长、发展和壮大提供原动力。     

企业组织资本、战略前瞻性与企业绩效:基于中国企业的实证研究

组织资本是企业生产经营和管理活动中的一种制度安排,这种制度安排能够整合企业内外的所有资源,从而影响企业战略选择与绩效。既有文献并未对组织资本进行明确的界定,也并未对组织资本影响企业绩效的过程进行分析。本研究首先把组织资本划分为权力资本、规则资本与知识管理资本3种形式,并把战略前瞻性引入了该影响过程。研究结果发现,权力资本完全通过战略前瞻性的中介作用而对企业经营绩效产生影响,规则资本部分通过战略前瞻性的中介作用对经营绩效产生影响,但以上两者都没有对创新绩效产生影响。而知识资本直接对经营绩效与创新绩效产生了影响。本研究的意义在于为企业高层管理团队的决策过程理论进行了补充,并对中国企业如何建设组织资本提供了指南。     

战略国际人力资源管理与企业绩效关系研究——基于在华跨国企业的经验证据

企业国际化中人力资源实践如何影响绩效,既是一个国际企业管理问题,更是人力资源管理领域的中心问题;因为任何一种国际化战略的成功都离不开恰当的人力资源管理方式,而成功的跨国公司对人力资源管理的导向选择也主要取决于它能否更好地支撑其国际化战略的实施.本文以100家在华跨国企业为研究样本,在战略国际人力资源管理(SIHRM)的框架下,将人力资源管理系统和国际化程度对企业绩效的影响作为主要研究问题,构建层级回归模型,通过实证检验考察人力资源管理与企业绩效的关系.研究结果表明,企业绩效不仅同人力资源管理与企业战略的整合程度有关,而且同人力资源管理系统与国际化程度之间存在积极的联系.该研究结论为中国企业在国际化过程中如何实施有效的战略国际人力资源管理以提升组织绩效并获取持续竞争优势提供借鉴与参考.     

互动导向与新企业绩效:组织合法性中介作用

新企业如何克服组织合法性门槛、实现成长一直是创业研究的重要课题,信息技术的快速发展为新企业响应顾客日益个性化的需求和获得组织合法性提供了新的手段。整合互动导向视角和组织合法性视角,分析信息技术背景下新企业的互动导向对组织合法性和新企业绩效的作用机制,尤其是组织合法性的中介作用,选取中国情境下209个新企业作为调查样本,采用多元回归方法对研究假设进行检验。研究结果表明,新企业互动导向正向影响新企业绩效和组织合法性水平,互动导向通过组织合法性的部分中介作用影响新企业绩效。这表明在信息技术日益发达的今天,中国新企业可以利用信息技术平台提升互动导向水平,促进组织合法性,从而克服新企业组织合法性门槛,实现成长。     

组织环境与战略关系研究:市场导向与制度导向

探讨了制度导向环境与市场(或任务)导向环境的差异及其内在关联性,以及这种关系和差异所导致的组织2种不同导向的战略应对行为.研究结果表明,企业在制定与实施战略时,应综合考虑环境中的市场或任务与制度导向因素,并积极将市场导向战略与制度导向战略进行整合.最后,基于事项管理理论提出了一个企业整合市场导向与制度导向战略的管理模型,旨在为处于高度制度化环境中转型期的中国企业管理者们进行全面的组织环境管理,以及制定与实施整合导向战略时提供一些实践启示.     

中国上市互联网金融企业合法化战略研究——基于组织印记和制度创业视角

创新是企业生存之本,获得市场认可的创新成为企业可持续发展的驱动力量。基于组织印记和制度创业视角,对中国上市互联网金融企业合法化战略选择及其影响因素与绩效的关系进行研究,构建了“组织印记-合法化战略-绩效”的理论模型。通过收集企业经营数据、对权威媒体报道进行内容分析等方法获取了111家中国上市互联网金融企业2014—2017年的数据,运用面板数据的多元回归分析等方法进行实证检验。研究发现：行业经验对合法化战略和企业绩效有正向影响,且合法化战略,即依从型和操纵型战略具有部分中介作用;法律环境负向调节行业经验与绩效以及依从型战略与绩效的关系。将组织印记、企业合法化战略及组织绩效联系起来,延伸了对组织合法性这一制度理论核心议题的研究,强调了历史意识对探究组织变革的意义,也为中国互联网金融实践提供了理论指导。     

企业绿色创新实践如何破解“和谐共生”难题？

在当前中国经济转型过程中,制造业企业亟须借助绿色创新突破制度和效率困境以实现可持续发展。本研究立足本土"和谐共生"文化,基于二元合法性理论,构建了一个条件过程效应模型,探讨制造业企业绿色创新影响其可持续发展绩效的内在机制与边界条件。基于2013～2018年我国重污染制造业上市公司数据,研究发现:(1)绿色工艺创新、绿色产品创新均能促进企业可持续发展绩效,但绿色工艺创新相比绿色产品创新更能改善企业环境社会责任绩效,而绿色产品创新相比绿色工艺创新更能提升企业财务绩效;(2)二元合法性(适应合法性、战略合法性)的中介作用揭示了绿色创新与企业可持续发展绩效关系中的和谐机制;(3)伦理型领导正向调节二元合法性在绿色工艺创新与可持续发展绩效之间的中介效应;但未能显著调节二元合法性在绿色产品创新与可持续发展绩效之间的中介效应。为此,本文进一步设计Post-hoc检验,结果表明:伦理型领导与绿色补贴的交互作用可以增强二元合法性在绿色产品创新和可持续发展绩效之间的中介效应。此外,经过一系列内生性与稳健性检验,上述结论依然成立。本研究不仅从细分维度丰富了绿色创新理论研究范畴,为绿色创新与二元合法性理论的融合研究提供了新的视角;而且为制造业企业的绿色创新实践提供了理论借鉴和指导。     

基于环境绩效与经济绩效之间冲突的企业绿色薪酬管理战略选择

目前,企业绿色薪酬管理对于提高环境绩效非常重要。根据企业环境绩效与经济绩效之间冲突关系的不同类型以及环境绩效测量难易程度,可以进行企业类型划分。不同类型的企业具有相应的绿色薪酬管理战略选择框架。此框架可以为企业选择绿色薪酬管理体系提供指导,帮助企业更好地执行环境战略和以利润为导向的经营战略等多重任务。     

知识整合、组织创新与组织绩效：华南地区企业的实证研究

主要探讨企业知识整合、组织创新与组织绩效之间的关系,并选择我国华南地区的142家企业为样本进行实证研究。理论贡献在于证实了上述变量之间的影响路径,即知识整合可以通过技术创新来提升组织绩效,也可以通过管理创新来提升组织绩效,知识整合提升组织绩效的另外一条路径是知识整合→技术创新→管理创新→组织绩效。     

整合市场战略与非市场战略的战略管理模型——基于中国房地产行业的研究

随着企业非市场因素在竞争中发挥出越来越显著的作用,将非市场环境分析及战略制定纳入企业战略管理过程中,并探讨其与市场环境及战略整合的特点,成为企业战略管理研究的新方向.在对中国转型经济时期典型房地产企业的非市场战略进行案例分析的基础上,研究中国转型经济环境下典型的非市场事项管理及相应的企业非市场战略特征,并试图从战略管理的角度出发,构建企业非市场因素与传统战略规划过程的整合模式.研究的结论补充了关于市场战略与非市场战略整合的相关研究,为中国转型时期企业如何在战略管理过程中纳入非市场环境评估及相应的战略制定与实施提供了理论模型与实例支持,对企业战略管理实践有指导作用.     

企业非市场战略理论体系及其内在主导机制研究

基于非市场环境界定了企业非市场战略的内涵;分析了企业政治战略、社会公众及媒体战略和企业社会责任战略等非市场战略类型,以期建立一个完整的非市场战略理论体系。最后,论述了市场与非市场战略内在主导机制的差异,即市场战略由“独特性机制”支配,而非市场战略则靠“合法性机制”来主导。要获得持续的竞争优势和卓越绩效,企业应对市场战略和非市场战略进行协同整合,构建起“市场-非市场”的一体化整合战略。     

A managerial approach to environmental assessment

The external environment of a corporation is one of the major determinants of its strategy. While this view is readily accepted, the tools to monitor this important determinant are still relatively underdeveloped. The authors have developed a managerial process which fills this gap by enabling an organization to assess its external environment effectively and economically. The approach helps executives identify major forces for strategic change in the market and non-market dimensions of the environment. The relevance of these changes is determined by measuring their impact on the mission and the strategies of the company. The process, furthermore, provides a starting point for assessing an organization's capabilities to respond to these forces for change.     

Compensation Schemes,Skill Level,and Task Performance: An Experimental Examination*

The effect of budget-based incentive compensation schemes is a fundamental issue in developing and implementing organizational control systems. This study investigates the effect of alternative compensation schemes on performance and satisfaction. A theoretical model outlining the primary relationships is formulated and related hypotheses specified. The hypotheses reflect an integration of agency theory and organization behavior research. Across-group and within-group effects are investigated using both single-period and multiperiod analyses. A laboratory study involving 40 subjects is undertaken and the findings provide insights into the individual and group effects of alternative compensation schemes and the dynamics of changing Compensation schemes on productivity and satisfaction. Specifically, a relationship is found between compensation schemes and performance. The effect on performance is independent of the compensation scheme's perceived fairness. Satisfaction is a function of the congruence between the preferred scheme and the implemented scheme.     

Internal and External Integration for Product Development: The Contingency Effects of Uncertainty,Equivocality, and Platform Strategy

Effective product development requires firms to unify internal and external participants. As companies attempt to create this integrated environment, two important questions emerge. Does a high level of internal integration lead to a higher level of external integration? In the context of product development, this study considers whether internal integration in the form of concurrent engineering practices affects the level of external integration as manifested by customer integration, supplier product integration, and supplier process integration. External integration, in turn, may influence competitive capabilities, namely product innovation performance and quality performance. Second, using contingency theory, do certain contextual variables moderate the linkages between integration strategy (external and internal) and performance? Specifically, this study considers whether uncertainty, equivocality, and platform development strategy change the relationships among internal integration, external integration, and competitive capabilities. Data collected from 244 manufacturing firms across several industries were used to test these research questions. The results indicate that both internal and external integration positively influence product innovation and quality and ultimately, profitability. With respect to contingency effects, the results indicate that equivocality moderates the relationships between integration and performance.     

企业竞争行为的回应预测研究

竞争回应的预测是竞争互动领域的一个核心论题。由于传统的竞争互动理论主要是以市场行为为核心的研究,而在相当大的程度上忽视了非市场行为的重要性与价值。本文以中国家电行业为研究对象,采用结构化内容分析法,试图从市场与非市场的角度全面探讨竞争回应的预测问题,以期为中国企业的管理者们在制定与实施战略,以及预测竞争对手策略与行为选择时提供一些重要的实践启示。     

On the performance of platform-based international new ventures: The roles of non-market strategies and managerial competencies

The implications of non-market strategies have gained considerable attention in recent international business and strategy research. However, an in-depth understanding of these strategies and their underpinning mechanisms in platform-based international new ventures (INVs) remains underexplored. To close this gap, this study investigates the drivers and performance outcomes of non-market strategies embraced by internationalizing platform-based firms. We propose that non-market strategies mediate the relationship between managerial competencies and international performance. We also theorize that perceived domestic institutional voids (PDIVs) would have a full strengthening effect on the proposed model. We tested our conceptualization using a unique sample comprising 181 platform-based INVs whose headquarters are based in an institutionally precarious sub-Saharan African country-Ghana. While the results confirm most of our predictions, counterintuitively, our analysis provides no support for the moderating effect of PDIVs on the relationship between non-market strategies and international performance. Together, these findings offer important theoretical and practical implications for the IB and strategy research, especially for platform-based INVs.     

The Organization of Interdisciplinary Research: Modes,Drivers and Barriers

Although the role and management of interdisciplinary research in knowledge development has received plenty of attention in recent years ambiguity remains, often hindering management efforts. To address this issue, this paper provides an integrated review of extant literature on interdisciplinary research. It focuses on integration processes and the main drivers and barriers to different modes of collaborative interdisciplinary research. The authors propose a different approach to considering interdisciplinary integration, based on two factors: the type of knowledge integration; and the durability of the context of that integration. As a result, four modes of interdisciplinary integration are characterized. The authors then consider how different groups of drivers of, and barriers to, interdisciplinary research affect those types of integration. Overall, the paper provides an integrated perspective for researchers, managers and policy‐makers concerned with understanding the organization of interdisciplinary research.     

Corporate strategies for political action

Discussions of the firm's relationships with its environment have usually concluded that the firm should make adaptive decisions to non-market areas, and proactive or strategic decisions in market areas. Predicating strategic responses upon the differences between market and non-market relationships is inappropriate and misleading, reduces the capacity of the firm to respond effectively to its environment, and distorts the process of environmental scanning. When the firm's relationships with its environment are examined as inter-organizational relationships, market and non-market relationships are structurally similar, and the same types of strategic responses can be selected for both areas. The strategic responses available to the firm in inter-organizational terms are: adaptation; pre-emption, co-optation; interpenetration; conflict and withdrawal. These processes and choices are structurally similar to traditional market related strategic options and can be used to respond to market and non-market factors. The manager scans the environment not only to identify opportunities for adaptation, but to identify groups which affect the integrity of the firm, the processes for interaction, the character of relationships, and occasions for strategic choice. The strategic decision process under a framework of inter-organizational transactions is illustrated by the cases of Sun Life Insurance Co., and the pulp and paper industry in Quebec.     

Stakeholders’ roles in virtual project environment: A case study

The rising cost of resources within an organization, increasing capability of information technology, the need to conduct project at different places and availability of competent and inexpensive manpower elsewhere have promoted many companies to adopt project development in a virtual environment. Large scale projects have several full fledged projects conducted by different organizations. Therefore, such projects are called the project of projects (PoPs) here. As PoPs are influenced by stakeholders throughout the project lifecycle, the integration of various projects becomes challenging due to the risks associated with misaligned perceptions, cost, schedule, quality, human resources and communication.This paper describes project context and influencing factors for a PoP's progress in virtual environment and they are explained in terms of two case projects conducted by the author. It is highlighted that communication is an important issue when projects are conducted in virtual environment with different work culture. The communication models and case examples provided here are expected to add knowledge to managing projects in virtual environment.