【作者】 李硕；

【导师】 张秀娥；

【作者基本信息】 吉林大学 ， 企业管理， 2014， 博士

【摘要】 创业活动正在全球范围内如火如荼的展开，无论是发达国家还是发展中国家，对于创业活动都是极其重视的，创业活动对于国家或地区经济有着极大的推动作用，提供就业，拉动需求，促进技术革新，培育优秀的创业者与创业团队，从而提升国家或地区的综合竞争实力，可以说，创业活动是国家与地区经济发展的重要动因与基本要素。基于创业活动此种重要作用，在理论界也催生了大量对创业及创业管理的研究与探讨。在这些研究与探讨中，学者们关注的一个重要议题就是创业绩效，什么是创业绩效？如何来衡量创业绩效？如何提升创业绩效？一直都是学者们讨论的热点问题。诚然，对于创业绩效的认定与衡量并未有统一的标准，对于如何提升创业绩效，很多学者选取的角度亦不相同，但不能否认的是，在经济快速发展的今天，在知识信息大爆炸的今天，资源对于任何一个创业企业开展创业活动都是极其重要的。创业绩效的提升是创业活动的目标，影响创业活动的因素有很多，创业资源亦是其中重要的一项因素，创业资源是企业创业活动开展的基础，决定着企业在创业过程中能够采用何种企业战略来达成创业绩效的实现。可以说，创业资源既直接影响着创业绩效的提升，又通过对于企业战略的选择间接影响着创业绩效，企业战略是两者之间重要的中介因素。人们在讨论创业活动过程中，总会提到创业环境，这是因为创业活动并不可能处于真空空间，总是在一定的内外部环境中进行。创业环境本身也许不会直接影响到创业绩效本身，但是创业环境的特征会制约和影响着创业活动的诸因素作用的发挥与运作，如创业资源就大量的孕育在创业环境中，不同环境特征中同样的创业资源会产生不同的创业效果，所以我们在讨论创业资源与创业绩效的关系过程中不能忽视创业环境的影响，同样创业环境也在影响和调节着创业资源影响作用的发挥。本文出于对于以上问题的深入思考，在大量搜索和分析文献的基础之上，综合分析和总结了创业资源、企业战略与创业绩效三者之间的关系，并适当考虑了创业环境在创业资源与创业绩效之间关系的调节作用，在此基础之上构建本文的基础理论研究模型，在模型基础之上给出本文的研究问题假设，通过问卷调查的方式来进行数据的收集，并经过结构方程模型、多元回归分析的数据分析方法对回收的数据进行处理，通过对结果的分析与解释来进一步验证本文提出的研究假设。经过本文研究假设的验证最终得到如下结论：第一、创业资源、企业战略与创业绩效之间关系对于创业资源的划分有很多种方式，本文选取的是国内学者林嵩（2007）对于创业资源划分的维度，将创业资源分为管理资源、人力资源、资金资源、政策资源、科技资源和信息资源，通过实证分析的数据结果来看，以上六种创业资源都对创业绩效有着积极的正向影响作用。即当企业的管理资源、人力资源、资金资源、政策资源、科技资源和信息资源较为丰富的情况下，会促进创业企业创业绩效的提升，与本文的假设相符。另外从数据结果来看，在以上六种创业资源中，人力资源对于提升创业绩效的影响作用最为显著，之后的顺序依次为资金资源、信息资源、管理资源、科技资源及政策资源。从数据结果来看，资金资源和信息资源亦是重要影响因素，而管理资源、科技资源和政策资源虽然对于提升创业绩效的影响作用并不十分显著，但是在竞争激烈的创业市场，仍然是不容忽视的因素，所以创业企业应最大限度的获取相关的创业资源，以期达到提升创业绩效的最终目标。另外在探讨企业战略的中介作用时，在查阅相关文献过程中总结了众多学者对于企业战略的讨论与分析，最终将企业战略主要划分为创新导向战略与市场导向战略。企业在选取企业战略时往往要考虑自身拥有的资源状况适合哪种战略类型，所以创业资源情况会影响到对于企业战略的选择。根据本文的实证研究我们发现，对于创新导向战略来说，管理资源、人力资源、资金资源、政策资源、科技资源和信息资源均会对其有正向的影响作用，这些资源的增加都会有利于创新导向战略的制定与实施，而对于市场导向战略来说，本文只验证了管理资源、人力资源、资金资源和信息资源对其的正向影响作用，而未能验证政策资源和科技资源对于市场导向战略制定与实施的正向影响作用，与本文最初的假设部分相符。在企业战略的中介作用中要探讨的另一部分内容就企业战略对创业绩效的影响作用，从实证分析的结果来看，无论创业企业制定和实施创新导向战略或者市场导向战略都会正向促进创业绩效的提升，而在这两种战略中，由于创业市场的特殊性，创新导向战略相较于市场导向战略有着更显著的影响作用，更有利于帮助创业企业实现创业绩效，与本文假设相符。可以说企业战略在创业资源与创业绩效中起到了桥梁作用，创业资源不但通过企业战略加大了对于创业绩效提升的促进作用，甚至通过企业战略的间接影响大过了其对创业绩效的直接影响，因此，企业战略在两者影响关系中起到积极的正向中介作用，与本文假设相符。第二、环境敌对性与环境动态性的调节作用在对创业环境进行划分时，本文查阅了相关文献，最终选取了被广泛认可的Lumpkin和Dess（2001）的划分方式，即将创业环境换分为环境敌对性与环境动态性。从本文的实证研究分析结果来看，环境的敌对性特征会促进创业资源对于创业绩效的影响作用。也就是在环境敌对性比较显著的情况下，企业会更加善用自身的资源，当企业拥有越多的创业资源，对资源使用的越有效率，就会创造出比平时更高的创业绩效，也就是说当环境敌对性存在时，凸显出来资源对于创业的重要性，而当创业环境敌对性较低的情况下，市场存在着大量的机会与优势条件，不论企业是否拥有优质资源，都可能在这样相对友好的环境中获得生存与发展的空间，赢得市场机会，实现创业绩效，那么创业资源对与创业绩效的影响作用就会被这种现象所掩盖，与本文假设相符。而当外部环境中动态性情况明显时，会影响和削弱管理资源、人力资源、资金资源和政策资源对于创业绩效的正向影响作用，而信息资源和科技资源则仍体现出了显著的正向作用，也就是说，当外部环境变化快速时，以往的管理经验，内部拥有的人力资源，政府的相关政策措施或者企业拥有的资金资源都未能体现出很好的促进作用，而当企业注重对于信息的搜索与获取和科学技术创新时，可以帮助创业企业洞察在瞬息万变的市场上存在着哪些机会，满足瞬息万变的市场对于新技术新科技的需要等以此来占得先机，从而获得竞争优势，实现组织的创业绩效，与本文假设部分相符。更多还原

【Abstract】 Taken seriously both in developed and developing countries, entrepreneurialactivities are developing on the global scope like a raging fire. Entrepreneurialactivities play a great role in promoting the national or regional economics, includingproviding employment, stimulating demand, promoting technological innovation,nurturing outstanding entrepreneurs and entrepreneurial team, thus enhancingcomprehensive competitiveness of countries or regions. Entrepreneurial activity is afundamental factor as well as an important motive force for economic development.Based on this important role of entrepreneurial activities, the theoretical circlehas conducted a large scale of studies on entrepreneurship and entrepreneurialmanagement. A topic of the hot issues that scholars pay more attention to isentrepreneurial performance. What is entrepreneurial performance? How to measureit? How to improve it? These are always hot issues discussed by scholars. Indeed,there is no accepted standard on the definition and measurement of entrepreneurialperformance. Scholars hold different perspectives on means of improvingentrepreneurial performance. However, resources are undoubtedly crucial toentrepreneurial activities in this economic and information-exploding age. The aim ofentrepreneurial activities is boosting entrepreneurial performance, which is influencedby many factors, the most important being resources, among others. As the basis ofentrepreneurial activities, entrepreneurial resources determine the means of achievingentrepreneurial performance in start-ups. In other words, entrepreneurial resources donot only influence entrepreneurial performance directly, but also determine strategiesapplied. Entrepreneurs’ strategies are considered terminating factors betweenentrepreneurial resources and performance. When people talk about the process of entrepreneurial activities, entrepreneurialenvironment is always mentioned. This is because entrepreneurial activities cannotexist in the vacuum, but develop in a certain internal and external environment.Entrepreneurial environment may not affect entrepreneurial performance directly, butthe feature of entrepreneurial environment restrict and affect the operation of variousfactors of entrepreneurial activities, for instance, a large number of entrepreneurialresources exist in entrepreneurial environment. The same entrepreneurial resource indifferent environment will produce different entrepreneurial effects. So as we discussthe relationship between entrepreneurial resources and entrepreneurial performance,the effect of entrepreneurial environment cannot be neglected. Similarly,entrepreneurial environment will also affect and adjust the operation ofentrepreneurial resources.For the deep thinking to the problems mentioned above, this dissertationanalyzes and concludes the relationship among entrepreneurial resources, strategiesand performances on the basis of a great quantity of literature researches and analysis.The dissertation has also considered the adjustment effect of entrepreneurialenvironment between entrepreneurial resources and performance. On this basis, theresearch model of basic theories has been constructed; and on the basis of researchmodel the dissertation has proposed a hypothesis to the question this work studies.This dissertation collects data by questionnaires, undertakes structural equation model,processes the recycled data through the data analysis method of multiple regressionanalysis, and confirms the proposed hypothesis by analyzing the results and theexplanation. After verifying this hypothesis, the final conclusions are as followed:The Relationship Between Entrepreneurial Resources, Strategies andPerformanceThere are several means of classifying entrepreneurial resources. Thedissertation lends domestic scholar Mr. Song Lin’s (2007) theory, dividing entrepreneurial resources into management resources, human resources, capitalresources, policy resources, scientific and technological resources, and informationresources. Empirically speaking, they all have positive influence on entrepreneurialperformance. Statistics show when the six resources are all abundant, entrepreneurialperformance is boosted accordingly, which is in line with the dissertation’shypothesis. In addition, statistics show human resources plays a leading role inboosting entrepreneurial performance, with capital, information, management,science&technology and policy followed respectively. The roles of capital andinformation also make a big difference. Although management, science&technologyand policy play less important roles, they can not be neglected in fierce marketcompetition; therefore, enterprises should spare no efforts in obtaining maximumresources in order to boost entrepreneurial performance ultimately.In analyzing the intermediary function of entrepreneurial strategies, the authorreferred to many literatures, summarized related scholars’ studies, and finallyclassified entrepreneurial strategies as Innovation oriented strategy and Marketoriented strategy. When opting entrepreneurial strategies, enterprises tend to weightheir own resource situation; in this sense, entrepreneurial resources may influenceentrepreneurial strategies. As for Innovation oriented strategy, empirically speaking,all the six resources listed above have positive effect on it, because the increasing ofany kind leads to a better design and implementation of strategies. However, when itcomes to Market oriented strategy, the dissertation only attests the positive effect ofhuman, capital, information and management resources, with science&technologyand policy resources two exceptions, which also accords to the earlier hypothesis ofthe dissertation. Another topic, in entrepreneurial strategies’ intermediary function,is the influence of entrepreneurial strategies on entrepreneurial performance.According to empirical analysis, both Innovation oriented strategy and Marketoriented strategy help to improve entrepreneurial performance. Of the two, Innovation oriented strategy shows a more significant role in achieving better entrepreneurialperformance due to the market’s specialty, which is also identical with thedissertation’s hypothesis. It is safe to say entrepreneurial strategies serve a bridgingfunction between entrepreneurial resources and entrepreneurial performance. For onething, entrepreneurial resources boost entrepreneurial performance throughentrepreneurial strategies directly; for another, they even exert bigger though indirectinfluence of entrepreneurial strategies. To sum up, as the dissertation’s hypothesisstates, entrepreneurial strategies play positive role between entrepreneurial resourcesand entrepreneurial performance.The Regulatory Roles of Hostile Environment and Dynamic EnvironmentIn classifying entrepreneurial environment, the dissertation finally adopts awidely accepted method proposed by Lumpkin and Dess (2001), namely hostileenvironment and dynamic environment.Based upon empirical analysis, the hostile environment will enhance theinfluence of entrepreneurial strategies on entrepreneurial performance. Specifically,enterprises can make better use of their resources in hostile environment. The moreresources owned; the more efficient in resource use; the higher performance thencreated. That is to say, the importance of resources is highlighted in hostileenvironment. When the market environment is less hostile, there are moreopportunities and favorable conditions. No matter enterprises own high-qualityresources or not, they can obtain space for survival and development, win marketopportunities and boost entrepreneurial performance. In this case, the rolesentrepreneurial resources play on entrepreneurial performance may be covered.Whereas, when dynamic situation in external environment is apparent, thepositive effect of management, human, capital and policy resources onentrepreneurial performance will be affected and weakened, but the information andscience&technology resources will still display obvious positive effect. That’s to say, when the external environment changes rapidly, the previous managementexperience, the internal human resources, the relevant government policies andmeasures, and the financial resources possessed by enterprises cannot play positiveand promoting roles. However, when the enterprises attach importance to theinformation collection and the innovation of science and technology, they will haveinsight to the existed opportunities in the fast changing market so as to meet themarket need for new science&technology, thus taking the leadership, winningcompetitive advantage, and achieving expected goal. All of these echo to thedissertation’s hypothesis.更多还原