【作者】 冯海龙；

【导师】 汪克夷；

【作者基本信息】 大连理工大学 ， 企业管理， 2008， 博士

【摘要】 环境变化与组织适应是战略管理领域关注的基本问题,战略变革以及与其相关的组织变化、战略更新、战略转型等为中西战略管理学界研究的重要理论命题和热点问题。国内外战略变革及其相关研究文献现存有以下四种主要研究模式:一是战略变革研究模式,研究主要侧重于战略变革阶段、战略变革过程、战略变革的积极影响因素、变革战略选择;二是战略变革—组织绩效研究模式,研究主要侧重于战略变革与企业绩效的关系;三是环境—战略变革—组织绩效研究模式,研究主要侧重于环境、战略变革和组织绩效三要素结合的理论模型构建与实证,以及实施战略变革和未实施战略变革企业的绩效差异比较;四是组织学习—战略转型/更新研究模式,研究主要侧重于组织学习对战略转型的效用模式,以及组织学习对战略更新的影响作用分析。四种研究模式存有两点隐含假设:一是只要有外部环境和内部条件的变化,企业自然就会感知,进而进行战略变革;二是只要有正确的战略输入,自然就会有好的绩效。整合四种主要研究模式,质疑两点隐含假设,引入战略执行力调节变量,确立了组织学习—战略变革—组织绩效的研究模式,架构了战略变革与战略执行力的组织学习前因及其协同绩效的基本研究框架。基本研究框架确立了三个主要研究命题:第一,组织学习对战略变革影响;第二,组织学习对战略执行力影响;第三,战略执行力调节的战略变革对组织绩效影响。采用理论分析与实证检验相结合的研究方法,对以上三个主要命题进行了研究,主要贡献如下:(1)战略变革与组织学习的定义及测量量表运用形式逻辑的定义研究方法,整合国内外现有的主要战略变革与组织学习定义和部分企业高管访谈的实际情况,对战略变革与组织学习概念进行了新的界定。适用本文界定的战略变革与组织学习概念定义,借鉴现有国内外主要的战略变革与组织学习测量量表,参照Churchill量表开发程序,开发了新的战略变革与组织学习测量量表。其中,战略变革测量量表包括定位差异和观念差异两个测量维度和20个测量项目;组织学习测量量表包括发现、获取、比较、反思、纠错和记忆六个测量维度和18个测量项目。样本数据检验结果表明具有较好的信度与效度,为战略变革与组织学习的测量提供了一个有效工具。(2)组织学习对战略变革影响的关系模型基于变量定义与研究假设,架构了组织学习对战略变革影响的关系模型。模型的基本思想为:组织学习为战略变革及其定位差异和观念差异两个测量维度的前因,组织学习的发现、获取、比较、反思、纠错、记忆六个测量维度为战略变革定位差异和观念差异两个测量维度的前因。实证检验结果表明:组织学习虽从总体上对战略变革具有显著的正向影响,但组织学习及其六个测量维度对战略变革定位差异和观念差异两个测量维度的影响程度却具有一定的差异。(3)组织学习对战略执行力影响的关系模型基于变量定义与研究假设,架构了组织学习对企业战略执行力影响的关系模型。模型的基本思想为:组织学习为战略执行力及其战略共识、战略协同、战略控制三个测量维度的前因。实证检验结果表明,组织学习虽从整体上对战略执行力具有显著的积极影响,但组织学习对战略执行力的三个测量维度的影响程度却具有一定的差异。(4)战略执行力调节的战略变革对组织绩效影响的理论框架基于战略变革对组织绩效的主因与主因—调节两种作用模式,引入战略执行力调节因素(变量),架构了战略执行力调节的战略变革对组织绩效影响的理论框架。框架的基本思想为:战略执行力对战略变革与组织绩效关系具有调节作用。实证检验结果表明,战略执行力越强,则企业战略变革对组织绩效的改善程度越大,也即战略执行力对战略变革与组织绩效关系存在显著的调节作用。更多还原

【Abstract】 Environmental change and organization adaptation are fundamental issues in the field of strategic management, and strategic change and its associated organization change, strategic renewal, strategic transformation et al. are have being important theoretical proposition and focal issues studied by scholars of strategic management domestic and foreign.There are four main research patterns existing in strategic change and its related research literatures domestic and foreign. First, the research pattern on strategic change, which mainly focuses on the stage of strategic change, the process of strategic change, the positive factors of strategic change and the choosing of strategies for change; Secondly, the research pattern on strategic change - organizational performance, which mainly emphasizes on the relationship between strategic change and organizational performance for firms; Thirdly, the research pattern on environment - strategic change - organizational performance, which are mainly keen on the theoretical model constructed and tested that associated with three factors of environment, strategic change and organizational performance, and organizational performance difference comparison implementing strategic change with unimplementing strategic change; Fourthly, the research pattern on organizational learning - strategic transformation/renewal, which are mainly about effective pattern on organizational learning to strategic transformation, as well as effectiveness analysis on organizational learning to strategic renewal.There are two implicit assumptions in four research patterns. First, as long as the external environment and internal conditions change, firms naturally will perceive them and strategic change will take place; Secondly, as long as inputted right strategy, firms naturally will have a good organizational performance.Integrating four main research patterns, oppugning two implicit assumptions, and introducing one mediate variable -strategy implementation power (based on variable attributes and related analysis to identify it), the author establishes a new research pattern on organizational learning - strategic change - organizational performance, and constructs a basic research framework for antecedent organizational learning and synergistic performance of strategic change and strategic implement power. The basic research framework consists of three main propositions. First, the impact of organizational learning to strategic change; Secondly, the impact of organizational learning to strategic implementation power; Thirdly, the impact of strategic change to organizational performance under the mediation of strategic implementation power. The author, using the research methods of theoretical analysis and empirical test, studied three main topics above. Main contribution is as follows:(1) The definitions and measurement scales of strategic change and organizational learningThe author, using definition research methods of formal logic, integrating major definitions of strategic change and organizational learning domestic and foreign, and the actual situation of interviews with partial executives, defines new conception of strategic change and organizational learning.Applying the new definitions of strategic change and organizational learning, drawing on the main measurement scales of strategic change and organizational learning domestic and foreign, in the light of Churchill scale development program, the article develops new measurement scales of strategic change and organizational learning. Thereinto, the scale of strategic change includes two dimensions of position difference and perspective difference and 20 measurement items; the scale of organizational learning includes six dimensions of discovery, acquisition, comparison, reflection, error correction and memory and 18 measurement items. Sample data have good reliability and validity, which provide effective tools for measurement of strategic change and organizational learning.(2) The relationship model on the impact of organizational learning to strategic changeBased on the definitions of variables and research hypothesises, the author constructs a relationship model on the impact of organizational learning to strategic change. The model’s main idea is as follows: First, organizational learning is a cause of strategic change and its two dimensions of position difference and perspective difference. Secondly, six dimensions of discovery, acquisition, comparison, reflection, error correction and memory of organizational learning are causes of two dimensions of position difference and perspective difference of strategic change. The results of model tested show, although organizational learning has a whole positive influence to strategic change, the impact degree of organizational learning and its six measurement dimensions to two-dimensions of position difference and perspective difference of strategic change has some differences.(3) The relationship model on the impact of organizational learning to strategic implementation powerBased on the definitions of variables and research hypothesises, the author constructs a relationship model on the impact of organizational learning to strategic implementation power. The model’s main idea is as follows: First, organizational learning is a cause of strategic implementation power and its three-dimensions of strategic recognition, strategic synergy and strategic control. The results of model tested show, although organizational learning has a whole positive influence to strategic implementation power, the impact degree of organizational learning to three measurement dimensions of strategic implementation power has some differences.(4) The theoretical framework for the impact of strategic change to organizational performance under the mediation of strategic implementation powerBasing on two function patterns on major cause and major - mediated cause of strategic change to organizational performance, and introducing the mediation factor (variable) of strategic implementation power, the author constructs a theoretical framework for the impact of strategic change to organizational performance under the mediation of strategic implementation power. The framework’s main idea is as follows: strategic implementation power has mediation effect on the relationship between strategic change and organizational performance. The results of framework tested show that, the stronger strategic implementation power is, the greater improvement of organizational performance is. That is, strategic implementation power has positive mediation effect on the relationship between strategic change and organizational performance.更多还原