新兴经济体国家企业跨国治理能力的构建与演化机制——基于联想跨国经营的案例研究
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摘要
现在,越来越多的中国企业开始进行跨国经营。但随着中国企业跨国经营规模的迅速增长,出现了因跨国治理能力薄弱,当面临中国与东道国存在制度、文化等差异时,无法避免对外投资的战略失误所遭受的跨国经营风险。现有文献主要以经济发达国家的跨国公司为研究对象,主要从跨国公司治理结构与治理机制对企业国际化战略和绩效方面进行了探讨,而对新兴经济体国家企业的跨国治理能力的构建与演化机制缺乏深入剖析。本文以联想集团跨国经营过程为案例,将联想集团跨国经营过程划分为四个阶段,围绕两个问题:"企业如何做和做什么",通过构建企业环境与战略-跨国治理结构与治理机制-跨国治理能力的理论分析框架,开展典型案例研究。研究表明:①企业跨国治理能力构建的前提是建立清晰的股权结构和激励机制(如何做);②企业跨国治理能力的构建是一个动态演化过程,需要经历企业跨国治理结构与环境-战略的低层次匹配,到企业跨国治理机制、治理结构与环境-战略的高层次匹配过程(如何做);③在跨国经营过程中,企业应当着力构建国际化的董事会团队和高管团队,形成良好的跨国治理机制,改善国际化经营绩效,提升企业国际竞争力(做什么)。
Now,more and more Chinese enterprises are emerging in transnational operations.However,with the rapid growth in the scale of Chinese companies' transnational operations,there has been a weak transnational governance capacity,and in the face of institutional and cultural differences between the home country and the host country,it is impossible to avoid transnational business risks due to strategic errors in a foreign investment.The existing literature mainly focuses on the multinational corporations(MNCs)in developed economies,studying the influence of the governance structure and governance mechanism of MNCs on the enterprise internationalization strategy and performance,and lacks of deep analysis on the construction and evolution mechanism of the transnational governance ability of the emerging economies.This article takes Lenovo's transnational business process as a case,and divides Lenovo's transnational business the process into four phases,focusing on two issues:"how to do and what to do",through establishing the theoretical analysis framework of corporate environment and strategy-transnational governance structure and governance mechanism-transnational governance capabilities.The research shows that:First,the premise for the construction of the transnational governance capacity of enterprises is to establish a clear equity structure and incentive mechanism(how to do);Second,the construction of an enterprise's multinational governance capability is a dynamic evolution process.It requires a low-level match between the enterprise's transnational governance structure and the environment-strategy,and a high-level matching process between the enterprise's multinational governance mechanism,governance structure and the environment-strategy(how to do);and Third,in the process of multinational management,companies should focus on building an international board of directors and senior management team to form a good multinational governance mechanism to improve the performance of international operations and enhance their international competitiveness(what to do).
Now,more and more Chinese enterprises are emerging in transnational operations.However,with the rapid growth in the scale of Chinese companies' transnational operations,there has been a weak transnational governance capacity,and in the face of institutional and cultural differences between the home country and the host country,it is impossible to avoid transnational business risks due to strategic errors in a foreign investment.The existing literature mainly focuses on the multinational corporations(MNCs)in developed economies,studying the influence of the governance structure and governance mechanism of MNCs on the enterprise internationalization strategy and performance,and lacks of deep analysis on the construction and evolution mechanism of the transnational governance ability of the emerging economies.This article takes Lenovo's transnational business process as a case,and divides Lenovo's transnational business the process into four phases,focusing on two issues:"how to do and what to do",through establishing the theoretical analysis framework of corporate environment and strategy-transnational governance structure and governance mechanism-transnational governance capabilities.The research shows that:First,the premise for the construction of the transnational governance capacity of enterprises is to establish a clear equity structure and incentive mechanism(how to do);Second,the construction of an enterprise's multinational governance capability is a dynamic evolution process.It requires a low-level match between the enterprise's transnational governance structure and the environment-strategy,and a high-level matching process between the enterprise's multinational governance mechanism,governance structure and the environment-strategy(how to do);and Third,in the process of multinational management,companies should focus on building an international board of directors and senior management team to form a good multinational governance mechanism to improve the performance of international operations and enhance their international competitiveness(what to do).
引文
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(1)乔健,联想集团高级副总裁,主管人力资源工作,负责联想全球组织设计与能力发展、人才招聘,薪酬体系设计等。
(2)康友兰,美国人,任联想全球职能部门人力资源副总裁、首席多元化官。
(3)陈邵鹏在该阶段担任联想高级副总裁,联想集团大中华区总裁,主要擅长信息科技产品销售和营销。
(4)柳传志,联想公司创办人,在该阶段担任非执行董事,在电脑业拥有超过35年的经验。
[2]Luo Y.How does globalization affect corporate governance and accountability?A perspective from MNEs[J].Journal of International Management,2005,11(1):19-41.
[3]周常宝,林润辉,李康宏,等.跨国公司海外子公司治理研究新进展[J].外国经济与管理,2016,38(5):99-112.
[4]林润辉,徐业坤,范建红,等.跨国公司进入的股权治理模式选择---一个理论分析模型[J].公司治理评论,2012(4):1-32.
[5]Sanders W M G,Carpenter M A.Internationalization and firm governance:The roles of CEO compensation,top team composition,and board structure[J].Academy of Management Journal,1998,41(2):158-178.
[6]Carpenter M A,Fredrickson J W.Top management teams,global strategic posture,and the moderating role of uncertainty[J].Academy of Management Journal,2001,44(3):533-545.
[7]Herrmann P,Datta D K.Relationships between top management team characteristics and international diversification:An empirical investigation[J].British Journal of Management,2005,16(1):69-78.
[8]Jaw Y L,Lin W T.Corporate elite characteristics and firm’s internationalization:CEO-level and TMT-level roles[J].The International Journal of Human Resource Management,2009,20(1):220-233.
[9]周建,尹翠芳,陈素蓉.董事会团队属性对企业国际化战略的影响研究[J].管理评论,2013,25(11):133-143.
[10]Nielsen B B,Nielsen S.Top management team nationality diversity and firm performance:A multilevel study[J].Strategic Management Journal,2013,34(3):373-382.
[11]Lu J,Liu X,Filatotchev I,et al.The impact of domestic diversification and top management teams on the international diversification of Chinese firms[J].International Business Review,2014,23(2):455-467.
[12]Chen H L,Hsu W T,Chang C Y.Independent directors’human and social capital,firm internationalization and performance implications:An integrated agency-resource dependence view[J].International Business Review,2016,25(4):859-871.
[13]Miletkov M,Poulsen A,Wintoki M B.Foreign independent directors and the quality of legal institutions[J].Journal of International Business Studies,2017,48(2):1-26.
[14]周常宝,林润辉,李康宏,等.跨国企业董事会资本与国际化战略的演化机制---基于联想集团的纵向案例研究[J].管理案例研究与评论,2018,11(1):54-73.
[15]Alessandri T M,Seth A.The effects of managerial ownership on international and business diversification:Balancing incentives and risks[J].Strategic Management Journal,2014,35(13):2064-2075.
[16]George G,Wiklund J,Zahra S A.Ownership and the internationalization of small firms[J].Journal of Management,2005,31(2):210-233.
[17]Lin W T,Cheng K Y.Upper echelon compensation,performance,and the rhythm of firm internationalization[J].Management Decision,2013,51(7):1380-1401.
[18]Tihanyi L,Johnson R A,Hoskisson R E,et al.Institutional ownership differences and international diversification:The effects of boards of directors and technological opportunity[J].Academy of Management Journal,2003,46(2):195-211.
[19]Agarwal S,Ramaswami S N.Choice of foreign market entry mode:Impact of ownership,location and internalization factors[J].Journal of International Business Studies,1992,23(1):1-27.
[20]Anderson E,Gatignon H.Modes of foreign entry:A transaction cost analysis and propositions[J].Journal of International Business Studies,1986:1-26.
[21]Brouthers K D,Hennart J F.Boundaries of the firm:Insights from international entry mode research[J].Journal of Management,2007,33(3):395-425.
[22]Kostova T,Zaheer S.Organizational legitimacy under conditions of complexity:The case of the multinational enterprise[J].Academy of Management review,1999,24(1):64-81.
[23]李康宏,林润辉,李娅,等.管制制度落差对中国跨国公司进入模式的影响[J].中国科技论坛,2016(9):78-84.
[24]林润辉,宋泾溧,李康宏,等.多元化战略下制度距离与股权进入模式选择的关系研究[J].预测,2015(4):1-7.
[25]Luo Y,Tung R L.International expansion of Emerging market enterprises:A springboard perspective[J].Journal of International Business Studies,2007,38(4):481-498.
[26]Porter M E.The contributions of industrial organization to strategic management[J].Academy of Management Review,1981,6(4):609-620.
[27]Courtney H.20/20Foresight:Crafting strategy in an uncertain world[M].Boston:Harvard Business School Press,2001.
[28]Lewin A Y,Volberda H W.Prolegomena on coevolution:A framework for research on strategy and new organizational forms[J].Organization Science,1999,10(5):519-534.
[29]Tan J,Tan D.Environment-strategy co-evolution and co-alignment:A staged model of Chinese SOEs under transition[J].Strategic Management Journal,2005,26(2):141-157.
[30]谭劲松,林润辉.TD-SCDMA与电信行业标准竞争的战略选择[J].管理世界,2006(6):71-84.
[31]江诗松,龚丽敏,魏江.转型经济背景下后发企业的能力追赶---一个共演模型[J].管理世界,2011(4):122-137.
[32]许庆瑞,吴志岩,陈力田.转型经济中企业自主创新能力演化路径及驱动因素分析---海尔集团1984-2013年的纵向案例研究[J].管理世界,2013(4):121-134.
[33]周建,于伟,刘小元.跨国企业公司治理研究回顾与展望[J].外国经济与管理,2008,30(4):1-8.
[34]李维安,邱艾超,牛建波,等.公司治理研究的新进展:国际趋势与中国模式.南开管理评论,2011,20(6):13-24.
[35]Denis D K,McConnell J J.International corporate governance[J].Journal of Financial and Quantitative Analysis,2003,38(1):1-36.
[36]Finkelstein S,Hambrick D C.Strategic leadership:Top executives and their effects on organizations[M].St.Paul:South-western College Publishing,1996.
[37]Lien Y C,Piesse J,Strange R,et al.The role of corporate governance in FDI decisions:Evidence from Taiwan[J].International Business Review,2005,14(6):739-763.
[38]Lu J,Xu B,Liu X.The effects of corporate governance and institutional environments on export behaviour in emerging economies[J].Management International Review,2009,49(4):455-478.
[39]Rivas J L.Diversity&internationalization:The case of boards and TMT’s[J].International Business Review,2012,21(1):1-12.
[40]Hambrick D C,Mason P A.Upper echelons:The organization as a reflection of its top managers[J].Academy of Management Review,1984,9(2):193-206.
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(1)乔健,联想集团高级副总裁,主管人力资源工作,负责联想全球组织设计与能力发展、人才招聘,薪酬体系设计等。
(2)康友兰,美国人,任联想全球职能部门人力资源副总裁、首席多元化官。
(3)陈邵鹏在该阶段担任联想高级副总裁,联想集团大中华区总裁,主要擅长信息科技产品销售和营销。
(4)柳传志,联想公司创办人,在该阶段担任非执行董事,在电脑业拥有超过35年的经验。
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