扎根范式下虚拟企业战略演进过程及机理的研究
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摘要
虚拟企业作为适应动态复杂市场环境的主要组织形式,其战略演进过程及作用机理是本文研究的核心问题。本文以三家典型企业为样本,采用中国管理扎根研究范式,发现了虚拟企业战略演进的两个过程:在市场环境影响下,领导者认知满足利益相关者的生存需求,形成虚拟企业初级阶段的战略;领导者认知满足利益相关者的成长需求,并积极响应市场环境,形成虚拟企业成熟阶段的战略。领导者认知是推动不同战略过程转变的关键影响因素。伴随领导者认知地位从被动向主动转变,战略演进过程呈现出"随行就市"和"造势入市"的特征。本文通过认知地图的方式结合战略演进过程的特征,构建出符合虚拟企业战略演进过程特征的动态连续"W"模型,形象深入地剖析了虚拟企业战略演进过程的内在动因与形成机理,为后续详尽的探究虚拟演进理论提供了可能的视角。
Virtual enterprise( VE) is a dynamic organizational form,and its strategy formulation is completed by both the main and member enterprises,and the strategic structure changes due to the difference in the core competence of the main alliance.The VE is a main organization form to suit the dynamic complex market environment. VE's strategy evolution and its mechanism become a core issue of the research. Using three enterprises cases,the article adopts grounded research paradigm of Chinese management to find different math of VE's strategic formation.The VE in this paper has gone through the initial stage and maturestage. Strategic path of the initial stage: under the influence of the market environment,leaders recognize and meet the survival needs of stakeholders to form the strategy of the initial stage of VE. The strategic path of the mature stage is: leaders recognize and meet the growth needs of stakeholders,and actively respond to the market environment to form the strategy of the mature stage of virtual enterprises.In initial stage,the leader cognition impacts the stakeholders' survival demand under the market environment. Then,the strategy is formulated in the VE's primary stage. In mature stage,the leader cognition impacts the stakeholders' growing demand. This way affects the market environment. Then,the strategy is formulated in the VE's mature stage. Among these,leader cognition is a key factor to put forward strategic formation. With the leader cognition change from initiative to passivity,these are showing the formation's features of strategy influenced by market and market influenced by strategy. Using the way of promoting enterprise behavior to society behavior,the article constructs the continuously dynamic‘W'model and the model of leader cognition influencing organization development,in order to further explain the motivation and mechanism in process of VE's strategy evolution.Leadership cognition is characterized by both continuity and fragmentation. The leader's passive cognitive fragment comes from the initial development stage of virtual enterprise,while the leader's active cognitive fragment comes from the mature development stage of virtual enterprise. The continuous development of virtual enterprises reflects the transformation of leaders' cognition from passive to active,and the concept of virtual degree reflects the dynamic change of virtual degree and materialization degree of virtual enterprises. Therefore,the change process of leaders' cognition from fragments to continuity can be represented by enterprise virtual degree. The‘W'model in this paper only introduces two typical stages. In fact,for the continuous development of virtual enterprises,this " W" will continue to spread,forming a complete picture of the strategic evolution of virtual enterprises.In the initial stage of enterprise virtual operation,in order to integrate social resources as much as possible and improve core competence,the main alliance enterprise expands its virtual operation scale and changes its organizational mode. At the same time,with the expansion of virtual operation scale,the stability of enterprises decreases,and materialization becomes an effective way to stabilize and continuously develop their core capabilities,which reflects the strategy of virtual enterprises at the mature stage. The essence of both lies in the dynamic influence of virtual degree( dynamic adjustment of virtual and entity) on the strategic evolution of virtual enterprises.From the path and key nodes,the evolution of the strategy of virtual enterprise follows the certain path,the path of starting point is the market environment,the end is also a market environment,the key nodes of the path is leader cognitive leader brand awareness and the leader,the combination of virtual and physical consciousness,the key nodes associated with stakeholder needs,also related to the virtual enterprise strategy. Moreover,this path has the characteristics of self-circulation and self-improvement. The starting path is formed passively,while the ending path is formed actively.At the same time,the dynamic change of enterprise virtuality reflects the competitive process of environment and leader cognition in enterprise development. From the perspective of market structure division,the market in the initial stage of virtual enterprise is a relatively grand concept,including the whole market environment. In this environment,it is difficult for leaders to influence the market,and they can only passively adapt to the market by formulating corresponding corporate strategies. Accompanied by leaders to raise the level of cognitive potential opportunities in the market environment and effectively use and avoid risk,identify the virtual enterprise to be able to influence the market niche,the niche market leader cognitive achieve the change from passive to active,leaders have a higher control and initiative,and with the help of a virtual enterprise to control and influence of niche markets,combined with the synergies between different niche market,leaders established the enterprise market influence and market share,so as to consolidate its strategic position.In this paper,with the aid of leader cognitive the paths,key nodes,continuity and fragmentary,virtual and enterprise strategy,market structure,cognitive complexity,such as multiple perspectives together,formed a dynamic spiral development process,breakthrough the limitation of the previous static research,and combined with the virtual enterprise management phenomenon ‘W'model to a more extensive management meaning. This study demonstrates the role of leader cognition in the three-layer structure of social layer,organizational layer and individual layer from multiple dimensions. It connects the strategy change of the virtual enterprise horizontally,the market environment and the needs of the stakeholders vertically,and integrates its own strength and virtuality,so that the leader's cognition comprehensively interprets the mechanism and process of the continuous evolution of the strategy of the virtual enterprise. To sum up, " going with the flow of the market" and " building momentum to enter the market" are an image summary of the strategic evolution process and mechanism of virtual enterprises.
Virtual enterprise( VE) is a dynamic organizational form,and its strategy formulation is completed by both the main and member enterprises,and the strategic structure changes due to the difference in the core competence of the main alliance.The VE is a main organization form to suit the dynamic complex market environment. VE's strategy evolution and its mechanism become a core issue of the research. Using three enterprises cases,the article adopts grounded research paradigm of Chinese management to find different math of VE's strategic formation.The VE in this paper has gone through the initial stage and maturestage. Strategic path of the initial stage: under the influence of the market environment,leaders recognize and meet the survival needs of stakeholders to form the strategy of the initial stage of VE. The strategic path of the mature stage is: leaders recognize and meet the growth needs of stakeholders,and actively respond to the market environment to form the strategy of the mature stage of virtual enterprises.In initial stage,the leader cognition impacts the stakeholders' survival demand under the market environment. Then,the strategy is formulated in the VE's primary stage. In mature stage,the leader cognition impacts the stakeholders' growing demand. This way affects the market environment. Then,the strategy is formulated in the VE's mature stage. Among these,leader cognition is a key factor to put forward strategic formation. With the leader cognition change from initiative to passivity,these are showing the formation's features of strategy influenced by market and market influenced by strategy. Using the way of promoting enterprise behavior to society behavior,the article constructs the continuously dynamic‘W'model and the model of leader cognition influencing organization development,in order to further explain the motivation and mechanism in process of VE's strategy evolution.Leadership cognition is characterized by both continuity and fragmentation. The leader's passive cognitive fragment comes from the initial development stage of virtual enterprise,while the leader's active cognitive fragment comes from the mature development stage of virtual enterprise. The continuous development of virtual enterprises reflects the transformation of leaders' cognition from passive to active,and the concept of virtual degree reflects the dynamic change of virtual degree and materialization degree of virtual enterprises. Therefore,the change process of leaders' cognition from fragments to continuity can be represented by enterprise virtual degree. The‘W'model in this paper only introduces two typical stages. In fact,for the continuous development of virtual enterprises,this " W" will continue to spread,forming a complete picture of the strategic evolution of virtual enterprises.In the initial stage of enterprise virtual operation,in order to integrate social resources as much as possible and improve core competence,the main alliance enterprise expands its virtual operation scale and changes its organizational mode. At the same time,with the expansion of virtual operation scale,the stability of enterprises decreases,and materialization becomes an effective way to stabilize and continuously develop their core capabilities,which reflects the strategy of virtual enterprises at the mature stage. The essence of both lies in the dynamic influence of virtual degree( dynamic adjustment of virtual and entity) on the strategic evolution of virtual enterprises.From the path and key nodes,the evolution of the strategy of virtual enterprise follows the certain path,the path of starting point is the market environment,the end is also a market environment,the key nodes of the path is leader cognitive leader brand awareness and the leader,the combination of virtual and physical consciousness,the key nodes associated with stakeholder needs,also related to the virtual enterprise strategy. Moreover,this path has the characteristics of self-circulation and self-improvement. The starting path is formed passively,while the ending path is formed actively.At the same time,the dynamic change of enterprise virtuality reflects the competitive process of environment and leader cognition in enterprise development. From the perspective of market structure division,the market in the initial stage of virtual enterprise is a relatively grand concept,including the whole market environment. In this environment,it is difficult for leaders to influence the market,and they can only passively adapt to the market by formulating corresponding corporate strategies. Accompanied by leaders to raise the level of cognitive potential opportunities in the market environment and effectively use and avoid risk,identify the virtual enterprise to be able to influence the market niche,the niche market leader cognitive achieve the change from passive to active,leaders have a higher control and initiative,and with the help of a virtual enterprise to control and influence of niche markets,combined with the synergies between different niche market,leaders established the enterprise market influence and market share,so as to consolidate its strategic position.In this paper,with the aid of leader cognitive the paths,key nodes,continuity and fragmentary,virtual and enterprise strategy,market structure,cognitive complexity,such as multiple perspectives together,formed a dynamic spiral development process,breakthrough the limitation of the previous static research,and combined with the virtual enterprise management phenomenon ‘W'model to a more extensive management meaning. This study demonstrates the role of leader cognition in the three-layer structure of social layer,organizational layer and individual layer from multiple dimensions. It connects the strategy change of the virtual enterprise horizontally,the market environment and the needs of the stakeholders vertically,and integrates its own strength and virtuality,so that the leader's cognition comprehensively interprets the mechanism and process of the continuous evolution of the strategy of the virtual enterprise. To sum up, " going with the flow of the market" and " building momentum to enter the market" are an image summary of the strategic evolution process and mechanism of virtual enterprises.
引文
[1]田俊峰,王闫杰.虚拟企业伙伴选择的信任场模型[J].系统工程理论与实践,2014,34(12):3250-3259.Tian Junfeng,Wang Yanjie.The trust field model of partner selection in virtual enterprises[J].Systems EngineeringTheory&Practice,2014,34(12):3250-3259.
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[6]武亚军.“战略框架式思考”、“悖论整合”与企业竞争优势---任正非的认知模式分析及管理启示[J].管理世界,2013(4):150-167.Wu Yajun.Strategic framework thinking,paradox integration and competitive advantage of enterprises-The cognitive model analysis and management enlightenment of Ren Zhengfei[J].Management World,2013(4):150-167.
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[13]Sharma Sanjay,Irene Henriques.Stakeholder influences on sustainability practices in the canadian forest products industry[J].Strategic Management Journal,2005,26(2):159-180.
[14]Nadkarni,S.,Barr,S.P..Environmental context,managerial cognition and strategic action:An integrated view[J].Strategic Management Journal,2008,29(13):1395-1427.
[15]王健辉,李懋,井润田.不确定性环境下领导者战略选择行为的研究综述[J].现代管理科学,2007(7):23-24,55.Wang Jianhui,Li Mao,Jing Runtian.Research review on strategic choice behavior of leaders in uncertain environment[J].Modern Management Science,2007(7):23-24,55.
[16]Child,J..Organizational structure,environment and performance:The role of strategic choice[J].Sociology,1972,6(1):01-22.
[17]Tan,J.,Peng,M..Organizational slack and firm performance during economic transitions:Two studies from an emerging economy[J].Strategic Management Journal,2003,24(13):1249-1263.
[18]贾旭东,衡量.基于经典扎根理论的虚拟企业实体化动因研究[J].科技进步与对策,2016,33(3):89-95.Jia Xudong,Heng Liang.Study on the motive of virtual enterprises’materialization based on the classical grounded theory[J].Science&Technology Progress and Policy,2016,33(3):89-95.
[19]贾旭东,衡量.基于经典扎根理论的企业虚拟经营动因研究[J].华东经济管理,2015,29(5):118-126.Jia Xudong,Heng Liang.A research of enterprises’virtual operation motives based on the classical grounded theory[J].East China Economic Management,2015,29(5):118-126.
[20]贾旭东,衡量.基于“扎根精神”的中国本土管理理论构建范式初探[J].管理学报,2016,13(3):336-346.Jia Xudong,Heng Liang.Research on the paradigm of Chinese indigenous management theory building bases on the grounded spirit[J].Chinese Journal of Management,2016,13(3):336-346.
[21]Eisenhardt,K.M.Betterstories and better constructs:The case for rigor and comparative logic[J].Academy of Management Review,1991,16(3):620-627.
[22]Yin R.K..Case study research:Design and methods(2nd ed)[M].Sage Publication,Thousand Oaks,1994.
[23]Eisenhardt,K.M..Building theories from case study research[J].Academy of Management Review,1989,14(4):532-550.
[24]Mark,Gerry Jenkins Johnson.Entrepreneurial intentions and outcomes:A comparative causal mapping study[J].Journal of Management Studies,1997,34(6):895-920.
[25]Chaney,D..Analyzing mental representations:The contribution of cognition maps[J].Recherche et Applications en Marketing(English Edition),2010,25(2):93-115.
[26]贾旭东,衡量,何光远.基于经典扎根理论的企业虚拟度及其测评研究[J].科研管理,2017,38(5):130-140.Jia Xudong,Heng Liang,He Guangyuan.Research on the enterprise’s virtualization degree and its measurement based on the classical grounded theory[J].Science Research Management,2017,38(5):130-140.
[2]包国宪,贾旭东.虚拟企业研究基础---实践背景与概念辨析[J].兰州大学学报(社科版),2004,32(6):82-87.Bao Guoxian,Jia Xudong.Basis for the study of virtual enterprises-Background for practice and differentiation of concepts[J].Journal of Lanzhou University(Social Sciences),2004,32(6):82-87.
[3]颜安,周思伟.虚拟整合的概念模型与价值创造[J].中国工业经济,2011(7):97-106.Yan An,Zhou Siwei.The conceptual model and the value creation of virtual integration[J].China Industrial Economics,2011(7):97-106.
[4]贾旭东,郝刚.虚拟企业战略管理基础问题研究---范式与主体[J].华东经济管理,2013,27(7):102-107.Jia Xudong,Hao Gang.Study on the basic issues of virtual enterprises’strategic management-The paradigm and subject[J].East China Economic Management,2013,27(7):102-107.
[5]贾旭东.虚拟企业的战略结构研究[J].中国工业经济,2007(9):62-69.Jia Xudong.Study on strategic structure of virtual enterprises[J].China Industrial Economics,2007(9):62-69.
[6]武亚军.“战略框架式思考”、“悖论整合”与企业竞争优势---任正非的认知模式分析及管理启示[J].管理世界,2013(4):150-167.Wu Yajun.Strategic framework thinking,paradox integration and competitive advantage of enterprises-The cognitive model analysis and management enlightenment of Ren Zhengfei[J].Management World,2013(4):150-167.
[7]Finkelstein,S.,Hambrick,D.C..Strategic leadership:Top executive and their effects on organizations[M].St.Paul,MN:West Publishing,1996.
[8]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.
[9]张文慧,张志学,刘雪峰.决策者的认知特征对决策过程及企业战略选择的影响[J].心理学报,2005,373(3):373-381.Zhang Wenhui,Zhang Zhixue,Liu Xuefeng.Effects of cognitive characteristics on the process of decision making and strategic choice[J].Acta Psychologica Sinica,2005,373(3):373-381.
[10]Philips,R..Stakeholder theory&organizational ethics[M].San Francisco:Berrett-Koehler Publishers,2003.
[11]Frooman,J..Stakeholder influence strategies[J].Academy of Management Review,1999,24(2):191-205.
[12]Murillo-Luna,J.L.,C.Gages-Ayerbe,P.RiveraTorres.Why do patterns of environmental response differ?Astakeholders’pressure approach[J].Strategic Management Journal,2008,29(11):1225-1240.
[13]Sharma Sanjay,Irene Henriques.Stakeholder influences on sustainability practices in the canadian forest products industry[J].Strategic Management Journal,2005,26(2):159-180.
[14]Nadkarni,S.,Barr,S.P..Environmental context,managerial cognition and strategic action:An integrated view[J].Strategic Management Journal,2008,29(13):1395-1427.
[15]王健辉,李懋,井润田.不确定性环境下领导者战略选择行为的研究综述[J].现代管理科学,2007(7):23-24,55.Wang Jianhui,Li Mao,Jing Runtian.Research review on strategic choice behavior of leaders in uncertain environment[J].Modern Management Science,2007(7):23-24,55.
[16]Child,J..Organizational structure,environment and performance:The role of strategic choice[J].Sociology,1972,6(1):01-22.
[17]Tan,J.,Peng,M..Organizational slack and firm performance during economic transitions:Two studies from an emerging economy[J].Strategic Management Journal,2003,24(13):1249-1263.
[18]贾旭东,衡量.基于经典扎根理论的虚拟企业实体化动因研究[J].科技进步与对策,2016,33(3):89-95.Jia Xudong,Heng Liang.Study on the motive of virtual enterprises’materialization based on the classical grounded theory[J].Science&Technology Progress and Policy,2016,33(3):89-95.
[19]贾旭东,衡量.基于经典扎根理论的企业虚拟经营动因研究[J].华东经济管理,2015,29(5):118-126.Jia Xudong,Heng Liang.A research of enterprises’virtual operation motives based on the classical grounded theory[J].East China Economic Management,2015,29(5):118-126.
[20]贾旭东,衡量.基于“扎根精神”的中国本土管理理论构建范式初探[J].管理学报,2016,13(3):336-346.Jia Xudong,Heng Liang.Research on the paradigm of Chinese indigenous management theory building bases on the grounded spirit[J].Chinese Journal of Management,2016,13(3):336-346.
[21]Eisenhardt,K.M.Betterstories and better constructs:The case for rigor and comparative logic[J].Academy of Management Review,1991,16(3):620-627.
[22]Yin R.K..Case study research:Design and methods(2nd ed)[M].Sage Publication,Thousand Oaks,1994.
[23]Eisenhardt,K.M..Building theories from case study research[J].Academy of Management Review,1989,14(4):532-550.
[24]Mark,Gerry Jenkins Johnson.Entrepreneurial intentions and outcomes:A comparative causal mapping study[J].Journal of Management Studies,1997,34(6):895-920.
[25]Chaney,D..Analyzing mental representations:The contribution of cognition maps[J].Recherche et Applications en Marketing(English Edition),2010,25(2):93-115.
[26]贾旭东,衡量,何光远.基于经典扎根理论的企业虚拟度及其测评研究[J].科研管理,2017,38(5):130-140.Jia Xudong,Heng Liang,He Guangyuan.Research on the enterprise’s virtualization degree and its measurement based on the classical grounded theory[J].Science Research Management,2017,38(5):130-140.