组织变革多阶段协同行为策略及其影响机制研究：国际创业的视角
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摘要
全球经济一体化和世界科学技术的发展使企业处在一个变革的环境中,为了寻求更多商业机会和更大发展空间,走国际化经营之路已经成为许多企业的战略选择。在进行国际创业时,企业如何发挥自身的优势,提升自身国际竞争力,一个重要选择就是要开展战略性协作,进行战略联盟,实现协同效应。本研究在组织变革、创业管理和战略协同三个领域以往研究的基础上,以我国国际创业企业为研究对象,深入探讨了企业与合作伙伴间的战略协同过程。基于ASD理论,提出并检验了组织变革多阶段协同行为策略结构模型及影响机制的关系。主要的工作通过五个研究来完成:
研究一为组织变革协同行为策略内容结构的访谈研究。首先采用半结构化深度访谈的方法,对15家不同行业、不同规模和不同发展阶段典型国际创业企业的创业者或高管团队成员进行现场访谈,以识别国际创业背景下组织变革协同行为策略的关键特征,通过对访谈材料运用扎根理论的方法进行分析和编码,发现组织变革协同行为策略包括愿景塑造、坦诚互信、资源整合、互补发展、合作共存和组织间承诺六个关键维度,即六种行为策略。
研究二为组织变革多阶段协同行为策略演进关系的系列案例研究。研究选取了三家处于不同战略协同阶段的国际创业企业,对企业家和高管团队成员进行了多轮次深度访谈,并收集了相关的案例材料,进行了系统对比分析。基于ASD理论,提出了包括适应、选择、发展三个阶段六个维度的组织变革多阶段协同行为策略构思。组织变革多阶段协同行为策略模型每个阶段有不同的关键维度(行为策略),适应阶段包括愿景塑造和坦诚互信两个关键维度;选择阶段包括资源整合和互补发展两个关键维度;发展阶段包括合作共存和组织间承诺两个关键维度。
研究三为组织变革多阶段协同行为策略结构模型验证的问卷研究。基于访谈和案例的研究,本研究以214家国际创业企业为样本,采用现场问卷调查方法,运用探索性因素分析和结构方程建模的方法验证了组织变革协同行为策略二阶六维度概念构思的稳定性,同时对不同组织背景下协同行为策略的差异进行了比较。
研究四为组织变革多阶段协同行为策略作用机制的问卷研究。研究以浙江、江苏、广东、上海的185家国际创业企业为样本,通过相关分析、多元回归分析和结构方程模型等方法检验了组织变革特征、国际创业导向、组织变革协同行为策略与效能的作用机制,并检验了变革任务、环境特征对这种关系的缓冲作用。
研究五为组织变革协同行为策略多阶段演进机制的实验研究。本研究通过对企业战略协同行为实践的分析,设计了组织变革多阶段协同行为策略情景实验。本研究分为两个子研究进行,全部采取2×2×2的组内设计,每个子研究选择了30个研究生(业余学习)作为样本。子研究一和子研究二分别检验了战略更新和结构重塑两种变革任务对组织变革特征、国际创业导与协同行为策略之间关系的调节效应,并检验了组织变革协同行为策略的多阶段演进机制,验证了问卷研究的结论,丰富了协同行为策略领域的研究方法。
通过以上五个研究,本文得出以下4点结论:
1、组织变革协同行为策略是包括适应、选择、发展三个阶段的六维结构,包括愿景塑造、坦诚互信、资源整合、互补发展、合作共存和组织间承诺6个关键维度,即6种变革协同行为策略;
2、组织变革特征、国际创业导向是影响组织变革协同行为策略选择的两个主要因素,但是两个因素对协同行为策略的影响关系并不相同,而变革任务则是协同行为策略选择的主要动力;
3、组织变革协同行为策略的三个阶段呈动态演进关系,对于不同规模、不同年龄、不同发展阶段和不同国际创业模式的企业,这三阶段的协同行为策略选择存在显著差异;
4、组织变革多阶段协同行为策略直接影响效能,而协同行为所产生的协同效应是提升效能的根本原因。
最后,本论文总结了研究的主要结论,探讨了本研究的理论进展和实践意义,并指出了研究中存在的不足以及有待进一步解决的问题。
With the development of economic globalization and technological innovation, domestic enterprises have been facing a rapid changing environment.Under this background,whether the firms like or not,their internationalization will start inevitably.When beginning international entrepreneurship,how does the enterprise demonstrate its advantage,enhance its international competitiveness? One important choice is beginning strategic synergy with its partner to realize synergy.
Based on previous related researches on organizational change,entrepreneurship management and strategic synergy,we deeply investigated the company's cooperation with its strategic partner.Based on ASD theory,this paper proposed and verified the model of organizational change synergy through new research approaches.Five studies were conducted to uncover the causality and mechanism between organizational change synergy and effectiveness in international entrepreneurial process.
StudyⅠis an interview study of organizational change synergy's structure. Semi-structured interviews were conducted with 15 different international entrepreneurial ventures.The entrepreneurs or top managers of these firms were asked to list the critical incidents of strategic synergy during the process of international entrepreneurship.Based on the interview,the study initially came up with the construct of organizational change synergy model by Ground theory.The results indicated that organizational change synergy is a 6-dimension model,including vision shaping,interparty trust,resource integration,complimentary development,mutual dependence and inter-organizational commitment.
StudyⅡis a series of case studies of the dynamic mechanism of organizational multi-stage change synergy.Three different international entrepreneurial ventures at different synergic stages were selected,the entrepreneurs or top managers of the three firms were interviewed for several grounds,material of this three enterprises were collected and compared.Based on ASD theory,case studies indicated organizational change synergy was a 3-stage model with adaptation,selection and development. There are different key dimensions in different stages,in adaption stage are vision shaping,interparty trust;in selection stage are resource integration,complimentary development;in development stage are mutual dependence and inter-organizational commitment.
StudyⅢis a questionnaire study of organizational multi-stage change synergy model verification.Based on the former interview and case studies,we investigated 214 international entrepreneurial ventures as study sample.Through exploratory and confirmatory factor analysis,it confirmed the stabilization of organizational change synergy model's 3-stage and 6-dimension structure,the differences of organizational change synergy among organizations are also tested.
StudyⅣis a questionnaire study of organizational multi-stage change synergy model's influence mechanism.By using 185 international entrepreneurial ventures from Zhejiang,Jiangshu,Guangdong Province,and Shanghai City as research samples,the function mechanism of organizational change characteristics, international entrepreneurial orientation,organizational multi-stage change synergy and effectiveness was investigated though correlation analysis,multi-regression analysis and structure equation modeling,the mediating effect of change task and environmental factors on the relationship were also verified.
StudyⅤis an experiment study of organizational change synergy's multi-stage dynamism.This study designed experiment on organizational synergy.StudyⅤincludes two sub-studies of 2×2×2 within-group design with the sample of 30 postgraduate students respectively.These two sub-studies tested the moderating effect of strategic renewal and structure adjustment on the relationship between organizational change characteristics,international entrepreneurial orientation and organizational change synergy.The stage dynamism of organizational change synergy was verified.The experiment simulation compared the different organizational change synergy models and enriched the research method of organizational synergy studies.
From above five studies,we come to the conclusions as following:
1.Organizational change synergy is a 3-stage model,with six key dimensions as vision shaping,interparty trust,resource integration,complimentary development, mutual dependence and inter-organizational commitment.
2.Organizational change characteristics,international entrepreneurial orientation directly influence the selection of organizational change synergy,and change task is the main impetus of change synergy.
3.There is a dynamic relationship among the three stages of organizational change synergy,to different international entrepreneurial ventures at different scale, different development stage and with different entrepreneurial model,the characteristics of this three stages are quite different.
4.Organizational multi-stage change synergy prominently influences organizational effectiveness,and the synergy effect is the main reason of the improvement of organizational effectiveness.
Finally,the main conclusions of this paper were summarized.The theoretical progresses and practical implications of the present study were discussed,as well as the limitation of this study and the directions for future research.
研究一为组织变革协同行为策略内容结构的访谈研究。首先采用半结构化深度访谈的方法,对15家不同行业、不同规模和不同发展阶段典型国际创业企业的创业者或高管团队成员进行现场访谈,以识别国际创业背景下组织变革协同行为策略的关键特征,通过对访谈材料运用扎根理论的方法进行分析和编码,发现组织变革协同行为策略包括愿景塑造、坦诚互信、资源整合、互补发展、合作共存和组织间承诺六个关键维度,即六种行为策略。
研究二为组织变革多阶段协同行为策略演进关系的系列案例研究。研究选取了三家处于不同战略协同阶段的国际创业企业,对企业家和高管团队成员进行了多轮次深度访谈,并收集了相关的案例材料,进行了系统对比分析。基于ASD理论,提出了包括适应、选择、发展三个阶段六个维度的组织变革多阶段协同行为策略构思。组织变革多阶段协同行为策略模型每个阶段有不同的关键维度(行为策略),适应阶段包括愿景塑造和坦诚互信两个关键维度;选择阶段包括资源整合和互补发展两个关键维度;发展阶段包括合作共存和组织间承诺两个关键维度。
研究三为组织变革多阶段协同行为策略结构模型验证的问卷研究。基于访谈和案例的研究,本研究以214家国际创业企业为样本,采用现场问卷调查方法,运用探索性因素分析和结构方程建模的方法验证了组织变革协同行为策略二阶六维度概念构思的稳定性,同时对不同组织背景下协同行为策略的差异进行了比较。
研究四为组织变革多阶段协同行为策略作用机制的问卷研究。研究以浙江、江苏、广东、上海的185家国际创业企业为样本,通过相关分析、多元回归分析和结构方程模型等方法检验了组织变革特征、国际创业导向、组织变革协同行为策略与效能的作用机制,并检验了变革任务、环境特征对这种关系的缓冲作用。
研究五为组织变革协同行为策略多阶段演进机制的实验研究。本研究通过对企业战略协同行为实践的分析,设计了组织变革多阶段协同行为策略情景实验。本研究分为两个子研究进行,全部采取2×2×2的组内设计,每个子研究选择了30个研究生(业余学习)作为样本。子研究一和子研究二分别检验了战略更新和结构重塑两种变革任务对组织变革特征、国际创业导与协同行为策略之间关系的调节效应,并检验了组织变革协同行为策略的多阶段演进机制,验证了问卷研究的结论,丰富了协同行为策略领域的研究方法。
通过以上五个研究,本文得出以下4点结论:
1、组织变革协同行为策略是包括适应、选择、发展三个阶段的六维结构,包括愿景塑造、坦诚互信、资源整合、互补发展、合作共存和组织间承诺6个关键维度,即6种变革协同行为策略;
2、组织变革特征、国际创业导向是影响组织变革协同行为策略选择的两个主要因素,但是两个因素对协同行为策略的影响关系并不相同,而变革任务则是协同行为策略选择的主要动力;
3、组织变革协同行为策略的三个阶段呈动态演进关系,对于不同规模、不同年龄、不同发展阶段和不同国际创业模式的企业,这三阶段的协同行为策略选择存在显著差异;
4、组织变革多阶段协同行为策略直接影响效能,而协同行为所产生的协同效应是提升效能的根本原因。
最后,本论文总结了研究的主要结论,探讨了本研究的理论进展和实践意义,并指出了研究中存在的不足以及有待进一步解决的问题。
With the development of economic globalization and technological innovation, domestic enterprises have been facing a rapid changing environment.Under this background,whether the firms like or not,their internationalization will start inevitably.When beginning international entrepreneurship,how does the enterprise demonstrate its advantage,enhance its international competitiveness? One important choice is beginning strategic synergy with its partner to realize synergy.
Based on previous related researches on organizational change,entrepreneurship management and strategic synergy,we deeply investigated the company's cooperation with its strategic partner.Based on ASD theory,this paper proposed and verified the model of organizational change synergy through new research approaches.Five studies were conducted to uncover the causality and mechanism between organizational change synergy and effectiveness in international entrepreneurial process.
StudyⅠis an interview study of organizational change synergy's structure. Semi-structured interviews were conducted with 15 different international entrepreneurial ventures.The entrepreneurs or top managers of these firms were asked to list the critical incidents of strategic synergy during the process of international entrepreneurship.Based on the interview,the study initially came up with the construct of organizational change synergy model by Ground theory.The results indicated that organizational change synergy is a 6-dimension model,including vision shaping,interparty trust,resource integration,complimentary development,mutual dependence and inter-organizational commitment.
StudyⅡis a series of case studies of the dynamic mechanism of organizational multi-stage change synergy.Three different international entrepreneurial ventures at different synergic stages were selected,the entrepreneurs or top managers of the three firms were interviewed for several grounds,material of this three enterprises were collected and compared.Based on ASD theory,case studies indicated organizational change synergy was a 3-stage model with adaptation,selection and development. There are different key dimensions in different stages,in adaption stage are vision shaping,interparty trust;in selection stage are resource integration,complimentary development;in development stage are mutual dependence and inter-organizational commitment.
StudyⅢis a questionnaire study of organizational multi-stage change synergy model verification.Based on the former interview and case studies,we investigated 214 international entrepreneurial ventures as study sample.Through exploratory and confirmatory factor analysis,it confirmed the stabilization of organizational change synergy model's 3-stage and 6-dimension structure,the differences of organizational change synergy among organizations are also tested.
StudyⅣis a questionnaire study of organizational multi-stage change synergy model's influence mechanism.By using 185 international entrepreneurial ventures from Zhejiang,Jiangshu,Guangdong Province,and Shanghai City as research samples,the function mechanism of organizational change characteristics, international entrepreneurial orientation,organizational multi-stage change synergy and effectiveness was investigated though correlation analysis,multi-regression analysis and structure equation modeling,the mediating effect of change task and environmental factors on the relationship were also verified.
StudyⅤis an experiment study of organizational change synergy's multi-stage dynamism.This study designed experiment on organizational synergy.StudyⅤincludes two sub-studies of 2×2×2 within-group design with the sample of 30 postgraduate students respectively.These two sub-studies tested the moderating effect of strategic renewal and structure adjustment on the relationship between organizational change characteristics,international entrepreneurial orientation and organizational change synergy.The stage dynamism of organizational change synergy was verified.The experiment simulation compared the different organizational change synergy models and enriched the research method of organizational synergy studies.
From above five studies,we come to the conclusions as following:
1.Organizational change synergy is a 3-stage model,with six key dimensions as vision shaping,interparty trust,resource integration,complimentary development, mutual dependence and inter-organizational commitment.
2.Organizational change characteristics,international entrepreneurial orientation directly influence the selection of organizational change synergy,and change task is the main impetus of change synergy.
3.There is a dynamic relationship among the three stages of organizational change synergy,to different international entrepreneurial ventures at different scale, different development stage and with different entrepreneurial model,the characteristics of this three stages are quite different.
4.Organizational multi-stage change synergy prominently influences organizational effectiveness,and the synergy effect is the main reason of the improvement of organizational effectiveness.
Finally,the main conclusions of this paper were summarized.The theoretical progresses and practical implications of the present study were discussed,as well as the limitation of this study and the directions for future research.
引文
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