企业社会资本与创业战略决策的关系研究
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摘要
当今时代,企业创业已成为经济发展中至关重要的部分,创业行为对于经济增长、促进就业和创造财富正发挥着举足轻重的作用。而创业者在起步时几乎都面对着这样的情境：生存压力巨大、目标高度不确定、手段(所需资源能力)缺乏、创业选择的组织理性有限。事实上,创业企业逐步走来,他们的成长机遇与命运却大相径庭：有的企业可以快速开辟市场、逐渐稳定存活下来,有所发展；有的企业磕磕绊绊,经过数次“船小调头”的摸索,却也能扎下根来,向着更好的目标登攀；更有许多企业却举步维艰,或感叹缺少市场机会、或抱怨缺少有竞争力的产品与经营能力,或始终缺少能把握机遇和节奏的机缘与好的执行者,终以创业失败告终。创业理论认为,这种不同的结果是由对创业机会的识别、利用和开发的不同而形成的。战略管理理论认为,造成这些企业创业命运的差异是由其所选择的创业战略不同所决定的。那么,企业是如何选择自己的创业战略的?哪些因素影响了企业对特定创业领域、业务组织方式的选择?它们又是如何影响的?学者们的研究早已指出,战略存在的本质就是在资源稀缺的情境下设计一种最优(在可能的情况下)的资源配置方案,而企业的机遇(稀缺的机会与资源)与其关系网络是密切相关的。显然,考察创业情境中配置与利用稀缺资源问题时,如忽视企业社会资本的作用,是难以回答上述问题的。
基于企业社会资本的观点,现有研究主要从三个视角进行探讨：(1)嵌入视角,其基本假设是企业创业的成功在于选择了与所嵌入社会关系网络相匹配的战略类型。(2)功能视角,基本假设是企业社会资本影响创业战略与创业绩效,但不同维度与不同量态的社会资本具有不同的影响类型与影响程度。(3)创业视角,基本假设是对当前所嵌入环境的“创造性破坏”,创新战略驱动创新社会资本。但是,基于这三种视角研究,都属于单边、解构的战略形成观,不能有效解释和指导现实世界中创业企业战略的选择与再选择过程。那么,应该采用什么样的视角来理解和分析创业企业的创业战略选择?
围绕“企业社会资本与创业战略决策关系”这一中心问题,本论文主要基于社会资本视角,从三个方面进行探索和研究：第一、企业创业战略的选择与调整,基于什么样的逻辑；第二,企业创业战略决策应该包括哪些内容?第三、创业企业是如何选择其创业战略的?或者说创业战略决策是如何形成的?
本研究结合理论分析和案例研究、内容分析,以及通过对创业企业的调查问卷采用SPSS软件对模型假设进行的实证检验,本研究主要得到如下结论：
(1)创业绩效和社会资本变异是创业战略调整的引动机制,而战略决策则是生存危机或成长动机驱使下的战略变革行为。这是创业企业战略演化的基本逻辑。
在创业探索的过程中,由于企业社会资本所蕴含的可涉取资源能力、知识与商机的变化,或者由于创业绩效的显著变化,都会破坏企业现有战略与环境、资源、创业期望之间的平衡状态,使得企业再按原有战略运行时,将会导致愈加恶化的生存危机,或者会因错失机遇而违背成长动机。面对可能出现的一次或数次生存危机与成长机遇,企业创业过程中将采取一系列的战略调整行动来响应,这构成了创业战略的演化。
(2)企业创业战略中心命题由创业定位战略、创业治理战略和社会资本拓展战略三个类别组成。
企业创业离不开资源,也离不开机会。而面对既有资源和机会,或致力于获取潜在机会与资源,以改变假设、超越自我,每一个创业企业都不得不回答这样三个问题,或者说必须做出三类战略决策。一是在有初始资源和机会条件下,选择“做什么”或改变为新的“做什么”的问题,即战略定位问题：二是在资源有限情况下,欲使“做什么”成为可行,“怎么做”的问题,对于创业企业主要是治理决策问题；三是不论是“做什么”或“怎么做”,现有资源机会都不足以支撑就此创业成功,要在创业求解过程中持续获取新的资源、新的探索机会,需要重点关注如何获取和从哪些获取的“谁支持”问题,这可归结为企业社会资本的拓展问题。
企业通过对这三类创业战略问题的回答,响应与适应环境、持续获取和有效利用资源与机会,探索和形成稳定的主业,取得创业的成功。
(3)新创企业的创业战略决策是一个社会资本与战略选择相互影响相互作用、互为条件互为因果的共演过程。
战略如何形成?明茨伯格认为有两种基本范式：深思熟虑和应急突现。深思熟虑范式强调战略控制的效率性,适用于稳定可预测的环境；而应急突现范式强调战略学习的灵活性,适合于快速变化的环境。现实的战略形成模式是一个由深思熟虑和应急突现模式为端点的连续体,融合了思维与行动、控制与学习、稳定与变革,需要同时兼顾战略控制的效率性和战略学习的灵活性。而对于创业企业,探索“根”业务的过程要更加注重在探索行动中思考、在试错中学习,在变革中开路。而创业情境(创业绩效、社会资本)的变化更是会触发战略的反馈和调整。
本文研究发现,企业创业阶段,所面临的创业情境：(1)生存环境的不确定性。企业没有已通过实践检验成功的“根”业务和稳定的利基市场可依,决策者难以做出一步到位的创业战略方案,创业战略定位的形成不是线性的,而是动态演化的。(2)生存资源的稀缺性。创业初期的企业基础资源稀薄,这就驱使企业寻找或创新适宜的网络合作与治理方式。(3)生存危机与成长动机的强烈性。尚未能锁定“根”业务而稳定成长的创业企业,试错知错时面对生存危机,需要有新的机会与资源以启动再尝试；试错过关后释放成长动机,需要新的定位与治理方式来匹配；“骑驴找马”情境下则期望有更大更好的机会以取得快速成长,脱离“险境”。这都意味着企业需要拓展社会资本以支持创业搜索过程的有效展开。
正是企业创业探索中的这种综合了不确定性、稀缺性和强烈性的创业情境,使得创业战略的形成是一个基于寻找主业、安身立命这一基本战略目标,根据初始情境选择初始战略,同时根据创业绩效和社会资本的变化,不断对创业行动领域和活动方式进行选择和判断的动态演化过程。这一演化过程是由四个基本部分所组成的,即初始条件、初始战略、过程条件和演化战略。
Currently, Entrepreneurship has been a key constituent and entrepreneur activities have played an important role in developing economy, creating job opportunities and wealth. But the entrepreneurs faced the similar situation when they started their business, that is, tremendous pressure for existence, highly uncertain goal, little resources and low capabilities with limited organizational reason.
In fact, when their businesses grow up, their opportunities and fates are greatly different. Some can promptly acquire the market and gradually made a stable living and moved ahead. Some negotiated times changes with twists and turns and managed to survive, even with higher destination. Comparably, more business experienced so much hardship but finally failed.
According to the entrepreneurship thories, different results come from different opportunities and different approaches to exploit the opportunity. In accordance with the strategic theories, the reason why these business's fates are so different lies in the different strategy they have chosen. Then the further question is how these businesses select their start-up strategy? Which factors pose the impact on their choices for business arena and operating pattern? How do they influence?
The scholars has pointed out that the essence of strategy is to design an optimistic resource configuration schema under the circumstances where resources are extremely shorted. Here the opportunities that the business can encounter is closely related their relationship network. Obviously, if the entrepreneurship business turns a blind eye to the role of business social capital when considering its resource configuration, it can hardly get a satisfactory answer.
Form the business social capital perspective, the extant literatures focus on three lenses. The first one is embedded perspective with a basic assumption that the success of the entrepreneurship lies in the right strategy which suits its embedded social relationship network. The second perspective centers on the function of social capital. The researchers hold the idea that social capital will influence the entrepreneur strategy and the performance, while different aspects and different amount of the social capital can impose different effects.
The third perspective is called entrepreneurship lens with an essential assumption that with the so called "creative destruction"activities, innovative strategy can add impetus to the innovation of social capital. In summary, the three lenses above all fall in the category of unilateral and decomposed mentality and are not enough for the purpose of explaining and guiding the choice and re-choice of entrepreneur strategy. Then how can we manage to understand and analyze the selection of the entrepreneur strategy?
Concentrating on the core theme of the entrepreneur strategic decision-making, this paper conducts its research in three regards. First, based on what logic the entrepreneur businesses select and adjust their strategy? Second, which contents the entrepreneur strategy involves? Third, how do the businesses choice their entrepreneur strategies? In other words, how the entrepreneur strategies come into being?
Combining multiple methods including the theory analysis, case study, content analysis, and inquiry questionnaires, the paper conclude with the following results. First, the entrepreneurship performance and the alteration of social capital drive the adjustment of entrepreneur strategy, while the strategic decision-making is the reaction to the emergence of survival or growth aspiration. This is the basic logic of strategy evolution.
First, the entrepreneurship performance and the alteration of social capital drive the adjustment of entrepreneur strategy, while the strategic decision-making is the reaction to the emergence of survival or growth aspiration. This is the basic logic of strategy evolution.
Second, the entrepreneur strategy can be divided into three sub-strategies, namely, the positioning strategy, governance strategy and social capital expanding strategy.
The entrepreneur strategy decision-making is a co-evolution process where the social capital and strategic choice interact and act as the cause and results mutually.
The research witnesses that the businesses in their entrepreneurship state are faced with such conditions, that is, uncertainty of existing environment, shortage of resources and the urgency of survival or the keen growth aspiration.
Just under so implicated and urgent situation, the evolution of entrepreneur strategy is a such process that with the goal of seeking main business, choice its primitive strategy in line with the original situation, while change its strategy according to the alteration of performance and social capital of the business.
It's a process with continuous selections and judgments. Such an evolving process consists of four parts, namely, initial condition, initial strategy, changed conditions and evolving strategy.
基于企业社会资本的观点,现有研究主要从三个视角进行探讨：(1)嵌入视角,其基本假设是企业创业的成功在于选择了与所嵌入社会关系网络相匹配的战略类型。(2)功能视角,基本假设是企业社会资本影响创业战略与创业绩效,但不同维度与不同量态的社会资本具有不同的影响类型与影响程度。(3)创业视角,基本假设是对当前所嵌入环境的“创造性破坏”,创新战略驱动创新社会资本。但是,基于这三种视角研究,都属于单边、解构的战略形成观,不能有效解释和指导现实世界中创业企业战略的选择与再选择过程。那么,应该采用什么样的视角来理解和分析创业企业的创业战略选择?
围绕“企业社会资本与创业战略决策关系”这一中心问题,本论文主要基于社会资本视角,从三个方面进行探索和研究：第一、企业创业战略的选择与调整,基于什么样的逻辑；第二,企业创业战略决策应该包括哪些内容?第三、创业企业是如何选择其创业战略的?或者说创业战略决策是如何形成的?
本研究结合理论分析和案例研究、内容分析,以及通过对创业企业的调查问卷采用SPSS软件对模型假设进行的实证检验,本研究主要得到如下结论：
(1)创业绩效和社会资本变异是创业战略调整的引动机制,而战略决策则是生存危机或成长动机驱使下的战略变革行为。这是创业企业战略演化的基本逻辑。
在创业探索的过程中,由于企业社会资本所蕴含的可涉取资源能力、知识与商机的变化,或者由于创业绩效的显著变化,都会破坏企业现有战略与环境、资源、创业期望之间的平衡状态,使得企业再按原有战略运行时,将会导致愈加恶化的生存危机,或者会因错失机遇而违背成长动机。面对可能出现的一次或数次生存危机与成长机遇,企业创业过程中将采取一系列的战略调整行动来响应,这构成了创业战略的演化。
(2)企业创业战略中心命题由创业定位战略、创业治理战略和社会资本拓展战略三个类别组成。
企业创业离不开资源,也离不开机会。而面对既有资源和机会,或致力于获取潜在机会与资源,以改变假设、超越自我,每一个创业企业都不得不回答这样三个问题,或者说必须做出三类战略决策。一是在有初始资源和机会条件下,选择“做什么”或改变为新的“做什么”的问题,即战略定位问题：二是在资源有限情况下,欲使“做什么”成为可行,“怎么做”的问题,对于创业企业主要是治理决策问题；三是不论是“做什么”或“怎么做”,现有资源机会都不足以支撑就此创业成功,要在创业求解过程中持续获取新的资源、新的探索机会,需要重点关注如何获取和从哪些获取的“谁支持”问题,这可归结为企业社会资本的拓展问题。
企业通过对这三类创业战略问题的回答,响应与适应环境、持续获取和有效利用资源与机会,探索和形成稳定的主业,取得创业的成功。
(3)新创企业的创业战略决策是一个社会资本与战略选择相互影响相互作用、互为条件互为因果的共演过程。
战略如何形成?明茨伯格认为有两种基本范式：深思熟虑和应急突现。深思熟虑范式强调战略控制的效率性,适用于稳定可预测的环境；而应急突现范式强调战略学习的灵活性,适合于快速变化的环境。现实的战略形成模式是一个由深思熟虑和应急突现模式为端点的连续体,融合了思维与行动、控制与学习、稳定与变革,需要同时兼顾战略控制的效率性和战略学习的灵活性。而对于创业企业,探索“根”业务的过程要更加注重在探索行动中思考、在试错中学习,在变革中开路。而创业情境(创业绩效、社会资本)的变化更是会触发战略的反馈和调整。
本文研究发现,企业创业阶段,所面临的创业情境：(1)生存环境的不确定性。企业没有已通过实践检验成功的“根”业务和稳定的利基市场可依,决策者难以做出一步到位的创业战略方案,创业战略定位的形成不是线性的,而是动态演化的。(2)生存资源的稀缺性。创业初期的企业基础资源稀薄,这就驱使企业寻找或创新适宜的网络合作与治理方式。(3)生存危机与成长动机的强烈性。尚未能锁定“根”业务而稳定成长的创业企业,试错知错时面对生存危机,需要有新的机会与资源以启动再尝试；试错过关后释放成长动机,需要新的定位与治理方式来匹配；“骑驴找马”情境下则期望有更大更好的机会以取得快速成长,脱离“险境”。这都意味着企业需要拓展社会资本以支持创业搜索过程的有效展开。
正是企业创业探索中的这种综合了不确定性、稀缺性和强烈性的创业情境,使得创业战略的形成是一个基于寻找主业、安身立命这一基本战略目标,根据初始情境选择初始战略,同时根据创业绩效和社会资本的变化,不断对创业行动领域和活动方式进行选择和判断的动态演化过程。这一演化过程是由四个基本部分所组成的,即初始条件、初始战略、过程条件和演化战略。
Currently, Entrepreneurship has been a key constituent and entrepreneur activities have played an important role in developing economy, creating job opportunities and wealth. But the entrepreneurs faced the similar situation when they started their business, that is, tremendous pressure for existence, highly uncertain goal, little resources and low capabilities with limited organizational reason.
In fact, when their businesses grow up, their opportunities and fates are greatly different. Some can promptly acquire the market and gradually made a stable living and moved ahead. Some negotiated times changes with twists and turns and managed to survive, even with higher destination. Comparably, more business experienced so much hardship but finally failed.
According to the entrepreneurship thories, different results come from different opportunities and different approaches to exploit the opportunity. In accordance with the strategic theories, the reason why these business's fates are so different lies in the different strategy they have chosen. Then the further question is how these businesses select their start-up strategy? Which factors pose the impact on their choices for business arena and operating pattern? How do they influence?
The scholars has pointed out that the essence of strategy is to design an optimistic resource configuration schema under the circumstances where resources are extremely shorted. Here the opportunities that the business can encounter is closely related their relationship network. Obviously, if the entrepreneurship business turns a blind eye to the role of business social capital when considering its resource configuration, it can hardly get a satisfactory answer.
Form the business social capital perspective, the extant literatures focus on three lenses. The first one is embedded perspective with a basic assumption that the success of the entrepreneurship lies in the right strategy which suits its embedded social relationship network. The second perspective centers on the function of social capital. The researchers hold the idea that social capital will influence the entrepreneur strategy and the performance, while different aspects and different amount of the social capital can impose different effects.
The third perspective is called entrepreneurship lens with an essential assumption that with the so called "creative destruction"activities, innovative strategy can add impetus to the innovation of social capital. In summary, the three lenses above all fall in the category of unilateral and decomposed mentality and are not enough for the purpose of explaining and guiding the choice and re-choice of entrepreneur strategy. Then how can we manage to understand and analyze the selection of the entrepreneur strategy?
Concentrating on the core theme of the entrepreneur strategic decision-making, this paper conducts its research in three regards. First, based on what logic the entrepreneur businesses select and adjust their strategy? Second, which contents the entrepreneur strategy involves? Third, how do the businesses choice their entrepreneur strategies? In other words, how the entrepreneur strategies come into being?
Combining multiple methods including the theory analysis, case study, content analysis, and inquiry questionnaires, the paper conclude with the following results. First, the entrepreneurship performance and the alteration of social capital drive the adjustment of entrepreneur strategy, while the strategic decision-making is the reaction to the emergence of survival or growth aspiration. This is the basic logic of strategy evolution.
First, the entrepreneurship performance and the alteration of social capital drive the adjustment of entrepreneur strategy, while the strategic decision-making is the reaction to the emergence of survival or growth aspiration. This is the basic logic of strategy evolution.
Second, the entrepreneur strategy can be divided into three sub-strategies, namely, the positioning strategy, governance strategy and social capital expanding strategy.
The entrepreneur strategy decision-making is a co-evolution process where the social capital and strategic choice interact and act as the cause and results mutually.
The research witnesses that the businesses in their entrepreneurship state are faced with such conditions, that is, uncertainty of existing environment, shortage of resources and the urgency of survival or the keen growth aspiration.
Just under so implicated and urgent situation, the evolution of entrepreneur strategy is a such process that with the goal of seeking main business, choice its primitive strategy in line with the original situation, while change its strategy according to the alteration of performance and social capital of the business.
It's a process with continuous selections and judgments. Such an evolving process consists of four parts, namely, initial condition, initial strategy, changed conditions and evolving strategy.
引文
1林嵩,张帏,姜彦福.创业机会的特征与新创企业的战略选择—基于中国创业企业案例的探索性研究[J].科学学研究,2006(2)：268-272
2Birley S.The role of networks in the entrepreneurial process.Journal of Business Venturing.1997(1):109-124
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