转型期国有煤炭企业高管团队能力结构及评价研究
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摘要
国有煤炭企业作为我国煤炭行业的主力军,在国民经济和社会发展中具有重要的战略地位。当前,我国国有煤炭企业正处于重要的发展机遇期,这对企业高管团队能力提出了更高的要求。但是,我国一些国有煤炭企业高管团队存在着整体能力弱化或结构性缺损的现象,这日益成为限制国有煤炭企业发展的突出“瓶颈”。因此,对我国国有煤炭企业高管团队能力进行研究,对于提升企业高管团队整体能力进而促进国有煤炭企业长远可持续发展具有重要意义。
本文在借鉴高层梯队理论、能力理论等相关理论和实践研究的基础上,界定了企业高管团队能力的概念及其特征,并对转型期国有煤炭企业内外部环境特征、转型目标及高管团队的职责等内容进行了详细分析。搭建了本文高管团队能力结构研究基本框架,为后文能力结构维度的选取和实证研究提供了相应指导,并从个人、团队、组织三个层面对转型期国有煤炭企业高管团队能力影响因素进行了分析。通过问卷调查法获取数据,运用SPSS18.0对数据进行信度、效度分析,对转型期国有煤炭企业高管团队能力初始结构进行修正,最终得到团队基本能力、团队战略管理能力、团队创新管理能力、团队组织领导能力和团队社会责任能力五大关键能力。在此基础上,本文确定能力评价指标体系及其权重,并选用模糊综合评价法对能力进行评价。最后,以A国有煤炭企业为研究案例,对A国有煤炭企业高管团队进行能力结构及评价研究,并根据评价结果提出提升A国有煤炭企业高管团队能力的对策建议。
As the main component of our country's coal industry, the state-owned coal enterprises play an important strategic role in our nation's economic and social development. At this time, the state-owned coal enterprises are in an important opportunity period, this puts forward more severe requirements of Top Management Team ability. But, some Top Management Team exist integral capability weakening or structural defect phenomena, this increasingly become the "bottleneck" for restricting the development of state-owned coal enterprises. Therefore, conduct the study of Top Management Team ability of state-owned coal enterprise, have the important meaning of promoting Top Management Team ability and state-owned coal enterprises' long-term sustainable development.
Based on refering Upper Echelon Theory, ability theory and empirical studies, this paper defines the concept and characters of Top Management Team ability, and analyzed inner and outer environment characteristics of the state-owned coal enterprise, the enterprise transition goals and Top Management Team's obligation in detail. This paper built Top Management Team ability structure basic framework, provides corresponding guidance for the selection of ability structural dimension and empirical studies, and from individuals, teams, organization three levels to analyze Top Management Team ability of state-owned coal enterprise influence factors. Through the questionnaire survey to obtain data, using SPSS 18.0 to conduct reliability and validity analysis, to revise the initial structure of Top Management Team ability of the state-owned coal enterprise in transition, finally got five key ability, they are team basic ability, team strategic management ability, team learning innovation ability, team leadership ability and team social responsibility.On this basis, this paper determines the ability evaluation index system and weight, and chooses fuzzy comprehensive evaluation method to evaluate ability. Finally, take A state-owned coal enterprise as example, study Top Management Team ability structure and ability evaluation of A state-owned coal enterprises, and put forward countermeasures of promoting Top Management Team ability of A state-owned coal executives according to the evaluation results.
本文在借鉴高层梯队理论、能力理论等相关理论和实践研究的基础上,界定了企业高管团队能力的概念及其特征,并对转型期国有煤炭企业内外部环境特征、转型目标及高管团队的职责等内容进行了详细分析。搭建了本文高管团队能力结构研究基本框架,为后文能力结构维度的选取和实证研究提供了相应指导,并从个人、团队、组织三个层面对转型期国有煤炭企业高管团队能力影响因素进行了分析。通过问卷调查法获取数据,运用SPSS18.0对数据进行信度、效度分析,对转型期国有煤炭企业高管团队能力初始结构进行修正,最终得到团队基本能力、团队战略管理能力、团队创新管理能力、团队组织领导能力和团队社会责任能力五大关键能力。在此基础上,本文确定能力评价指标体系及其权重,并选用模糊综合评价法对能力进行评价。最后,以A国有煤炭企业为研究案例,对A国有煤炭企业高管团队进行能力结构及评价研究,并根据评价结果提出提升A国有煤炭企业高管团队能力的对策建议。
As the main component of our country's coal industry, the state-owned coal enterprises play an important strategic role in our nation's economic and social development. At this time, the state-owned coal enterprises are in an important opportunity period, this puts forward more severe requirements of Top Management Team ability. But, some Top Management Team exist integral capability weakening or structural defect phenomena, this increasingly become the "bottleneck" for restricting the development of state-owned coal enterprises. Therefore, conduct the study of Top Management Team ability of state-owned coal enterprise, have the important meaning of promoting Top Management Team ability and state-owned coal enterprises' long-term sustainable development.
Based on refering Upper Echelon Theory, ability theory and empirical studies, this paper defines the concept and characters of Top Management Team ability, and analyzed inner and outer environment characteristics of the state-owned coal enterprise, the enterprise transition goals and Top Management Team's obligation in detail. This paper built Top Management Team ability structure basic framework, provides corresponding guidance for the selection of ability structural dimension and empirical studies, and from individuals, teams, organization three levels to analyze Top Management Team ability of state-owned coal enterprise influence factors. Through the questionnaire survey to obtain data, using SPSS 18.0 to conduct reliability and validity analysis, to revise the initial structure of Top Management Team ability of the state-owned coal enterprise in transition, finally got five key ability, they are team basic ability, team strategic management ability, team learning innovation ability, team leadership ability and team social responsibility.On this basis, this paper determines the ability evaluation index system and weight, and chooses fuzzy comprehensive evaluation method to evaluate ability. Finally, take A state-owned coal enterprise as example, study Top Management Team ability structure and ability evaluation of A state-owned coal enterprises, and put forward countermeasures of promoting Top Management Team ability of A state-owned coal executives according to the evaluation results.
引文
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8. Finkelstein S. Power in top management teams:Dimensions, measurement, and validation [J]. Academy of Management Journal,1992, (35):505-538.
9. Hambrick D.C. Top management groups:A conceptual integration and reconsideration of the team label [J]. Research in organization Behavior,1994,16:171-214.
10. Simsek Z, VeigaJ.F. Modeling the multilevel determinants of top management team behavioral integration [J]. Academy of Management Journal,2005, (48):69-84.
11. Katz R. The effects of group longevity on project communication and performance [J]. Administrative Science Quarterly,1982,28(27):81-104.
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2.徐细熊,万迪,淦未宇.TMT构成对组织产出影响的国外研究进展及对我国国企改革中高管团队构建的启示[J].管理工程学报,2007,4：39-45.
3. Hambrick D C, Mason P A. Upper echelons:The organization as a reflection of its top managers [J]. Academy of Management Review,1984,9:193-206.
4. Hambrick D C, Cho T S, Chen M. The influence of top management team heterogeneity on firm's competitive moves [J]. Administrative Science Quarterly,1996,41:658-684.
5. Talaulicar T., Grunter J., Wender A. Strategic decision making in start-ups:The effect of top management team organization and processes on speed and comprehensiveness [J]. Journal of Business Venturing,2005,12(20):519-541.
6. Smith, K.G, Smith, K.A.,D.R. Top management team demography and process:the role of social integration and communication [J]. Administrative Science Quarterly,1994,39(3): 12-38.
7. Boone C, OlffenW.V. The genesis of top management team diversity:Selective turnover among top management teams in Dutch Newspaper Publishing [J]. Academy of Management Journal,2004,47:633-656.
8. Finkelstein S. Power in top management teams:Dimensions, measurement, and validation [J]. Academy of Management Journal,1992, (35):505-538.
9. Hambrick D.C. Top management groups:A conceptual integration and reconsideration of the team label [J]. Research in organization Behavior,1994,16:171-214.
10. Simsek Z, VeigaJ.F. Modeling the multilevel determinants of top management team behavioral integration [J]. Academy of Management Journal,2005, (48):69-84.
11. Katz R. The effects of group longevity on project communication and performance [J]. Administrative Science Quarterly,1982,28(27):81-104.
12. Tjosvold. Theory and intercultural communication [M].Sage, Thousand Oaks, CA,2000.
13. Wiersema, M.E, Bantel, K.A. Top management team demography and corporate strategic change [J]. Academy of Management Journal,1992. (35):91-121.
14.孙海法,伍晓奕.企业高管团队研究的进展[J].管理科学学报,2003,8：82-88.
15.魏立群,王智慧.我国上市公司高管特征与企业绩效的实证研究[J].南开管理评论,2002,4：16-22.
16.王瑛,官建成.我国企业高层管理者、创新策略与企业绩效之间的关系研究[J].管理工程学报,2003,3：12-15.
17.朱红军.我国上市公司高管人员更换的现状分析[J].管理世界,2002,2：45-48.
18.龚玉池.公司绩效与高层更换[J].经济研究,2003,5：78-80.
19.鲁海帆.高管团队内薪酬差距与公司业绩—基于中国上市公司的实证研究[D].广东：暨南大学,2008.
20.孙永样,林浚清.高管团队内薪酬差距、公司绩效和治理结构[J].企业管理,2005,8：78-80.
21.佘宏志.我国上市公司高管团队的激励机制实证研究[J].中国工业经济,2007,5：67-78.
22.沈正宁,林嵩.新创企业的薪酬制度—针对高管团队的设计[J].科学学与科学技术管理,2007,9：45-56.
23. Schumpeter, Joseph. A. Capitalism, Socialism and Democracy [M]. NY:Harper& Brothers, 1942.
24. Penrose, Edith. The Theory of the Growth of Firm [M]. New York:John Wiley,1959.
25. Jay, B. Barney. Strategic factor markets:Expectation, luck and business strategy [J]. Management Science,1986(32):1231-1241.
26. C.Prahalad, Gary Hamel. The Core Competence of the Corporation [J]. Harvard Business Review,1990,5:79-91.
27. Teece, D.J, Pisano, G. Dynamic capabilities and strategic management [J].Strategic Management Journal,1997,18(7):509-533.
28.加里·德斯勒.人力资源管理[M].北京：中国人民大学出版社,2000.
29.劳伦斯·克雷曼.人力资源管理：获取竞争优势的工具[M].北京：机械工业出版社,2001.
30.王勇.基于能力的人力资源管理理论——知识工作者有效工作能力的确定、评价与发展[D].浙江：浙江大学,2003.
31.张平.国外高层管理团队研究综述[J].科技进步与对策,2006,7：197-200.
32.马亚男.个人能力、团队能力、企业能力的转化扩散机制研究[J].科学学与科学技术管理,2005,5：23-25.
33.陈国权.团队学习和学习型团队：概念、能力模型、测量及对团队绩效的影响[J].管理学报,2007,9(4)：602-609.
34.国企、民企与外企高管团队传记特征与行为整合的比较研究[D].广州：中山大学,2008.
35. HaleblianJ., Finkelstein S. Top management team size, CEO dominance, and firm performance:The moderating roles of environmental turbulence and discretion [J]. Academy of Management Journal,1993, (36):844-863.
36. Amason A C. Distinguishing the effects of functional and dysfunctional conflict on strategic decision making:Resolving a paradox for top management teams [J]. Academy of Management Journal,1986,39:123-148.
37. Palled LH. Demographic diversity, conflict, and work group outcomes:An intervening process theory [J]. Organization Science,1996,7:613-631.
38. Guzzo R, Dickson M. Teams in organization:recent research on performance and effectiveness [J]. Journal of Management,1996,20:213-324.
39. Carpenter, M.A. Geletkanycz. Upper Echelons Research Revisited:Antecedents, Elements, and Consequences of Top Management Team Composition [J]. Journal of Management,2004, 30(6):749-778.
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