企业领导发展导向行为对顾客价值创造影响作用的研究
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摘要
随着市场竞争的加剧,企业面临着日益复杂的外部经营环境。在这种背景下,企业如何为顾客创造出优异的顾客价值,赢取更多的顾客成为企业持续发展的关键问题。企业领导者如何带领企业员工为顾客创造出优异的产品和服务,如何增加顾客的感知价值是各个企业领导者面临的焦点问题。我们通过对新领导理论、顾客价值、员工态度和行为等相关理论的综述,认为传统的“监管式”的领导行为已不能适应新的企业经营环境,敏锐的监控企业经营环境、开拓创新、设置愿景等发展导向领导行为成为企业领导者新型领导行为的最佳选择。经过理论推导,我们提出发展导向领导行为对顾客价值创造影响作用的关系模型,并开发出具有较高信度和效度的测量工具;最后,运用中国企业样本数据对研究模型进行了结构方程模型检验,并对检验结果进行了分析。
In the 21st century, enterprises are faced with a variety of uncertainties, such as technology updating frequently, excess supply and changes in customer’s demand. In this context, it is the key problem in the surviving and developing for enterprises that how to create superior customer value and win customers’loyalty. In recent years, customer value has become the common concern of the top managers and the scholars in marketing and is regarded as a new source of competitive advantage.
In the practice of management, many of the leaders in enterprise provided customers with more superior value than their competitors, and have bound the competitive advantage. Nevertheless, some of the top-leaders made their business defeated due to ignoring the customer vlaue. The success or failure cases of the business arose our thought about the issues: which of the superior values should the enterprises provide to customers in the intense market competition environment? What roles do the leaders need to play in the process of creating the customer value? Research on these issues will help to enterprise identifying the customer's value migration, and provide reference for leaders playing appropriate roles and for enterprise building customer value oriented organizational culture. Withal, it is having import significance for practice of enterprise sustaining developing.
Therefore, the paper hackled the correlative literatures about organizational behavior and marketing, reviewed the interrelated researches on New leadership theoretics and customer value. Based on these effort, we brought forward that business leaders need to keen to the opportunities in the external environment and be able to describe an attractive vision of business, take their hand to innovation risk, and lead companies to create superior customer value. we called thess behaviors as development-oriented behavior, and pointed out that, on the one hand, development-oriented leadership behavior impact on customer value directly, and on the other hand, development-oriented leadership will inspire employee's attitudes and behaviors positively, and the input of the employee will promote the creation of customer value.
Based on the skeleton of research, we brought development-oriented leadership behavior, employee satisfaction, employee commitment, employee devotion and customer value into a framework, constructed the relationship modle on development-oriented leadership behavior impact on the customer value creation, discussed the relationship among the factors, tested the relationship modle and the hypothesis. In succession, we discussed the conclusion and openned out the academic value and the significance for management practice. The detailed content shows on following.
First, reviewed the interrelated theories and literatures. We summarized the interelated literatures about the new leadership theories, customer value, employee attitudes and behaviors, which would prived academic base for explainning the variables of the research and constructing the relationship model.
Second, constructed the academic modle on development-oriented leadership behavior impacting customer value creation and put forward the hypotheses. We put out that development-oriented leadership behavior impact customer value creation directly, and it inspires employee's attitudes and behaviors positively, and the input of the employee will promote the creation of customer value.
Third, Empirical Research. First of all, we empoldered the scales for the study throught Exploratory Factor Analysis(EFA) and Confirmatory Factor Analysis(CFA) which reached the levels of the study on reliability and validity. Secondly, we practised the descriptive statistical analysis on the concerned variables. Then, we tested the theoretical model and the hypotheses adopted the AMOS software, and found all hypotheses supported. Finally, we discussed the results and brought forward the theory and practical significance.
Integrated the research, we obtained the following main conclusions: First of all, development-orientde leadership behavior has the directly positive effect on customer value creation observably. Secondly, development-oriented leadership behavior have an important effect on employee satisfaction and employee commitment, and the positive atittude will inspires the employee devotion, and create excellent customer value. Finally, we found the domino offect of the direct effect bigger than the indirect effect.
In the 21st century, enterprises are faced with a variety of uncertainties, such as technology updating frequently, excess supply and changes in customer’s demand. In this context, it is the key problem in the surviving and developing for enterprises that how to create superior customer value and win customers’loyalty. In recent years, customer value has become the common concern of the top managers and the scholars in marketing and is regarded as a new source of competitive advantage.
In the practice of management, many of the leaders in enterprise provided customers with more superior value than their competitors, and have bound the competitive advantage. Nevertheless, some of the top-leaders made their business defeated due to ignoring the customer vlaue. The success or failure cases of the business arose our thought about the issues: which of the superior values should the enterprises provide to customers in the intense market competition environment? What roles do the leaders need to play in the process of creating the customer value? Research on these issues will help to enterprise identifying the customer's value migration, and provide reference for leaders playing appropriate roles and for enterprise building customer value oriented organizational culture. Withal, it is having import significance for practice of enterprise sustaining developing.
Therefore, the paper hackled the correlative literatures about organizational behavior and marketing, reviewed the interrelated researches on New leadership theoretics and customer value. Based on these effort, we brought forward that business leaders need to keen to the opportunities in the external environment and be able to describe an attractive vision of business, take their hand to innovation risk, and lead companies to create superior customer value. we called thess behaviors as development-oriented behavior, and pointed out that, on the one hand, development-oriented leadership behavior impact on customer value directly, and on the other hand, development-oriented leadership will inspire employee's attitudes and behaviors positively, and the input of the employee will promote the creation of customer value.
Based on the skeleton of research, we brought development-oriented leadership behavior, employee satisfaction, employee commitment, employee devotion and customer value into a framework, constructed the relationship modle on development-oriented leadership behavior impact on the customer value creation, discussed the relationship among the factors, tested the relationship modle and the hypothesis. In succession, we discussed the conclusion and openned out the academic value and the significance for management practice. The detailed content shows on following.
First, reviewed the interrelated theories and literatures. We summarized the interelated literatures about the new leadership theories, customer value, employee attitudes and behaviors, which would prived academic base for explainning the variables of the research and constructing the relationship model.
Second, constructed the academic modle on development-oriented leadership behavior impacting customer value creation and put forward the hypotheses. We put out that development-oriented leadership behavior impact customer value creation directly, and it inspires employee's attitudes and behaviors positively, and the input of the employee will promote the creation of customer value.
Third, Empirical Research. First of all, we empoldered the scales for the study throught Exploratory Factor Analysis(EFA) and Confirmatory Factor Analysis(CFA) which reached the levels of the study on reliability and validity. Secondly, we practised the descriptive statistical analysis on the concerned variables. Then, we tested the theoretical model and the hypotheses adopted the AMOS software, and found all hypotheses supported. Finally, we discussed the results and brought forward the theory and practical significance.
Integrated the research, we obtained the following main conclusions: First of all, development-orientde leadership behavior has the directly positive effect on customer value creation observably. Secondly, development-oriented leadership behavior have an important effect on employee satisfaction and employee commitment, and the positive atittude will inspires the employee devotion, and create excellent customer value. Finally, we found the domino offect of the direct effect bigger than the indirect effect.
引文
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[2] [美]菲利普·科特勒,凯文·莱恩·凯勒.营销管理[M].上海:上海人民出版社,2006.
[3]许正良,柳铮,古安伟.企业高层领导在顾客价值创造中的作用[J],中国软科学,2009,(02):151-157.
[4] [美]彼得?诺思?豪斯.领导学:理论与实践[M].南京:江苏教育出版社,2002.
[5] Woodruff, R. B.. Customer Value: The next aource for competitive advantage[J]. Journal of the Academy of Marketing Science, 1997, 25(2): 139-153.
[6] Lapierre, J.. Customer-perceived value in industrial context[J]. The Journal of Business & Industrial Marketing, 2000, 15(2/3): 122-140.
[7] Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, B. V.. Organizational commitment, job satisfaction and turnover among Psychiatric Technicians[J]. Journal of Applied Psychology, 1974, 59: 603-609.
[8] Sheldon, M. E. Investment and involvement as mechanisms producing commitment to the organization[J]. Administrative Science Quarterly, 1971, 16: 143-150.
[9] Wiener Y. Commitment in organizations: a nonnative view[J]. Academy of Management Review. 1982, (7):418-428.
[10]凌文辁,张治灿,方俐洛.中国职工组织承诺的结构模型研究[J].管理科学学报,2000, 3(2): 77-81.
[11] Douglas B. Currivan. The causal order of job satisfaction and organizational commitment in the models of employee turnover[J]. Human Resource Management Review, 1999, 9 (4) : 495-524.
[12] Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, B. V.. Organizational commitment, job satisfaction and turnover among psychiatric techincians. Journal of Applied Psychology, 1974, 59, 603-609.
[13] Wiener Y. Commitment in organizations: a nonnative view[J]. Academy of Management Review. 1982, (7):418-428.
[14] Allen, N. & Meyer, J.. The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology, 1990, 63, 1-18.
[15] Zeithmal, V. A.. Consumer perception of price, quality, and value: a means-end model and synthesis of evidence[J]. Journal of Marketing, July 1988, 52;2-22.
[16] Gronroos, C.. Value-drinen relational marketing: from products to resources and competences[J]. Joural of Marketing Management, 1997, 13(5): 407-419.
[17] Sheth, J. N., B. I. Newman, and B. L. Gross. Why we buy what we buy: a theory of consumption value[J]. Journal of Business Research, 1991, 22, 159-170.
[18] Smith, J. B., & Colgate, M.. Customer value creation: a practical framework[J]. Journal of Marketing Theory and Practice, 2007, 15(1): 7-34.
[19] Cook,J. D.,Hepworth,S. J.,Wall,T. D.,& Warr,P. B.. The experience of work: A compendium of 249 measures and their use[M]. London: Academic Press, 1981.
[20] Tusi, A. S., Egan, T. D. & O'Reilly, C. A.. Being different: relational demography and organizational attachment[J]. Administrative Science Quarterly, 1992, 37: 549-579.
[21]陈永霞,贾良定,李超平,宋继文,张君君.变革型领导、心理授权与员工的组织承诺:中国情境下的实证研究[J].管理世界,2006,1:96-106.
[22] [美]霍华德?舒尔茨,[美]多利?琼斯?扬.将心注入[M].杭州:浙江人民出版社,2006.
[23]吴晓波.大败局[M].杭州:浙江人民出版社,2007.
[24]张维迎.企业理论与中国企业改革[M].北京:北京大学出版社,1999.
[25]王辉,忻蓉,徐淑英.中国企业CEO的领导行为及对企业经营业绩的影响[J].管理世界,2006,(4):87-139.
[26] Ulrich, D., Brockband, W. and Smallwood, N.. Leaders add value[J]. Leadership Excellence, 2005, 22(2):11-12.
[27] Carrillat, F. A., Jaramillo, F. and Locander, W.. Market-driving organisations: a framework[J]. Academy of Marketing Science Review, 2004, (5): 1-14.
[28]刘石兰,任浩.高层领导与顾客满意在质量管理中的相关性[J].工业工程与管理,2007,(2):79-84.
[29] [美]哈罗德?孔茨,海因茨?韦里克.管理学[M].第十版.北京:经济科学出版社,2002.
[30] Yukl, G. A.. Leadership in organization[M]. (3rd ed.) Englewood Cliffs, N. J.: Prertice-Hall, 1994.
[31] Bryman A. Charismatic leadership in business organizations: some neglected issues[J]. The Leadership Quarterly, 1993, 4(3-4): 289-304.
[32] Burns, J. M.. Leadership, harper and row publishers[M]. New York, NY, 1978.
[33] Bass, B. M.. Leadership and performance beyond expectations[M]. NY: Free Press, 1985.
[34] Conger, Jay A.; Kanungo, R. N.. Toward a behavioral theory of charismatic leadership in organizational settings[J]. The Academy of Management Review, 1987, 12(4): 637.
[35] Shamir, B., House, R. J., & Arthur, M. B.. The motivational effects of charismaticleadership: A self-concept based theory[J]. Organizational Science, 1993, 4: 577-594.
[36]车文博.心理学原理[M].哈尔滨:黑龙江人民出版社,1986.
[37]孙伶俐.基于CA理论的员工行为对企业效率的影响研究[D].成都:成都理工大学管理科学与工程,2007.
[38] Borman, W. C., & Motowidlo, S. J.. Expanding the criterion domain to include elements of contextual performance[M]. San Francisco: Jossey-Bass, 1993.
[39] Motowidle, S. J., Van Scotter, J. R.. Evidence that task performance should be distinguished from contextual performance[J]. Journal of Applied Psychology, 1994, (79): 475-480.
[40] Organ, D. W.. Organizational citizenship behavior: the good soldier syndrome[M]. MA: Lexington, 1988.
[41]杜旌.绩效考评对组织承诺和组织公民行为的影响研究[D].武汉:华中科技大学,管理科学与工程,2005.
[42]樊景立,钟晨波,Organ,D. W..组织公民行为概念范畴的归纳性分析[J]//徐淑英、刘忠明,中国企业管理的前沿研究[M],北京:北京大学出版社,2005.
[43] Zeithaml, V. A., Berry, L. L., & Parasuraman, A.. The nature and determinants of customer expectations of service[J]. Journal of the Academy of Marketing Science, 1993, 21(1): 1-12.
[44]白长虹.西方的顾客价值研究及其实践启示[J].南开管理评论,2001,2:51-54.
[45] Narver, J. C.. & Slater, S. F.. The effect of a market orientation on business profitability[J]. Journal of Marketing, 1990, 54: 20-35.
[46] Mintzberg, H.. The structuring of organizations[M]. Prentice Hall, Englewood Cliffs, NJ, 1979.
[47]陈亮,王保平.试论四维度领导行为权变理论模型的建立[J].生产力研究,2006,2:237-239.
[48] House, R. J.. Path-goal theory of leadership:Lessons, legacy, and a reformulated theory[J]. Leadership Quarterly, 1996, 7(3): 323-352.
[49]许正良.管理研究方法[M].长春:吉林大学出版社,2004.
[50] [美]罗伯特?F?德威利斯.量表编制理论与应用[M].重庆:重庆大学出版社,2004.
[51]侯杰泰,温忠麟,成子娟.结构方程模型及其应用[M].北京:教育科学出版社,2004.
[2] [美]菲利普·科特勒,凯文·莱恩·凯勒.营销管理[M].上海:上海人民出版社,2006.
[3]许正良,柳铮,古安伟.企业高层领导在顾客价值创造中的作用[J],中国软科学,2009,(02):151-157.
[4] [美]彼得?诺思?豪斯.领导学:理论与实践[M].南京:江苏教育出版社,2002.
[5] Woodruff, R. B.. Customer Value: The next aource for competitive advantage[J]. Journal of the Academy of Marketing Science, 1997, 25(2): 139-153.
[6] Lapierre, J.. Customer-perceived value in industrial context[J]. The Journal of Business & Industrial Marketing, 2000, 15(2/3): 122-140.
[7] Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, B. V.. Organizational commitment, job satisfaction and turnover among Psychiatric Technicians[J]. Journal of Applied Psychology, 1974, 59: 603-609.
[8] Sheldon, M. E. Investment and involvement as mechanisms producing commitment to the organization[J]. Administrative Science Quarterly, 1971, 16: 143-150.
[9] Wiener Y. Commitment in organizations: a nonnative view[J]. Academy of Management Review. 1982, (7):418-428.
[10]凌文辁,张治灿,方俐洛.中国职工组织承诺的结构模型研究[J].管理科学学报,2000, 3(2): 77-81.
[11] Douglas B. Currivan. The causal order of job satisfaction and organizational commitment in the models of employee turnover[J]. Human Resource Management Review, 1999, 9 (4) : 495-524.
[12] Porter, L. W., Steers, R. M., Mowday, R. T., & Boulian, B. V.. Organizational commitment, job satisfaction and turnover among psychiatric techincians. Journal of Applied Psychology, 1974, 59, 603-609.
[13] Wiener Y. Commitment in organizations: a nonnative view[J]. Academy of Management Review. 1982, (7):418-428.
[14] Allen, N. & Meyer, J.. The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology, 1990, 63, 1-18.
[15] Zeithmal, V. A.. Consumer perception of price, quality, and value: a means-end model and synthesis of evidence[J]. Journal of Marketing, July 1988, 52;2-22.
[16] Gronroos, C.. Value-drinen relational marketing: from products to resources and competences[J]. Joural of Marketing Management, 1997, 13(5): 407-419.
[17] Sheth, J. N., B. I. Newman, and B. L. Gross. Why we buy what we buy: a theory of consumption value[J]. Journal of Business Research, 1991, 22, 159-170.
[18] Smith, J. B., & Colgate, M.. Customer value creation: a practical framework[J]. Journal of Marketing Theory and Practice, 2007, 15(1): 7-34.
[19] Cook,J. D.,Hepworth,S. J.,Wall,T. D.,& Warr,P. B.. The experience of work: A compendium of 249 measures and their use[M]. London: Academic Press, 1981.
[20] Tusi, A. S., Egan, T. D. & O'Reilly, C. A.. Being different: relational demography and organizational attachment[J]. Administrative Science Quarterly, 1992, 37: 549-579.
[21]陈永霞,贾良定,李超平,宋继文,张君君.变革型领导、心理授权与员工的组织承诺:中国情境下的实证研究[J].管理世界,2006,1:96-106.
[22] [美]霍华德?舒尔茨,[美]多利?琼斯?扬.将心注入[M].杭州:浙江人民出版社,2006.
[23]吴晓波.大败局[M].杭州:浙江人民出版社,2007.
[24]张维迎.企业理论与中国企业改革[M].北京:北京大学出版社,1999.
[25]王辉,忻蓉,徐淑英.中国企业CEO的领导行为及对企业经营业绩的影响[J].管理世界,2006,(4):87-139.
[26] Ulrich, D., Brockband, W. and Smallwood, N.. Leaders add value[J]. Leadership Excellence, 2005, 22(2):11-12.
[27] Carrillat, F. A., Jaramillo, F. and Locander, W.. Market-driving organisations: a framework[J]. Academy of Marketing Science Review, 2004, (5): 1-14.
[28]刘石兰,任浩.高层领导与顾客满意在质量管理中的相关性[J].工业工程与管理,2007,(2):79-84.
[29] [美]哈罗德?孔茨,海因茨?韦里克.管理学[M].第十版.北京:经济科学出版社,2002.
[30] Yukl, G. A.. Leadership in organization[M]. (3rd ed.) Englewood Cliffs, N. J.: Prertice-Hall, 1994.
[31] Bryman A. Charismatic leadership in business organizations: some neglected issues[J]. The Leadership Quarterly, 1993, 4(3-4): 289-304.
[32] Burns, J. M.. Leadership, harper and row publishers[M]. New York, NY, 1978.
[33] Bass, B. M.. Leadership and performance beyond expectations[M]. NY: Free Press, 1985.
[34] Conger, Jay A.; Kanungo, R. N.. Toward a behavioral theory of charismatic leadership in organizational settings[J]. The Academy of Management Review, 1987, 12(4): 637.
[35] Shamir, B., House, R. J., & Arthur, M. B.. The motivational effects of charismaticleadership: A self-concept based theory[J]. Organizational Science, 1993, 4: 577-594.
[36]车文博.心理学原理[M].哈尔滨:黑龙江人民出版社,1986.
[37]孙伶俐.基于CA理论的员工行为对企业效率的影响研究[D].成都:成都理工大学管理科学与工程,2007.
[38] Borman, W. C., & Motowidlo, S. J.. Expanding the criterion domain to include elements of contextual performance[M]. San Francisco: Jossey-Bass, 1993.
[39] Motowidle, S. J., Van Scotter, J. R.. Evidence that task performance should be distinguished from contextual performance[J]. Journal of Applied Psychology, 1994, (79): 475-480.
[40] Organ, D. W.. Organizational citizenship behavior: the good soldier syndrome[M]. MA: Lexington, 1988.
[41]杜旌.绩效考评对组织承诺和组织公民行为的影响研究[D].武汉:华中科技大学,管理科学与工程,2005.
[42]樊景立,钟晨波,Organ,D. W..组织公民行为概念范畴的归纳性分析[J]//徐淑英、刘忠明,中国企业管理的前沿研究[M],北京:北京大学出版社,2005.
[43] Zeithaml, V. A., Berry, L. L., & Parasuraman, A.. The nature and determinants of customer expectations of service[J]. Journal of the Academy of Marketing Science, 1993, 21(1): 1-12.
[44]白长虹.西方的顾客价值研究及其实践启示[J].南开管理评论,2001,2:51-54.
[45] Narver, J. C.. & Slater, S. F.. The effect of a market orientation on business profitability[J]. Journal of Marketing, 1990, 54: 20-35.
[46] Mintzberg, H.. The structuring of organizations[M]. Prentice Hall, Englewood Cliffs, NJ, 1979.
[47]陈亮,王保平.试论四维度领导行为权变理论模型的建立[J].生产力研究,2006,2:237-239.
[48] House, R. J.. Path-goal theory of leadership:Lessons, legacy, and a reformulated theory[J]. Leadership Quarterly, 1996, 7(3): 323-352.
[49]许正良.管理研究方法[M].长春:吉林大学出版社,2004.
[50] [美]罗伯特?F?德威利斯.量表编制理论与应用[M].重庆:重庆大学出版社,2004.
[51]侯杰泰,温忠麟,成子娟.结构方程模型及其应用[M].北京:教育科学出版社,2004.