高层管理团队运作过程对组织绩效的影响研究
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摘要
大量的研究探讨了高层管理团队(TMT)对团队和组织的影响,其中大部分聚焦于TMT的人口统计特征或构成。但是,随着实证研究结果的积累,相关的研究却无法得出一致性的结论,因此,需要深入探索TMT的运作过程。他们如何处理不同的问题,如何利用来自不同TMT成员的信息和技能,从而形成战略决策?有哪些TMT内部的运作过程能够提升企业绩效?环境的状况会不会干涉TMT运作过程与组织产出之间的关系?本研究将对这些问题进行深入的探讨。
利用来自63个中国企业的数据,本研究检验了TMT的运作过程,包括团队冲突、行为整合、团队熟练程度、团队有效性、战略决策质量,与组织绩效之间的关系,以及这些内部过程相互之间的关系。此外,我们还检验了环境的竞争强度对这些作用的调节作用。
我们发现行为整合对团队有效性产生显著的正向作用,而且团队熟练程度在其中起到了部分中介的作用；情绪冲突对团队有效性产生显著的负向作用,而战略决策质量在其中起到了完全中介的作用；团队有效性对组织绩效产生显著的正向作用。此外,本研究检验了环境的竞争强度对这些关系的影响,但是没有发现显著的调节作用。
基于本研究的结果,我们讨论了理论和实践的意义。我们提出了在TMT和群体研究领域中,需要进一步探索和研究,而且有很大潜力的地方,并对TMT的内部和人际运作提出了一些建议。
A lot of researches have demonstrated the influence of Top Management Team (TMT) on team and organizational outcomes, with the majority of which focusing on demographic features or compositions of TMT. However, the accumulated empirical results are found to be inconclusive, which provokes the demand of looking into the bowels of TMTs'processes, how they deal with different problems and utilize various information and skills from other members and come up with strategic decisions? Are there certain processes which could benefit organizational performance? What role the environmental conditions play here? How would they affect such mechanism? This paper is purposed to deliberate on such problems.
With a sample of 63 enterprises located in China, this study has examined the relations of TMT processes with organizational performance. We introduced both psychological and behavioral processes, including conflict, behavioral integration, team deftness, team effectiveness, quality of strategic decision, and we verified the relationships among these processes themselves. We have also tried to figure out possible effects competitive intensity of the environment plays here.
We found the positive influence of behavioral integration on team effectiveness, with team deftness as a partial mediator; the negative influence of emotional conflict on team effectiveness, with quality of strategic decisions as a complete mediator; and the positive influence of team effectiveness on organizational performance. We have conducted analysis to testify the contextual effect of environmental competitive intensity on these relationships, but we were unable to identify it.
Based on our findings, we discussed the theoretical and practical implications. We have come up with several areas in TMT and group research which call for more and further exploration and promising for scholars to look into. In the final, we have provided some advice for TMTs'internal and interactive processes.
利用来自63个中国企业的数据,本研究检验了TMT的运作过程,包括团队冲突、行为整合、团队熟练程度、团队有效性、战略决策质量,与组织绩效之间的关系,以及这些内部过程相互之间的关系。此外,我们还检验了环境的竞争强度对这些作用的调节作用。
我们发现行为整合对团队有效性产生显著的正向作用,而且团队熟练程度在其中起到了部分中介的作用；情绪冲突对团队有效性产生显著的负向作用,而战略决策质量在其中起到了完全中介的作用；团队有效性对组织绩效产生显著的正向作用。此外,本研究检验了环境的竞争强度对这些关系的影响,但是没有发现显著的调节作用。
基于本研究的结果,我们讨论了理论和实践的意义。我们提出了在TMT和群体研究领域中,需要进一步探索和研究,而且有很大潜力的地方,并对TMT的内部和人际运作提出了一些建议。
A lot of researches have demonstrated the influence of Top Management Team (TMT) on team and organizational outcomes, with the majority of which focusing on demographic features or compositions of TMT. However, the accumulated empirical results are found to be inconclusive, which provokes the demand of looking into the bowels of TMTs'processes, how they deal with different problems and utilize various information and skills from other members and come up with strategic decisions? Are there certain processes which could benefit organizational performance? What role the environmental conditions play here? How would they affect such mechanism? This paper is purposed to deliberate on such problems.
With a sample of 63 enterprises located in China, this study has examined the relations of TMT processes with organizational performance. We introduced both psychological and behavioral processes, including conflict, behavioral integration, team deftness, team effectiveness, quality of strategic decision, and we verified the relationships among these processes themselves. We have also tried to figure out possible effects competitive intensity of the environment plays here.
We found the positive influence of behavioral integration on team effectiveness, with team deftness as a partial mediator; the negative influence of emotional conflict on team effectiveness, with quality of strategic decisions as a complete mediator; and the positive influence of team effectiveness on organizational performance. We have conducted analysis to testify the contextual effect of environmental competitive intensity on these relationships, but we were unable to identify it.
Based on our findings, we discussed the theoretical and practical implications. We have come up with several areas in TMT and group research which call for more and further exploration and promising for scholars to look into. In the final, we have provided some advice for TMTs'internal and interactive processes.
引文
[1]Jiatao L, Katherine R X, Anne T, et al. Building effective international joint venture leadership teams in China [J]. Journal of World Business,1999,34:52-68.
[2]Finkelstein S. Power in Top Management Teams:Dimensions, Measurement, and Validation [J]. Academy of Management,1992,35:505-538.
[3]Hambrick D C, Finkelstein S, Ann C M. Executive Job Demands:New Insights for Explaining Strategic Decisions and Leader Behaviors [J]. Academy of Management, 2005,30:472-491.
[4]Finkelstein S, Mooney A C. Not the usual suspects:how to use board process to make boards better [J]. Academy of Management,2003,17:101-113.
[5]高静美,郭继光.高层管理团队的人口特征学方法与社会认知方法的比较研究[J].国外社会科学,2006,6：39-46.
[6]华夏出版社.彼得·德鲁克.管理：任务、责任和实践[M],2007-2008.
[7]Kluwer Academic Publishers. Anne S T, Chung-Ming L. The Management of Enterprises in People's Republic of China [M],2002.
[8]Hambrick D C, Phyllis A. M. Upper Echelons:The Organization as a Reflection of Its Top Managers [J]. Academy of Management,1984,9:193-206.
[9]Boeker W. Strategic change:The Influence of Managerial Characteristics And Organizational Growth [J]. Academy of Management,1997,40:152-170.
[10]Richard A D, Ian C M. Crisis and the Content of Managerial Communications:A Study of the Focus of Attention of Top Managers in Surviving and Failing Firms [J]. Administrative Science Quarterly,1990,35:634-657.
[11]Eisenhardt K M, Schoonhoven C B. Organizational Growth:Linking Founding Team, Strategy, Environment, and Growth among U.S. Semiconductor Ventures [J]. Administrative Science Quarterly,1990,35:504-529.
[12]Lawrence B S. The Black Box of Organizational Demography [J]. Organization Science, 1997,8:1-22.
[13]Ken G S, Ken A S, Judy D 0, et al. Management Team Demography and Process:The Role of Social Integration and Communication [J]. Administrative Science Quarterly, 1994,39:412-438.
[14]Simons T, Pelled L H, Smith K A. Making Use of Difference:Diversity, Debate, and Decision Comprehensiveness in Top Management Teams [J]. Academy of Management, 1999,42:662-673.
[15]Mason A C, Marta A G, Wm. Gerard S. Upper echelons research revisited:Antecedents, elements, and consequences of top management team composition [J]. Journal of Management,2004,30:749-778.
[16]Hambrick D C. Upper Echelons Theory:An Update [J]. Academy of Management, 2007,32:334-343.
[17]Finkelstein S, Hambrick D C. Management-Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion [J]. Administrative Science Quarterly, 1990,39:485-503.
[18]贺远琼,杨文,陈昀.基于Meta分析的高管团队特征与企业绩效关系研究[J].软科学,2009,23：12-16.
[19]谭丽华.高管团队特征对国际化企业绩效影响的研究[D].广州：暨南大学管理学院,2009.
[20]孙海法,刘海山,姚振华.党政、国企与民企高管团队组成和运作过程比较[J].中山大学学报：社会科学版,2008,1：169-178.
[21]刘萍,井润田.创新决策过程中团队领导的控制模型研究[J].电子科技大学学报(社会科学版),2006,8：34-39.
[22]Carpenter M A. The Implications of Strategy and Social Context for the Relationship Between Top Management Team Heterogeneity and Firm Performance [J]. Strategic Management,2002,23:275-284.
[23]Hambrick D C, Finkelstein S. Managerial discretion: A bridge between polar views of organizational outcomes [J]. Research in Organizational Behavior, 1987.9:369-406.
[24]Hambrick D C. Top management groups:A conceptual integration and reconsideration of the "team" label [J]. Research In Organizational Behavior,1994,16:171-213.
[25]Hambrick D C, Eric A. Assessing Managerial Discretion across Industries:A Multimethod Approach [J]. Academy of Management,1995,38:1427-1441.
[26]Simsek Z, John F V, Michael H L, et al. Modeling the Multilevel Determinants of Top Management Team Behavioral Integration [J]. Academy of Management, 2005,48:69-84.
[27]McGrath R G, MacMillan I C, Venkataraman S. Defining and developing competence: A strategic process paradigm [J]. Strategic Management Journal,1995,16:251-275.
[28]林士渊.创业型外资企业TMT领导模式与效能机制研究[D].杭州：浙江大学管理学院,2()07.
[29]Dean T, Kenneth S L, Haifa S. Effectiveness of Chinese Teams:The Role of Conflict Types and Conflict Management Approaches [J]. Management and Organization Review, 2006,2:231-252.
[30]姚振华,孙海法.高竹团队组成特征与行为整合关系研究[J].南开管理评论,2()10，13：15-22.
[31]Nerkar A A, McGrath R G, MacMillan I C. Three facets of satisfaction and their influence on the performance of innovation teams [J]. Journal of Business Venturing, 1996,11:167-188.
[32]Haiyang L, Jun L. Top management team conflict and entrepreneurial strategy making in China [J]. Asia Pacific Journal of Management,2009,26:263-283.
[33]Barker J, Tjosvold D, Andrews I R. Conflict approaches of effective and ineffective managers:a field study in a matrix organization [J]. Journal of Management Studies, 1988,25:167-78.
[34]Guoquan C, Chunhong L, Dean T. Conflict Management for Effective Top Management Teams and Innovation in China [J].Journal of Management Studies 2005,42:277-300.
[35]Abraham C, John S. Top management team behavioral integration, decisi on quality, and organizational decline [J]. The Leadership Quarterly,2006,17:441-453.
[36]Dess G G. Consensus on strategy formulation and organizational performance Competitors in a fragmented industry [J]. Strategic Management,1987,8:259-277.
[37]刘军,李永娟,富萍萍.高层管理团队价值观共享、冲突与绩效：一项实证检验[J].管理学报,2007,5：644-653.
[2]Finkelstein S. Power in Top Management Teams:Dimensions, Measurement, and Validation [J]. Academy of Management,1992,35:505-538.
[3]Hambrick D C, Finkelstein S, Ann C M. Executive Job Demands:New Insights for Explaining Strategic Decisions and Leader Behaviors [J]. Academy of Management, 2005,30:472-491.
[4]Finkelstein S, Mooney A C. Not the usual suspects:how to use board process to make boards better [J]. Academy of Management,2003,17:101-113.
[5]高静美,郭继光.高层管理团队的人口特征学方法与社会认知方法的比较研究[J].国外社会科学,2006,6：39-46.
[6]华夏出版社.彼得·德鲁克.管理：任务、责任和实践[M],2007-2008.
[7]Kluwer Academic Publishers. Anne S T, Chung-Ming L. The Management of Enterprises in People's Republic of China [M],2002.
[8]Hambrick D C, Phyllis A. M. Upper Echelons:The Organization as a Reflection of Its Top Managers [J]. Academy of Management,1984,9:193-206.
[9]Boeker W. Strategic change:The Influence of Managerial Characteristics And Organizational Growth [J]. Academy of Management,1997,40:152-170.
[10]Richard A D, Ian C M. Crisis and the Content of Managerial Communications:A Study of the Focus of Attention of Top Managers in Surviving and Failing Firms [J]. Administrative Science Quarterly,1990,35:634-657.
[11]Eisenhardt K M, Schoonhoven C B. Organizational Growth:Linking Founding Team, Strategy, Environment, and Growth among U.S. Semiconductor Ventures [J]. Administrative Science Quarterly,1990,35:504-529.
[12]Lawrence B S. The Black Box of Organizational Demography [J]. Organization Science, 1997,8:1-22.
[13]Ken G S, Ken A S, Judy D 0, et al. Management Team Demography and Process:The Role of Social Integration and Communication [J]. Administrative Science Quarterly, 1994,39:412-438.
[14]Simons T, Pelled L H, Smith K A. Making Use of Difference:Diversity, Debate, and Decision Comprehensiveness in Top Management Teams [J]. Academy of Management, 1999,42:662-673.
[15]Mason A C, Marta A G, Wm. Gerard S. Upper echelons research revisited:Antecedents, elements, and consequences of top management team composition [J]. Journal of Management,2004,30:749-778.
[16]Hambrick D C. Upper Echelons Theory:An Update [J]. Academy of Management, 2007,32:334-343.
[17]Finkelstein S, Hambrick D C. Management-Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion [J]. Administrative Science Quarterly, 1990,39:485-503.
[18]贺远琼,杨文,陈昀.基于Meta分析的高管团队特征与企业绩效关系研究[J].软科学,2009,23：12-16.
[19]谭丽华.高管团队特征对国际化企业绩效影响的研究[D].广州：暨南大学管理学院,2009.
[20]孙海法,刘海山,姚振华.党政、国企与民企高管团队组成和运作过程比较[J].中山大学学报：社会科学版,2008,1：169-178.
[21]刘萍,井润田.创新决策过程中团队领导的控制模型研究[J].电子科技大学学报(社会科学版),2006,8：34-39.
[22]Carpenter M A. The Implications of Strategy and Social Context for the Relationship Between Top Management Team Heterogeneity and Firm Performance [J]. Strategic Management,2002,23:275-284.
[23]Hambrick D C, Finkelstein S. Managerial discretion: A bridge between polar views of organizational outcomes [J]. Research in Organizational Behavior, 1987.9:369-406.
[24]Hambrick D C. Top management groups:A conceptual integration and reconsideration of the "team" label [J]. Research In Organizational Behavior,1994,16:171-213.
[25]Hambrick D C, Eric A. Assessing Managerial Discretion across Industries:A Multimethod Approach [J]. Academy of Management,1995,38:1427-1441.
[26]Simsek Z, John F V, Michael H L, et al. Modeling the Multilevel Determinants of Top Management Team Behavioral Integration [J]. Academy of Management, 2005,48:69-84.
[27]McGrath R G, MacMillan I C, Venkataraman S. Defining and developing competence: A strategic process paradigm [J]. Strategic Management Journal,1995,16:251-275.
[28]林士渊.创业型外资企业TMT领导模式与效能机制研究[D].杭州：浙江大学管理学院,2()07.
[29]Dean T, Kenneth S L, Haifa S. Effectiveness of Chinese Teams:The Role of Conflict Types and Conflict Management Approaches [J]. Management and Organization Review, 2006,2:231-252.
[30]姚振华,孙海法.高竹团队组成特征与行为整合关系研究[J].南开管理评论,2()10，13：15-22.
[31]Nerkar A A, McGrath R G, MacMillan I C. Three facets of satisfaction and their influence on the performance of innovation teams [J]. Journal of Business Venturing, 1996,11:167-188.
[32]Haiyang L, Jun L. Top management team conflict and entrepreneurial strategy making in China [J]. Asia Pacific Journal of Management,2009,26:263-283.
[33]Barker J, Tjosvold D, Andrews I R. Conflict approaches of effective and ineffective managers:a field study in a matrix organization [J]. Journal of Management Studies, 1988,25:167-78.
[34]Guoquan C, Chunhong L, Dean T. Conflict Management for Effective Top Management Teams and Innovation in China [J].Journal of Management Studies 2005,42:277-300.
[35]Abraham C, John S. Top management team behavioral integration, decisi on quality, and organizational decline [J]. The Leadership Quarterly,2006,17:441-453.
[36]Dess G G. Consensus on strategy formulation and organizational performance Competitors in a fragmented industry [J]. Strategic Management,1987,8:259-277.
[37]刘军,李永娟,富萍萍.高层管理团队价值观共享、冲突与绩效：一项实证检验[J].管理学报,2007,5：644-653.