战略变革与战略执行力的组织学习前因及对绩效的协同影响
|
摘要
环境变化与组织适应是战略管理领域关注的基本问题,战略变革以及与其相关的组织变化、战略更新、战略转型等为中西战略管理学界研究的重要理论命题和热点问题。
国内外战略变革及其相关研究文献现存有以下四种主要研究模式:一是战略变革研究模式,研究主要侧重于战略变革阶段、战略变革过程、战略变革的积极影响因素、变革战略选择;二是战略变革—组织绩效研究模式,研究主要侧重于战略变革与企业绩效的关系;三是环境—战略变革—组织绩效研究模式,研究主要侧重于环境、战略变革和组织绩效三要素结合的理论模型构建与实证,以及实施战略变革和未实施战略变革企业的绩效差异比较;四是组织学习—战略转型/更新研究模式,研究主要侧重于组织学习对战略转型的效用模式,以及组织学习对战略更新的影响作用分析。
四种研究模式存有两点隐含假设:一是只要有外部环境和内部条件的变化,企业自然就会感知,进而进行战略变革;二是只要有正确的战略输入,自然就会有好的绩效。
整合四种主要研究模式,质疑两点隐含假设,引入战略执行力调节变量,确立了组织学习—战略变革—组织绩效的研究模式,架构了战略变革与战略执行力的组织学习前因及其协同绩效的基本研究框架。基本研究框架确立了三个主要研究命题:第一,组织学习对战略变革影响;第二,组织学习对战略执行力影响;第三,战略执行力调节的战略变革对组织绩效影响。采用理论分析与实证检验相结合的研究方法,对以上三个主要命题进行了研究,主要贡献如下:
(1)战略变革与组织学习的定义及测量量表
运用形式逻辑的定义研究方法,整合国内外现有的主要战略变革与组织学习定义和部分企业高管访谈的实际情况,对战略变革与组织学习概念进行了新的界定。
适用本文界定的战略变革与组织学习概念定义,借鉴现有国内外主要的战略变革与组织学习测量量表,参照Churchill量表开发程序,开发了新的战略变革与组织学习测量量表。其中,战略变革测量量表包括定位差异和观念差异两个测量维度和20个测量项目;组织学习测量量表包括发现、获取、比较、反思、纠错和记忆六个测量维度和18个测量项目。样本数据检验结果表明具有较好的信度与效度,为战略变革与组织学习的测量提供了一个有效工具。
(2)组织学习对战略变革影响的关系模型
基于变量定义与研究假设,架构了组织学习对战略变革影响的关系模型。模型的基本思想为:组织学习为战略变革及其定位差异和观念差异两个测量维度的前因,组织学习的发现、获取、比较、反思、纠错、记忆六个测量维度为战略变革定位差异和观念差异两个测量维度的前因。实证检验结果表明:组织学习虽从总体上对战略变革具有显著的正向影响,但组织学习及其六个测量维度对战略变革定位差异和观念差异两个测量维度的影响程度却具有一定的差异。
(3)组织学习对战略执行力影响的关系模型
基于变量定义与研究假设,架构了组织学习对企业战略执行力影响的关系模型。模型的基本思想为:组织学习为战略执行力及其战略共识、战略协同、战略控制三个测量维度的前因。实证检验结果表明,组织学习虽从整体上对战略执行力具有显著的积极影响,但组织学习对战略执行力的三个测量维度的影响程度却具有一定的差异。
(4)战略执行力调节的战略变革对组织绩效影响的理论框架
基于战略变革对组织绩效的主因与主因—调节两种作用模式,引入战略执行力调节因素(变量),架构了战略执行力调节的战略变革对组织绩效影响的理论框架。框架的基本思想为:战略执行力对战略变革与组织绩效关系具有调节作用。实证检验结果表明,战略执行力越强,则企业战略变革对组织绩效的改善程度越大,也即战略执行力对战略变革与组织绩效关系存在显著的调节作用。
Environmental change and organization adaptation are fundamental issues in the field of strategic management, and strategic change and its associated organization change, strategic renewal, strategic transformation et al. are have being important theoretical proposition and focal issues studied by scholars of strategic management domestic and foreign.
There are four main research patterns existing in strategic change and its related research literatures domestic and foreign. First, the research pattern on strategic change, which mainly focuses on the stage of strategic change, the process of strategic change, the positive factors of strategic change and the choosing of strategies for change; Secondly, the research pattern on strategic change - organizational performance, which mainly emphasizes on the relationship between strategic change and organizational performance for firms; Thirdly, the research pattern on environment - strategic change - organizational performance, which are mainly keen on the theoretical model constructed and tested that associated with three factors of environment, strategic change and organizational performance, and organizational performance difference comparison implementing strategic change with unimplementing strategic change; Fourthly, the research pattern on organizational learning - strategic transformation/renewal, which are mainly about effective pattern on organizational learning to strategic transformation, as well as effectiveness analysis on organizational learning to strategic renewal.
There are two implicit assumptions in four research patterns. First, as long as the external environment and internal conditions change, firms naturally will perceive them and strategic change will take place; Secondly, as long as inputted right strategy, firms naturally will have a good organizational performance.
Integrating four main research patterns, oppugning two implicit assumptions, and introducing one mediate variable -strategy implementation power (based on variable attributes and related analysis to identify it), the author establishes a new research pattern on organizational learning - strategic change - organizational performance, and constructs a basic research framework for antecedent organizational learning and synergistic performance of strategic change and strategic implement power. The basic research framework consists of three main propositions. First, the impact of organizational learning to strategic change; Secondly, the impact of organizational learning to strategic implementation power; Thirdly, the impact of strategic change to organizational performance under the mediation of strategic implementation power. The author, using the research methods of theoretical analysis and empirical test, studied three main topics above. Main contribution is as follows:
(1) The definitions and measurement scales of strategic change and organizational learning
The author, using definition research methods of formal logic, integrating major definitions of strategic change and organizational learning domestic and foreign, and the actual situation of interviews with partial executives, defines new conception of strategic change and organizational learning.
Applying the new definitions of strategic change and organizational learning, drawing on the main measurement scales of strategic change and organizational learning domestic and foreign, in the light of Churchill scale development program, the article develops new measurement scales of strategic change and organizational learning. Thereinto, the scale of strategic change includes two dimensions of position difference and perspective difference and 20 measurement items; the scale of organizational learning includes six dimensions of discovery, acquisition, comparison, reflection, error correction and memory and 18 measurement items. Sample data have good reliability and validity, which provide effective tools for measurement of strategic change and organizational learning.
(2) The relationship model on the impact of organizational learning to strategic change
Based on the definitions of variables and research hypothesises, the author constructs a relationship model on the impact of organizational learning to strategic change. The model's main idea is as follows: First, organizational learning is a cause of strategic change and its two dimensions of position difference and perspective difference. Secondly, six dimensions of discovery, acquisition, comparison, reflection, error correction and memory of organizational learning are causes of two dimensions of position difference and perspective difference of strategic change. The results of model tested show, although organizational learning has a whole positive influence to strategic change, the impact degree of organizational learning and its six measurement dimensions to two-dimensions of position difference and perspective difference of strategic change has some differences.
(3) The relationship model on the impact of organizational learning to strategic implementation power
Based on the definitions of variables and research hypothesises, the author constructs a relationship model on the impact of organizational learning to strategic implementation power. The model's main idea is as follows: First, organizational learning is a cause of strategic implementation power and its three-dimensions of strategic recognition, strategic synergy and strategic control. The results of model tested show, although organizational learning has a whole positive influence to strategic implementation power, the impact degree of organizational learning to three measurement dimensions of strategic implementation power has some differences.
(4) The theoretical framework for the impact of strategic change to organizational performance under the mediation of strategic implementation power
Basing on two function patterns on major cause and major - mediated cause of strategic change to organizational performance, and introducing the mediation factor (variable) of strategic implementation power, the author constructs a theoretical framework for the impact of strategic change to organizational performance under the mediation of strategic implementation power. The framework's main idea is as follows: strategic implementation power has mediation effect on the relationship between strategic change and organizational performance. The results of framework tested show that, the stronger strategic implementation power is, the greater improvement of organizational performance is. That is, strategic implementation power has positive mediation effect on the relationship between strategic change and organizational performance.
国内外战略变革及其相关研究文献现存有以下四种主要研究模式:一是战略变革研究模式,研究主要侧重于战略变革阶段、战略变革过程、战略变革的积极影响因素、变革战略选择;二是战略变革—组织绩效研究模式,研究主要侧重于战略变革与企业绩效的关系;三是环境—战略变革—组织绩效研究模式,研究主要侧重于环境、战略变革和组织绩效三要素结合的理论模型构建与实证,以及实施战略变革和未实施战略变革企业的绩效差异比较;四是组织学习—战略转型/更新研究模式,研究主要侧重于组织学习对战略转型的效用模式,以及组织学习对战略更新的影响作用分析。
四种研究模式存有两点隐含假设:一是只要有外部环境和内部条件的变化,企业自然就会感知,进而进行战略变革;二是只要有正确的战略输入,自然就会有好的绩效。
整合四种主要研究模式,质疑两点隐含假设,引入战略执行力调节变量,确立了组织学习—战略变革—组织绩效的研究模式,架构了战略变革与战略执行力的组织学习前因及其协同绩效的基本研究框架。基本研究框架确立了三个主要研究命题:第一,组织学习对战略变革影响;第二,组织学习对战略执行力影响;第三,战略执行力调节的战略变革对组织绩效影响。采用理论分析与实证检验相结合的研究方法,对以上三个主要命题进行了研究,主要贡献如下:
(1)战略变革与组织学习的定义及测量量表
运用形式逻辑的定义研究方法,整合国内外现有的主要战略变革与组织学习定义和部分企业高管访谈的实际情况,对战略变革与组织学习概念进行了新的界定。
适用本文界定的战略变革与组织学习概念定义,借鉴现有国内外主要的战略变革与组织学习测量量表,参照Churchill量表开发程序,开发了新的战略变革与组织学习测量量表。其中,战略变革测量量表包括定位差异和观念差异两个测量维度和20个测量项目;组织学习测量量表包括发现、获取、比较、反思、纠错和记忆六个测量维度和18个测量项目。样本数据检验结果表明具有较好的信度与效度,为战略变革与组织学习的测量提供了一个有效工具。
(2)组织学习对战略变革影响的关系模型
基于变量定义与研究假设,架构了组织学习对战略变革影响的关系模型。模型的基本思想为:组织学习为战略变革及其定位差异和观念差异两个测量维度的前因,组织学习的发现、获取、比较、反思、纠错、记忆六个测量维度为战略变革定位差异和观念差异两个测量维度的前因。实证检验结果表明:组织学习虽从总体上对战略变革具有显著的正向影响,但组织学习及其六个测量维度对战略变革定位差异和观念差异两个测量维度的影响程度却具有一定的差异。
(3)组织学习对战略执行力影响的关系模型
基于变量定义与研究假设,架构了组织学习对企业战略执行力影响的关系模型。模型的基本思想为:组织学习为战略执行力及其战略共识、战略协同、战略控制三个测量维度的前因。实证检验结果表明,组织学习虽从整体上对战略执行力具有显著的积极影响,但组织学习对战略执行力的三个测量维度的影响程度却具有一定的差异。
(4)战略执行力调节的战略变革对组织绩效影响的理论框架
基于战略变革对组织绩效的主因与主因—调节两种作用模式,引入战略执行力调节因素(变量),架构了战略执行力调节的战略变革对组织绩效影响的理论框架。框架的基本思想为:战略执行力对战略变革与组织绩效关系具有调节作用。实证检验结果表明,战略执行力越强,则企业战略变革对组织绩效的改善程度越大,也即战略执行力对战略变革与组织绩效关系存在显著的调节作用。
Environmental change and organization adaptation are fundamental issues in the field of strategic management, and strategic change and its associated organization change, strategic renewal, strategic transformation et al. are have being important theoretical proposition and focal issues studied by scholars of strategic management domestic and foreign.
There are four main research patterns existing in strategic change and its related research literatures domestic and foreign. First, the research pattern on strategic change, which mainly focuses on the stage of strategic change, the process of strategic change, the positive factors of strategic change and the choosing of strategies for change; Secondly, the research pattern on strategic change - organizational performance, which mainly emphasizes on the relationship between strategic change and organizational performance for firms; Thirdly, the research pattern on environment - strategic change - organizational performance, which are mainly keen on the theoretical model constructed and tested that associated with three factors of environment, strategic change and organizational performance, and organizational performance difference comparison implementing strategic change with unimplementing strategic change; Fourthly, the research pattern on organizational learning - strategic transformation/renewal, which are mainly about effective pattern on organizational learning to strategic transformation, as well as effectiveness analysis on organizational learning to strategic renewal.
There are two implicit assumptions in four research patterns. First, as long as the external environment and internal conditions change, firms naturally will perceive them and strategic change will take place; Secondly, as long as inputted right strategy, firms naturally will have a good organizational performance.
Integrating four main research patterns, oppugning two implicit assumptions, and introducing one mediate variable -strategy implementation power (based on variable attributes and related analysis to identify it), the author establishes a new research pattern on organizational learning - strategic change - organizational performance, and constructs a basic research framework for antecedent organizational learning and synergistic performance of strategic change and strategic implement power. The basic research framework consists of three main propositions. First, the impact of organizational learning to strategic change; Secondly, the impact of organizational learning to strategic implementation power; Thirdly, the impact of strategic change to organizational performance under the mediation of strategic implementation power. The author, using the research methods of theoretical analysis and empirical test, studied three main topics above. Main contribution is as follows:
(1) The definitions and measurement scales of strategic change and organizational learning
The author, using definition research methods of formal logic, integrating major definitions of strategic change and organizational learning domestic and foreign, and the actual situation of interviews with partial executives, defines new conception of strategic change and organizational learning.
Applying the new definitions of strategic change and organizational learning, drawing on the main measurement scales of strategic change and organizational learning domestic and foreign, in the light of Churchill scale development program, the article develops new measurement scales of strategic change and organizational learning. Thereinto, the scale of strategic change includes two dimensions of position difference and perspective difference and 20 measurement items; the scale of organizational learning includes six dimensions of discovery, acquisition, comparison, reflection, error correction and memory and 18 measurement items. Sample data have good reliability and validity, which provide effective tools for measurement of strategic change and organizational learning.
(2) The relationship model on the impact of organizational learning to strategic change
Based on the definitions of variables and research hypothesises, the author constructs a relationship model on the impact of organizational learning to strategic change. The model's main idea is as follows: First, organizational learning is a cause of strategic change and its two dimensions of position difference and perspective difference. Secondly, six dimensions of discovery, acquisition, comparison, reflection, error correction and memory of organizational learning are causes of two dimensions of position difference and perspective difference of strategic change. The results of model tested show, although organizational learning has a whole positive influence to strategic change, the impact degree of organizational learning and its six measurement dimensions to two-dimensions of position difference and perspective difference of strategic change has some differences.
(3) The relationship model on the impact of organizational learning to strategic implementation power
Based on the definitions of variables and research hypothesises, the author constructs a relationship model on the impact of organizational learning to strategic implementation power. The model's main idea is as follows: First, organizational learning is a cause of strategic implementation power and its three-dimensions of strategic recognition, strategic synergy and strategic control. The results of model tested show, although organizational learning has a whole positive influence to strategic implementation power, the impact degree of organizational learning to three measurement dimensions of strategic implementation power has some differences.
(4) The theoretical framework for the impact of strategic change to organizational performance under the mediation of strategic implementation power
Basing on two function patterns on major cause and major - mediated cause of strategic change to organizational performance, and introducing the mediation factor (variable) of strategic implementation power, the author constructs a theoretical framework for the impact of strategic change to organizational performance under the mediation of strategic implementation power. The framework's main idea is as follows: strategic implementation power has mediation effect on the relationship between strategic change and organizational performance. The results of framework tested show that, the stronger strategic implementation power is, the greater improvement of organizational performance is. That is, strategic implementation power has positive mediation effect on the relationship between strategic change and organizational performance.
引文
[1]许德音,周长辉.中国战略管理学研究现状评估.管理世界,2004,5:76-87.
[2]Ansoff,H.I.Strategic Management.New York:John Wiley and Sons,1979.
[3]Hofer C.,D.E.Schendel.Strategy Formulation:Analytical Concepts.West Publishing,St Paul,MN,1978.
[4]Nandini Rajagopalan,Gretchen M.Spreitzer.Toward a Theory of Strategic Change:A Multi-Lens Perspective and Integrative Framework.Academy of Management Review,1996,22(1):48-79.
[5]陈传明,刘海建.企业战略变革:内涵与测量方法论探析.科研管理,2006,27(3):67-73.
[6]Argyris C,Schon D.A.Organizational Learning:A Theory of Action Perspective.Addison-Wesley,Reading:Massachusetts,1978.
[7]Mary M.Crossan,Iris Berdrow.Organizational Learning and Strategic Renewal.Strategic Management Journal,2003,24:1087-1105.
[8]芮明杰,胡金星,张良森.企业战略转型中组织学习的效用分析.研究与发展管理,2005,2:99-118.
[9]Blumenthal,B.,Haspeslagh,P.Toward a Definition of Corporate Transformation.Sloan Management Review,1994,35(3):101-106.
[10]Bartunek,J.M.Changing Interpretive Schemes and Organizational Restructuring:An Example of a Religious Order.Administrative Science Quarterly,1984,29:355-3?2.
[11]Dutton,J.,Duncan,R B..The Creation of Momentum for Change through the Process of Strategic Issue Diagnosis.Strategic Management Journal,1987,8:279-295.
[12]Milliken,F.J.Perceiving and Interpreting Environmental Change:An Examination of College Administrators' Interpretation of Changing Demographics.Academy of Management Journal,1990,33:42-63.
[13]Child J,Kieser,J.Development of Organizations over Time In P Nystrom and W Starbuck(Eds).Handbook of Organizational Design.Oxford:England Oxford University Press,1981.
[14]Meyer,A D.Adapting to Enviromental Jolts.Administrative Science Quarterly,1982,27:515-537.
[15]Lalit M.Johri.The Strategic Transformation of a Medium-sized Indian Company.Knowledge and Process Management,1997,4(4):236-246.
[16]Schendel,D.,G.Patton,J.Riggs.Corporate Turnaround Strategies:A Study of Profit Decline and Recovery,Journal of General Management,1976,3:3-11.
[17]Hofer,C.Turnaround Strategies.Journal of Business Strategy,1980,1:19-31.
[18]Hedberg,B.L.t.,P.C.Nystrom,W.H.Starbuck.Camping on Seesaws:Prescriptions for a Self-designing Organization.Administrative Science Quarterly,1976,21:41-65.
[19]Starbuck,W.H.,A.Greve,B.L.T.Hedberg.Responding to Crisis.Journal of Business Administration,1978,9(2):111-137.
[20]Grinyer,P.H.,J.C.,Spender.Recipes,Crises and Adaptation in Mature Businesses.International Studies of Management and Organization,1979a,9(3):113-133.
[21]Martyn Pitt.A Dynamic Model of Strategic Change in Growth-oriented Firms.Strategic Change,2005,14:307-326.
[22]Smith,Curtis M.Grimm.Environmental Variation,Strategic Change and Firm Performance:A Study of Railroad Deregulation.Strategic Management Journal,1987,8:363-376.
[23]J.A.Thompson.Organizations in Action.New York:McGraw Hill,1967.
[24]Henry Mintzberg,Bruce Ahlstrand,Joseph Lampel.Strategy Sfari:A Guided Tour though the Wilds of Strategic Management.New York:Free Press,1998.
[25]Bourgeois,L.J.Strategy and Environment:a Conceptual Integration.Academy of Management Review,1980,5:25-39.
[26]Ginsberg,A.Measuring and Modelling Changes in Strategy:Theoretical Foundations and Empirical Directions.Strategic Management Journal,1988,9:559-575.
[27]李怀祖.管理研究方法论(第二版).西安:西安交通大学出版社,2004.
[28] Rumelt, R. Strategy, Structure, and Economic performance. Boston: Graduate School of Business Administration, 1974.
[29] Jane N. Feitler. Measuring Firm Strategic Change in the Regulated and Deregulated Motor Carrier Industry: an Eighteen Year Evaluation. Unpublished Doctoral Dissertation, 1995.
[30] Boeker, w., Goodstein J. Organizational Performance and Adaptation: Effects of Environment and Performance on Changes in Board Composition. Academy of Management Journal, 1991, 36: 172-186.
[31] Fombrun, C. J. Envisioning Strategic Change. In P. Shrivastava, A. Huff and J. Dutton (eds.). Advances in Strategic Management. 1993, 9: 157-188. Greenwich, CT: JAI Press.
[32] Ginsberg, A. Operationalizing Organizational Strategy: toward an Integrative Framework. Academy of Management Review, 1984, 9: 548-557.
[33] Chaffee, E. Three Models of Strategy. Academy of Management Review, 1985, 10: 89-98.
[34] Snow, C. C., D. C. Hambrick. Measuring Organizational Strategies: Some Theoretical and Methodological Problems. Academy of Management Review, 1980, 5(4): 527-538.
[35] Tushman, M. L., E. Romanelli. Organizational Evolution: Interactions between External and Emergent Processes and Strategic Choice, in B. M. Staw and L. L. Cummings (eds), Research in Organizational Behavior. Greenwich CT: JAI Press, 1985.
[36] Peter F. Mathias. The Role of the Logistics System in Strategic Change: The Case of the Multinational Corporation. Unpublished Doctoral Dissertation, 1979.
[37] Fornaciari C J, Lamont B T, Mason B. Incremental and Revolutionary Strategic Change: an Empirical Test of Common Premises. The International Journal of Organizational Analysis, 1993, 3: 273-290.
[38] 李业,朱七一,梁经锐. 企业战略转移的理论探讨. 经济管理, 2001, 6: 29-35.
[39] Boeker, w., GoodsteinJ. Organizational Performance and Adaptation: Effects of Environment and Performance on Changes in Board Composition. Academy of Management Journal, 1991, 36: 172-186.
[40]朱俊,叶一军.动态环境下的企业战略转型研究.武汉理工大学学报,2004,6:32-37.
[41]Van de Ven,A.H.,Poole,M.S.Explaining Development and Change in Organizations.Academy of Management Review,1995,20:510-540.
[42]李垣,刘海潮.动态环境下战略管理研究的新趋势.科学学研究,2004,1:64-68.
[43]陈传明.企业战略调整的路径依赖特征及其超越.北京:管理世界,2002,6:94-101.
[44]Ansoff,H.I.Corporate Strategy.New York:McGraw-Hill,1965.
[45]Hakan Bohman,Maj-Britt Johansson Lindfors.Management for Change:on Strategic Change during Recession.Journal of Business Research,1998,41:57-70.
[46]Balogun,Hailey.Exploring Strategic Change(Second Edition).Pearson Education Limited,2004.
[47]Porter,Michael E..Competitive Advantage.New York:The Free Press,1985.
[48]Miller,Friesen.Strategy-Making and Environment:The Third Link.Strategic Management Journal,1983,4:221-235.
[49]Galbraith,Schendel.An Empirical Analysis of Strategy Types.Strategic Management Journal,1983,4:153-173.
[50]Jacquemin,A.P.,C.H.Berry.Entropy Measure of Diversification and Corporate Growth.The Journal of Industrial Economics,1979,2?:359-370.
[51]Palepu,K..Diversification Strategy,Profit Performance and the Entropy Measure.Strategic Management Journal,1985,6:239-255.
[52]Markides,C.C..Diversification,Restructuring and Economic Performance.Strategic Management Journal,1995,16:101-118.
[53]Dawley,D.D.,J.J.Hoffman,E.N.Brockmann.Do Size And Diversification type Matter? An Examination of Post-bankruptcy Outcomes.Journal of Managerial Issues,2003,15(3):413-429.
[54]Boeker.Strategic Change:The Influence of Managerial Characteristics and Organizational Growth.Academy of Management Journal,1997,40(1):152-170.
[55] Hoffman , David D. Dawley. Contingency Theory of CEO Successor Choice and Post-bankruptcy Strategic Change. Journal of Managerial Issues, 2006, 18(2): 213-231.
[56] Terry L. Amburgy. As the Left Foot Follows the Right? The Dynamics of Strategic and structural Change. Academy of Management Journal, 1994, 37(6): 1427-1452.
[57] Kelly. Organizational Inertia and Momentum: A Dynamic Model of Strategic Changes. Academy of Management Journal, 1991, 34(3): 801-822.
[58] Vincent L. Barker, Irene M. Duhaime. Strategic Change in the Turnaround Process: Theory and Empirical Evidence. Strategic Management Journal, 1997, 18: 13-38.
[59] Shortell, S. M., Zajac, E. Perceptual and Archival Measures of Miles and Snow' s Strategic Types: a Comprehensive Assessment of Reliability and Validity. Academy of Management Journal, 1990, 33: 817-832.
[60] Miles, R. E., Snow, C. C. Organizational Strategy, Structure, and Process. New York: McGraw-Hill, 1978,
[61] Naranjo-Gil, Frank Hartmannw , Victor S. Maasz. Top Management Team Heterogeneity, Strategic Change and Operational Performance. British Journal of Management, 2007, 1: 1-13.
[62] Abernethy, M. A., Brownell, P. The Role of Budgets in Organizations Facing Strategic Change: an Exploratory Study. Accounting, Organizations and Society, 1999, 24: 189-204.
[63] Abernethy, M. A., Lillis, A. M. Interdependencies in Organization Design: a Test in Hospitals. Journal of Management Accounting Research, 2001, 13: 107-129.
[64] Trinh and Stephen J. O' Connor. Helpful or Harmful? The Impact of Strategic Change on the Performance of U. S. Urban Hospitals. Health Services Research, 2002, 37 (1): 143-169.
[65] Ginsberg, Eric Abrahamson. Champions of Change and Strategic Shifts: External Change Advocates. Journal of Management Studies, 1991, 28(2): 171 -190.
[66] Khandwalla, P. N. The Design of Organizations. New York: Harcourt Brace Jovanovich, 1977.
[67] Smart, C., Vertinsky, I. Strategy and the Environment: a Study of Corporate Responses to Crises. Strategic Management Journal, 1984, 5: 199-213.
[68] Feitler, Thomas M. Corsi, Curtis M. Grimm. Measuring Firm Strategic Change in the Regulated and Deregulated Motor Carrier Industry: an 18 Year Evaluation. Logistics and Transportation Review, 1997, 33(3): 159-169.
[69] Corsi, T. M. , Grimm, C. M. Strategies and Performance in Thetruckload General Freight Segment before and after Deregulation. Journal of the Transportation Research Forum, 1989, 15(1): 84-91.
[70] Smith, K. G., Corsi, T. M., Grimm, C. M. Motor Carrier Strategies and Performance. Transportation Research , 1990, 24(3): 201-210.
[71] Grimm, C. M., Corsi, T. M. , Smith, R. D.. Determinants of Strategic Change in the LTL Motor Carrier Industry: a Discrete Choice Analysis. Transporration Journal, 1993, 32(4): 56-74.
[72] Carpenter. The Price of Change: The Role of CEO Compensation in Strategic Variation and Deviation from Industry Strategy Norms. Journal of Management, 2002, 26(6): 1179-1198.
[73] Finkelstein, S., Hambrick, D. Top Management Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion. Administrative Science Quarterly, 1990, 35: 484-503.
[74] Yan Zhang. The Presence of a Separate Coo/President and ITS Impact on Strategic Change and CEO Dismissal. Strategic Management Journal, 2006, 27: 283-300.
[75] Vicente-Lorente , J. A. Zuniga-Vicente. Testing the Time-Variancy of Explanatory Factors of Strategic Change. British Journal of Management, 2006, 17: 93-114.
[76] Bergh , James F. Fairbank. Research Notes and Commentaries Measuring and Testing Change in Strategic Management Research. Strategic Management Journal, 2002, 23: 359-366.
[77] Churchill G A. A Paradigm for Developing Better Measures of Marketing Constructs. Journal of Marketing Research, 1979, 16(2): 64-73.
[78]Nunnally J C.,Berstein I H.Psychometric Theory,New York:McGraw-Hall,1994.
[79]Gerbing D W.,Anderson J C.An Updated Paradigm for Scale Development Incorporating:Unidimensionality and its Assessment.Journal of Marketing Research,1988,25(5):176-192.
[80]吴明隆.SPSS统计应用实务:问卷分析与应用统计.北京:科学出版社,2003.
[81]Kaiser H F.An Index of Factorial Simplicity.Psychometrika,1974,39:18-35.
[82]Anderson N.,Schalk R.The Psychological Contract in Retrospect and Prospect.Journal of Organizational Behavior,1988,19:629-647.
[83]Steiger J H.Structural Model Evaluation and Modification:An Interval Estimation Approach.Annual Reviews of Psychology,2000,51:201-226.
[84]侯杰泰,温忠麟,成子娟.结构方程模型及其应用.北京:教育科学出版社,2007.
[85]Hu L.,Bentler P M.Evaluating Model Fit,In:Hoyle R H ed.Structural Equation Modeling Concepts,Issues,and Applications.Thousand Oaks,CA:Sage,1995.
[86]Bentler P M.Comparative Fit Indices in Structural Models.Psychological Bulletin,1990,107:238-246.
[87]Browne M W.,Cudeck R.Alternative Ways of Assessing Model Fit.In:Bollenk A,Long J S.ed.,Testing Structural Equations Models,Newbury Park,CA:Sage,1993.
[88]MacCallum R C.Browne M.,Sugawara H.Power Analysis and Determination of Sample Size for Covariance Structure Modeling.Psychological Methods,1996,1:130-149.
[89]Hu L.,Bentler P M.Fit Indices in Covariance Structure Modeling:Sensitivity to Underparameterized Model Misspecification.Psychological Methods,1998,3:424-453.
[90]March,J.,G.,H.Simon.Organization.Blackwell Business,1958.
[91]Senge,P.The Fifth Discipline:The Art and Practice of the Learning Organization.New York:Doubleday,1990.
[92]Argyris.Organisational Learning Ⅱ.Reading MA.,Addison-Wesley,1999.
[93]Schamer.Organizational Learning:The Key to Management Innovation.Sloan Management Review,2004,Sping:63-73.
[94]Crossan M.M.,Henry W.Lane,Roderiee E.White.An Organizational Learning Framework:From Intuition to Institution.Academy of Management Review,1999,24(3):522-537.
[95]Pautzke.Organizational Learning:Implications for Organizational design.Research in Organizational Behavior,1989,1:75-123.
[96]Collison,GeoffParcell.Organizational Learning:Observations Toward a Theory.Organization Science,2003,15(6):645-656.
[97]陈国权,马萌.组织学习评价方法和学习工具的研究及在30家民营企业的应用.管理工程学报,2002,16(1):25-29.
[98]Carlsson B.R,D Organizations as Learning Systems.In:Kolb D,et al.The Organizational Behavior Reader(6th),Englewood Cliffs,1995.
[99]Nevis E,Dibella A.,Gould J.Understanding organizations as learning systems.Sloan Management Review,1995,36(2):73-95.
[100]March J.,Olsen J.Organizational Learning under ambiguity.European journal of policy review,1976,3(2):147-171.
[101]Heldberg.Learning Processes in a Work Organization:From individual to Collective and Vice Versa.Journal of Workplace Learning,1980,2:92-100.
[102]Peter Pawlowsky.Organizational Learning Mechanisms and Managers'Perceived Uncertainty.Human Relations,1999,10:1233-1254.
[103]Daft R L,Weick K E.Toward a Model of Organizations Interpretation Systems.Academy of Management Review,1984,(9):284-295.
[104]Huber.A Dynamic Model of Intra-and Interorganizatioanl Learning.Organization Studies,1991,11(2):95-123.
[105]Dixon.High Impact Learning:Building and diffusing Learning Capability.Organizational Dynamics,1994,23(3):52-66.
[106]Sinkula.Market Information Processing and Organizational Learning.Journal of Marketing,1994,58(1):35-45.
[107]Slater,Narver.Teaching Organizations to Learn.Organization Development Journal,1995,9:34-49.
[108]Ikujiro Nonaka,Hirotaka Takeuchi.The Knowledge-Creating Company.New york:Orford University Press,1995.
[109]康壮,樊治平.基于知识管理的敏捷组织学习二维度模型框架.管理科学学报,2004,7(1):45-52.
[110]姚俊,吕源,蓝海林.组织学习与演化的综合模型分析.管理评论,2006,18(1):45-50.
[111]Levitt,B.,March,J..Organizational Learning.Annual Review of Sociology,1988,14:319-340.
[112]Huber,G.P.Organizational Learning:An Examination of the Contributing Processes and a Review of the Literature.Prepared for the NSF-sponsored Conference on Organizational Learning,Carnegie-Mellon University,1989,5:18-20.
[113]Edmondson,A.,Moingeon,B.From Organizational Learning to the Learning Organization.Journal of Management Learning,1998,29(1):5-20.
[114]Fiol,C.,Lyles,Marjorie A.Organizational Learning.Academy of Management Review,1985,10(4):803-813.
[115]Simon,H.Bounded Rationality and Organizational Learning.Organization Sciences,1991,2(2):125-134.
[116]贾建峰,赵希男.组织学习模型及其应用研究.中国软科学,2006,3:151-157.
[117]于海波,方俐洛,凌文辁.组织学习整合理论模型.心理科学进展,2004,12(2):246-255.
[118]Nelson,R.,Winter,S.G.An Evolutionary Theory of Economic change.Cambridge Mass.The Belknap Press of Harvard University Press,1982.
[119]吴翠花,万威武.基于组织学习的联盟网络形成机理研究.科学学研究,2005,23(5):672-676.
[120]Cangelosi,Dill.Individual and Organizational Learning at the Executive Level:Towards a Research Agenda.Management Learning,1965,3:299-316.
[121]Barkena,Vera D.Strategic Leadership and Organizational Learning.Academy of Management Review,1996,21(2):222-240.
[122]Virany,Somech A.Exploring Organizational Citizenship Behavior from an Organizational Perspective:The Relationship Between Organizational Learning and Organizational Citizenship Behavior.Journal of Occupational and Organizational Psychology,1992,65:281-298.
[123]Powell,W.W.,Koput,K.W.,Smith-Doerr L.Interorganizational collaboration and locus of innovation:networks of learning in biotechnology.Administrative Science Quarterly,1996,41:116-145.
[124]Sinkula,W.E.Baker,T.,Noordewier.A Framework for Market-Based Organizational Learning:Linking Values,Knowledge,and Behavior.Journal of the Academy of Marketing Science,1997,25(4):305-318.
[125]Baker,W.,E.,Sinkula,J.,M.The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance.Journal of the Academy of Marketing Science,1999,27(4):411-427.
[126]林义屏.市场导向、组织学习、组织创新与组织绩效间关系之研究:以科学园区信息电子产业为例:(博士学位论文).台湾:国立中山大学,2001.
[127]Hult,G.,T.,M.,O.,C.,Ferrell.Global Organizational Learning Capacity in Purchasing:Construct and Measurement.Journal of Business Research,1997,40:97-111.
[128]Gob S,Richards G.Benchmarking the learning capability of organizations.European Management Journal,1997,15(5):575-583.
[129]Bontis N.,Crossan M M.,Hulland J..Managing an organizational learning system by aligning stocks and flows.Journal of Management Studies,2002,39(4):437-469.
[130]吴价保.组织学习能力测度.中国管理科学,2003,11(4):73-78.
[131]罗慧,万迪防,赵海峰.网络环境下组织学习测度的实证研究.系统工程理论与实践,2004,7:46-52.
[132]Match,Daniel R.Information Technology and Organizational Learning:A Review and Assessment of Research.Accounting Management and Information Technology,1976,10:125-145.
[133]陈国权.复杂变化环境下人的学习能力:概念、模型、测量及影响.中国管理科学,2008,16(1):147-157.
[134]Robert,Greenlry,G.Invited Comment on the Learning Orientation Contents of A Critical Review of Research in Organizational Learning.British Journal of Management,1998a,6:87-89.
[135] Robert, Hage, J. T. Organizational Learning and Organizational Change. Annual Review of Sociology, 1998b, 24: 567-583.
[136] Carlson, Klimecki, R. Modes of Organizational Learning: Indications from an Empirical Study. Management Learning, 1995, 26(4): 405-430 .
[137] Fornell, C., Larcker, D. F. Evaluating Structural Equation Models with Unobservable variables and Measurement Error. Journal of Marketing Research, 1981, 18(2): 39-50.
[138] 张文彤. SPSS 11.0 统计分析教程. 北京： 北京邮电学院出版社, 2002.
[139] Dunteman G H. Princepal Components Analysis. Thousand Oaks: Sage Publications, 1989.
[140] Bonama, Thomas V., Victoria L. Crittentlen. Managing Marketing Implementation. Sloan Management Review, 1988, 29(2): 7-14.
[141] Walker, Orville C., Robert W. Ruekert. Markeing's Role in the Implementation of Business Strategies: A Critical Review and Conceptual Framework. Journal of Marketing, 1987, 51(7): 15-33.
[142] Sashittal, Hemant C. Clint Tankersley. The Strategic Market Planning-implementation Interface in Small and Midsized Industrial Firms: An Exploratory Study. Journal of Marketing Theory and Practice, 1997, 5(3): 77-92.
[143] Ittner, Christopher D. Larcker David F.. Assessing Empirical Research in Managerial Accounting: A Value Based Management Perspective. Working Paper, 2001.
[144] Atuahene, Janet Y. Murray. Antecedents and Outcomes of Marketing Strategy Comprehensiveness. Journal of Marketing, 2004, 68(10): 33-46.
[145] Colgate, M. R. Danaher, P. J. Implementing A Customer Relationship Strategy: The Asymmetric Impact of Poor Versus Excellent Execution. Academy of Marketing Science, 2000, 28(3): 374-387.
[146] Homburg, C., Krohmer H. Workman J. P.. A Strategy Implementation Perspective of Market Orientation. Journal of Business Research, 2004, 57: 1331-1340.
[147] Menon, Anil, Sundar, G. Bharadwaj, Roy Howell. The Quality and Effectiveness of Marketing Strategy: Effects of Functional and Dysfunctional Conflict in Intraorganizational Relationships.Journal of the Academy of Marketing Science,1996,24(4):299-313.
[148]Kaplan,Robert S.Norton,David P.Putting the BSC to Work.Harvard Business Review,1996,2:75-85.
[149]Pearson,John A.Robinson,Richard B.Formulation,Implementation and Control of Competitive Strategy.McGraw-Hill,2003.
[150]徐岚,汪涛,姚新国.中国企业产品创新战略执行的路径:基于转轨经济条件的研究.管理世界,2007,9:85-98.
[151]薛云奎,齐大庆,韦华宁.中国企业战略执行现状及执行力决定因素分析.管理世界,2005,9:88-98.
[152]弋亚群,李垣,刘益.企业动态能力的构建及其对战略变化影响的研究框架.管理评论,2006,18(10):30-34
[153]Floyd,Steven W.Woolridge Bill.Managing Strategic Consensus:The Foundation of Effective Implementation.Academy of Management Executive,1992,6:27-39.
[154]Nielsen,Richard P.Strategic Planning and Consensus Building for External Relations-Five Cases.Long Range Planning,1983,16:74-81.
[155]Kaufman,Bruce E.A New Theory of Satisficing.Journal of Behavioral Economics,1990,19:35-48.
[156]Guth,William D.MacMillan,Ian C.Strategy Implementation Versus Middle Management Self-lnterest.Strategic Management Journal,1986,7:313-327.
[157]Aaltonen,Petri,Ikavalko,Heini.Implementing Strategy Successfully.Integrated Manufacturing System,2002,13:415-419.
[158]Down,Jonathan T.Matching Internal Governance Mechanisms to Strategic Process:An Agency Theory Perspective on Implementing Strategic Decision.Ph.D.Dissertation,University of Washington,1998.
[159]Subhash Sharma,Richard M Durand,Oded Gur-Arie.Identification and Analysis of Mode Rator Variables.Journal of Marketing Research,1981,18(3):191-300.
[160]M.W.迈耶.绩效测量反思:超越平衡计分卡.姜文波译.北京:机械工业出版社,2005.
[161]Steers,R.M.Problems in the Measurement of Organizational Effectiveness.Administrative Science Quarterly,1975,20(4):546-558.
[162]谢洪明,刘常勇,陈春辉.市场导向与组织绩效的关系:组织学习与创新的影响.管理世界,2006,2:80-95.
[163]Wiersema,M.F.,Bantel,K.A.Top Management Team Turnover as an Adaptation Mechanism:The Role of the Environment.Strategic Management Journal.1993,14:485-504.
[164]Haveman,H.A.Between a Rock and a Hard Place:Organizational Change and Performance under Conditions of Fundamental Environmental Transformation.Administrative Science Quarterly,1992,37:48-75.
[165]Barr,P.S.,Stimpert,J.L.,Huff,A.S.Cognitive Change,Strategic Action,and Organizational Renewal[Special Issue].Strategic Management Journal,1992,13:15-36.
[166]Simons,R.How New Top Managers Use Control Systems as Levers of Strategic Renewal.Strategic Management Journal,1994,15:169-189.
[167]Greiner,L.E.,Bhambri,A.New CEO Intervention and Dynamics of Deliberate Strategic Change.Strategic Management Journal,1989,10:67-86.
[168]Nutt,P.Identifying and Appraising How Managers Install Strategy.Strategic Management Journal,1987,8:1-14.
[169]Whipp,R.,Rosenfeld,R.,Pettigrew,A.Culture and Competitiveness:Evidence from two Mature Uk Industries.Journal of Management Studies,1989,26:561-585.
[170]Thomas,J.B.,Clark,S.M.,Gioia,P.A.Strategic Sensemaking and Organizational Performance:Linkages among Scanning,Interpretation,Action,and Outcomes.Academy of Management Journal,1993,36:239-270.
[171]Dess,G.G.,Beard,D.W.Dimensions of Organizational Task Environments.Administrative Science Quarterly,1984,29:52-73.
[172]Bryson,John M.,Bromiley.Philip:Critical Factors Affecting the Planning and Implementation of Major Projects.Strategic Management Journal,1993,14:319-337.
[173]Matthias Brauer,Sascha L.,Schmidt.Exploring Strategy Implementation Consistency Over Time:The Moderating Effects of Industry Velocity and Firm Performance.Journal of Management Studies,2006,10:205-226.
[174]Jaccard J,Wan C K.Measurement Error in the Analysis of Interaction Effects between Continuous Predictors Using Multiple Regression:Multiple Indicator and Structural Equation Approaches.Psychological Bulletin,1995,117(2):348-357.
[175]Joreskog K G,Yang F.Nonlinear Structural Equation Models:The Kenny-Judd Model with Interaction Effects.In.Marcoulides G A,and Schumacker R E (Eds.).Advanced Structural Equation Modeling:Issued and Techniques (57-88).Mahwah,NJ:Erlbaum,1996.
[176]Mash H W,Wen Z,Hau K T.Structural Equation Models of Latent Interactions:Evaluation of Alternative Strategies.Paper Presented as Part the Structural Equation Modeling Paper Session.American Educational Research Association Annual Meeting,New Orleans,4,April,2002.
[177]肖洪钧,葛清俊.商业银行竞争战略效率模型中的能力要素研究,大连理工大学学报(社会科学版),2007,28(3):7-12.
[178]汪克夷,王雪华,王彩虹.煤炭产业转型的数学模型研究.大连理工大学学报,2000,40(2):236-240.
[179]温忠麟,侯杰泰,张雷.调节效应和中介效应的比较与应用.心理学报,2005,37(2):268-274.
[180]温忠麟,侯杰泰.隐变量交互效应分析方法的比较与评价.数理统计与管理,2004,3(3):37-42.
[2]Ansoff,H.I.Strategic Management.New York:John Wiley and Sons,1979.
[3]Hofer C.,D.E.Schendel.Strategy Formulation:Analytical Concepts.West Publishing,St Paul,MN,1978.
[4]Nandini Rajagopalan,Gretchen M.Spreitzer.Toward a Theory of Strategic Change:A Multi-Lens Perspective and Integrative Framework.Academy of Management Review,1996,22(1):48-79.
[5]陈传明,刘海建.企业战略变革:内涵与测量方法论探析.科研管理,2006,27(3):67-73.
[6]Argyris C,Schon D.A.Organizational Learning:A Theory of Action Perspective.Addison-Wesley,Reading:Massachusetts,1978.
[7]Mary M.Crossan,Iris Berdrow.Organizational Learning and Strategic Renewal.Strategic Management Journal,2003,24:1087-1105.
[8]芮明杰,胡金星,张良森.企业战略转型中组织学习的效用分析.研究与发展管理,2005,2:99-118.
[9]Blumenthal,B.,Haspeslagh,P.Toward a Definition of Corporate Transformation.Sloan Management Review,1994,35(3):101-106.
[10]Bartunek,J.M.Changing Interpretive Schemes and Organizational Restructuring:An Example of a Religious Order.Administrative Science Quarterly,1984,29:355-3?2.
[11]Dutton,J.,Duncan,R B..The Creation of Momentum for Change through the Process of Strategic Issue Diagnosis.Strategic Management Journal,1987,8:279-295.
[12]Milliken,F.J.Perceiving and Interpreting Environmental Change:An Examination of College Administrators' Interpretation of Changing Demographics.Academy of Management Journal,1990,33:42-63.
[13]Child J,Kieser,J.Development of Organizations over Time In P Nystrom and W Starbuck(Eds).Handbook of Organizational Design.Oxford:England Oxford University Press,1981.
[14]Meyer,A D.Adapting to Enviromental Jolts.Administrative Science Quarterly,1982,27:515-537.
[15]Lalit M.Johri.The Strategic Transformation of a Medium-sized Indian Company.Knowledge and Process Management,1997,4(4):236-246.
[16]Schendel,D.,G.Patton,J.Riggs.Corporate Turnaround Strategies:A Study of Profit Decline and Recovery,Journal of General Management,1976,3:3-11.
[17]Hofer,C.Turnaround Strategies.Journal of Business Strategy,1980,1:19-31.
[18]Hedberg,B.L.t.,P.C.Nystrom,W.H.Starbuck.Camping on Seesaws:Prescriptions for a Self-designing Organization.Administrative Science Quarterly,1976,21:41-65.
[19]Starbuck,W.H.,A.Greve,B.L.T.Hedberg.Responding to Crisis.Journal of Business Administration,1978,9(2):111-137.
[20]Grinyer,P.H.,J.C.,Spender.Recipes,Crises and Adaptation in Mature Businesses.International Studies of Management and Organization,1979a,9(3):113-133.
[21]Martyn Pitt.A Dynamic Model of Strategic Change in Growth-oriented Firms.Strategic Change,2005,14:307-326.
[22]Smith,Curtis M.Grimm.Environmental Variation,Strategic Change and Firm Performance:A Study of Railroad Deregulation.Strategic Management Journal,1987,8:363-376.
[23]J.A.Thompson.Organizations in Action.New York:McGraw Hill,1967.
[24]Henry Mintzberg,Bruce Ahlstrand,Joseph Lampel.Strategy Sfari:A Guided Tour though the Wilds of Strategic Management.New York:Free Press,1998.
[25]Bourgeois,L.J.Strategy and Environment:a Conceptual Integration.Academy of Management Review,1980,5:25-39.
[26]Ginsberg,A.Measuring and Modelling Changes in Strategy:Theoretical Foundations and Empirical Directions.Strategic Management Journal,1988,9:559-575.
[27]李怀祖.管理研究方法论(第二版).西安:西安交通大学出版社,2004.
[28] Rumelt, R. Strategy, Structure, and Economic performance. Boston: Graduate School of Business Administration, 1974.
[29] Jane N. Feitler. Measuring Firm Strategic Change in the Regulated and Deregulated Motor Carrier Industry: an Eighteen Year Evaluation. Unpublished Doctoral Dissertation, 1995.
[30] Boeker, w., Goodstein J. Organizational Performance and Adaptation: Effects of Environment and Performance on Changes in Board Composition. Academy of Management Journal, 1991, 36: 172-186.
[31] Fombrun, C. J. Envisioning Strategic Change. In P. Shrivastava, A. Huff and J. Dutton (eds.). Advances in Strategic Management. 1993, 9: 157-188. Greenwich, CT: JAI Press.
[32] Ginsberg, A. Operationalizing Organizational Strategy: toward an Integrative Framework. Academy of Management Review, 1984, 9: 548-557.
[33] Chaffee, E. Three Models of Strategy. Academy of Management Review, 1985, 10: 89-98.
[34] Snow, C. C., D. C. Hambrick. Measuring Organizational Strategies: Some Theoretical and Methodological Problems. Academy of Management Review, 1980, 5(4): 527-538.
[35] Tushman, M. L., E. Romanelli. Organizational Evolution: Interactions between External and Emergent Processes and Strategic Choice, in B. M. Staw and L. L. Cummings (eds), Research in Organizational Behavior. Greenwich CT: JAI Press, 1985.
[36] Peter F. Mathias. The Role of the Logistics System in Strategic Change: The Case of the Multinational Corporation. Unpublished Doctoral Dissertation, 1979.
[37] Fornaciari C J, Lamont B T, Mason B. Incremental and Revolutionary Strategic Change: an Empirical Test of Common Premises. The International Journal of Organizational Analysis, 1993, 3: 273-290.
[38] 李业,朱七一,梁经锐. 企业战略转移的理论探讨. 经济管理, 2001, 6: 29-35.
[39] Boeker, w., GoodsteinJ. Organizational Performance and Adaptation: Effects of Environment and Performance on Changes in Board Composition. Academy of Management Journal, 1991, 36: 172-186.
[40]朱俊,叶一军.动态环境下的企业战略转型研究.武汉理工大学学报,2004,6:32-37.
[41]Van de Ven,A.H.,Poole,M.S.Explaining Development and Change in Organizations.Academy of Management Review,1995,20:510-540.
[42]李垣,刘海潮.动态环境下战略管理研究的新趋势.科学学研究,2004,1:64-68.
[43]陈传明.企业战略调整的路径依赖特征及其超越.北京:管理世界,2002,6:94-101.
[44]Ansoff,H.I.Corporate Strategy.New York:McGraw-Hill,1965.
[45]Hakan Bohman,Maj-Britt Johansson Lindfors.Management for Change:on Strategic Change during Recession.Journal of Business Research,1998,41:57-70.
[46]Balogun,Hailey.Exploring Strategic Change(Second Edition).Pearson Education Limited,2004.
[47]Porter,Michael E..Competitive Advantage.New York:The Free Press,1985.
[48]Miller,Friesen.Strategy-Making and Environment:The Third Link.Strategic Management Journal,1983,4:221-235.
[49]Galbraith,Schendel.An Empirical Analysis of Strategy Types.Strategic Management Journal,1983,4:153-173.
[50]Jacquemin,A.P.,C.H.Berry.Entropy Measure of Diversification and Corporate Growth.The Journal of Industrial Economics,1979,2?:359-370.
[51]Palepu,K..Diversification Strategy,Profit Performance and the Entropy Measure.Strategic Management Journal,1985,6:239-255.
[52]Markides,C.C..Diversification,Restructuring and Economic Performance.Strategic Management Journal,1995,16:101-118.
[53]Dawley,D.D.,J.J.Hoffman,E.N.Brockmann.Do Size And Diversification type Matter? An Examination of Post-bankruptcy Outcomes.Journal of Managerial Issues,2003,15(3):413-429.
[54]Boeker.Strategic Change:The Influence of Managerial Characteristics and Organizational Growth.Academy of Management Journal,1997,40(1):152-170.
[55] Hoffman , David D. Dawley. Contingency Theory of CEO Successor Choice and Post-bankruptcy Strategic Change. Journal of Managerial Issues, 2006, 18(2): 213-231.
[56] Terry L. Amburgy. As the Left Foot Follows the Right? The Dynamics of Strategic and structural Change. Academy of Management Journal, 1994, 37(6): 1427-1452.
[57] Kelly. Organizational Inertia and Momentum: A Dynamic Model of Strategic Changes. Academy of Management Journal, 1991, 34(3): 801-822.
[58] Vincent L. Barker, Irene M. Duhaime. Strategic Change in the Turnaround Process: Theory and Empirical Evidence. Strategic Management Journal, 1997, 18: 13-38.
[59] Shortell, S. M., Zajac, E. Perceptual and Archival Measures of Miles and Snow' s Strategic Types: a Comprehensive Assessment of Reliability and Validity. Academy of Management Journal, 1990, 33: 817-832.
[60] Miles, R. E., Snow, C. C. Organizational Strategy, Structure, and Process. New York: McGraw-Hill, 1978,
[61] Naranjo-Gil, Frank Hartmannw , Victor S. Maasz. Top Management Team Heterogeneity, Strategic Change and Operational Performance. British Journal of Management, 2007, 1: 1-13.
[62] Abernethy, M. A., Brownell, P. The Role of Budgets in Organizations Facing Strategic Change: an Exploratory Study. Accounting, Organizations and Society, 1999, 24: 189-204.
[63] Abernethy, M. A., Lillis, A. M. Interdependencies in Organization Design: a Test in Hospitals. Journal of Management Accounting Research, 2001, 13: 107-129.
[64] Trinh and Stephen J. O' Connor. Helpful or Harmful? The Impact of Strategic Change on the Performance of U. S. Urban Hospitals. Health Services Research, 2002, 37 (1): 143-169.
[65] Ginsberg, Eric Abrahamson. Champions of Change and Strategic Shifts: External Change Advocates. Journal of Management Studies, 1991, 28(2): 171 -190.
[66] Khandwalla, P. N. The Design of Organizations. New York: Harcourt Brace Jovanovich, 1977.
[67] Smart, C., Vertinsky, I. Strategy and the Environment: a Study of Corporate Responses to Crises. Strategic Management Journal, 1984, 5: 199-213.
[68] Feitler, Thomas M. Corsi, Curtis M. Grimm. Measuring Firm Strategic Change in the Regulated and Deregulated Motor Carrier Industry: an 18 Year Evaluation. Logistics and Transportation Review, 1997, 33(3): 159-169.
[69] Corsi, T. M. , Grimm, C. M. Strategies and Performance in Thetruckload General Freight Segment before and after Deregulation. Journal of the Transportation Research Forum, 1989, 15(1): 84-91.
[70] Smith, K. G., Corsi, T. M., Grimm, C. M. Motor Carrier Strategies and Performance. Transportation Research , 1990, 24(3): 201-210.
[71] Grimm, C. M., Corsi, T. M. , Smith, R. D.. Determinants of Strategic Change in the LTL Motor Carrier Industry: a Discrete Choice Analysis. Transporration Journal, 1993, 32(4): 56-74.
[72] Carpenter. The Price of Change: The Role of CEO Compensation in Strategic Variation and Deviation from Industry Strategy Norms. Journal of Management, 2002, 26(6): 1179-1198.
[73] Finkelstein, S., Hambrick, D. Top Management Team Tenure and Organizational Outcomes: The Moderating Role of Managerial Discretion. Administrative Science Quarterly, 1990, 35: 484-503.
[74] Yan Zhang. The Presence of a Separate Coo/President and ITS Impact on Strategic Change and CEO Dismissal. Strategic Management Journal, 2006, 27: 283-300.
[75] Vicente-Lorente , J. A. Zuniga-Vicente. Testing the Time-Variancy of Explanatory Factors of Strategic Change. British Journal of Management, 2006, 17: 93-114.
[76] Bergh , James F. Fairbank. Research Notes and Commentaries Measuring and Testing Change in Strategic Management Research. Strategic Management Journal, 2002, 23: 359-366.
[77] Churchill G A. A Paradigm for Developing Better Measures of Marketing Constructs. Journal of Marketing Research, 1979, 16(2): 64-73.
[78]Nunnally J C.,Berstein I H.Psychometric Theory,New York:McGraw-Hall,1994.
[79]Gerbing D W.,Anderson J C.An Updated Paradigm for Scale Development Incorporating:Unidimensionality and its Assessment.Journal of Marketing Research,1988,25(5):176-192.
[80]吴明隆.SPSS统计应用实务:问卷分析与应用统计.北京:科学出版社,2003.
[81]Kaiser H F.An Index of Factorial Simplicity.Psychometrika,1974,39:18-35.
[82]Anderson N.,Schalk R.The Psychological Contract in Retrospect and Prospect.Journal of Organizational Behavior,1988,19:629-647.
[83]Steiger J H.Structural Model Evaluation and Modification:An Interval Estimation Approach.Annual Reviews of Psychology,2000,51:201-226.
[84]侯杰泰,温忠麟,成子娟.结构方程模型及其应用.北京:教育科学出版社,2007.
[85]Hu L.,Bentler P M.Evaluating Model Fit,In:Hoyle R H ed.Structural Equation Modeling Concepts,Issues,and Applications.Thousand Oaks,CA:Sage,1995.
[86]Bentler P M.Comparative Fit Indices in Structural Models.Psychological Bulletin,1990,107:238-246.
[87]Browne M W.,Cudeck R.Alternative Ways of Assessing Model Fit.In:Bollenk A,Long J S.ed.,Testing Structural Equations Models,Newbury Park,CA:Sage,1993.
[88]MacCallum R C.Browne M.,Sugawara H.Power Analysis and Determination of Sample Size for Covariance Structure Modeling.Psychological Methods,1996,1:130-149.
[89]Hu L.,Bentler P M.Fit Indices in Covariance Structure Modeling:Sensitivity to Underparameterized Model Misspecification.Psychological Methods,1998,3:424-453.
[90]March,J.,G.,H.Simon.Organization.Blackwell Business,1958.
[91]Senge,P.The Fifth Discipline:The Art and Practice of the Learning Organization.New York:Doubleday,1990.
[92]Argyris.Organisational Learning Ⅱ.Reading MA.,Addison-Wesley,1999.
[93]Schamer.Organizational Learning:The Key to Management Innovation.Sloan Management Review,2004,Sping:63-73.
[94]Crossan M.M.,Henry W.Lane,Roderiee E.White.An Organizational Learning Framework:From Intuition to Institution.Academy of Management Review,1999,24(3):522-537.
[95]Pautzke.Organizational Learning:Implications for Organizational design.Research in Organizational Behavior,1989,1:75-123.
[96]Collison,GeoffParcell.Organizational Learning:Observations Toward a Theory.Organization Science,2003,15(6):645-656.
[97]陈国权,马萌.组织学习评价方法和学习工具的研究及在30家民营企业的应用.管理工程学报,2002,16(1):25-29.
[98]Carlsson B.R,D Organizations as Learning Systems.In:Kolb D,et al.The Organizational Behavior Reader(6th),Englewood Cliffs,1995.
[99]Nevis E,Dibella A.,Gould J.Understanding organizations as learning systems.Sloan Management Review,1995,36(2):73-95.
[100]March J.,Olsen J.Organizational Learning under ambiguity.European journal of policy review,1976,3(2):147-171.
[101]Heldberg.Learning Processes in a Work Organization:From individual to Collective and Vice Versa.Journal of Workplace Learning,1980,2:92-100.
[102]Peter Pawlowsky.Organizational Learning Mechanisms and Managers'Perceived Uncertainty.Human Relations,1999,10:1233-1254.
[103]Daft R L,Weick K E.Toward a Model of Organizations Interpretation Systems.Academy of Management Review,1984,(9):284-295.
[104]Huber.A Dynamic Model of Intra-and Interorganizatioanl Learning.Organization Studies,1991,11(2):95-123.
[105]Dixon.High Impact Learning:Building and diffusing Learning Capability.Organizational Dynamics,1994,23(3):52-66.
[106]Sinkula.Market Information Processing and Organizational Learning.Journal of Marketing,1994,58(1):35-45.
[107]Slater,Narver.Teaching Organizations to Learn.Organization Development Journal,1995,9:34-49.
[108]Ikujiro Nonaka,Hirotaka Takeuchi.The Knowledge-Creating Company.New york:Orford University Press,1995.
[109]康壮,樊治平.基于知识管理的敏捷组织学习二维度模型框架.管理科学学报,2004,7(1):45-52.
[110]姚俊,吕源,蓝海林.组织学习与演化的综合模型分析.管理评论,2006,18(1):45-50.
[111]Levitt,B.,March,J..Organizational Learning.Annual Review of Sociology,1988,14:319-340.
[112]Huber,G.P.Organizational Learning:An Examination of the Contributing Processes and a Review of the Literature.Prepared for the NSF-sponsored Conference on Organizational Learning,Carnegie-Mellon University,1989,5:18-20.
[113]Edmondson,A.,Moingeon,B.From Organizational Learning to the Learning Organization.Journal of Management Learning,1998,29(1):5-20.
[114]Fiol,C.,Lyles,Marjorie A.Organizational Learning.Academy of Management Review,1985,10(4):803-813.
[115]Simon,H.Bounded Rationality and Organizational Learning.Organization Sciences,1991,2(2):125-134.
[116]贾建峰,赵希男.组织学习模型及其应用研究.中国软科学,2006,3:151-157.
[117]于海波,方俐洛,凌文辁.组织学习整合理论模型.心理科学进展,2004,12(2):246-255.
[118]Nelson,R.,Winter,S.G.An Evolutionary Theory of Economic change.Cambridge Mass.The Belknap Press of Harvard University Press,1982.
[119]吴翠花,万威武.基于组织学习的联盟网络形成机理研究.科学学研究,2005,23(5):672-676.
[120]Cangelosi,Dill.Individual and Organizational Learning at the Executive Level:Towards a Research Agenda.Management Learning,1965,3:299-316.
[121]Barkena,Vera D.Strategic Leadership and Organizational Learning.Academy of Management Review,1996,21(2):222-240.
[122]Virany,Somech A.Exploring Organizational Citizenship Behavior from an Organizational Perspective:The Relationship Between Organizational Learning and Organizational Citizenship Behavior.Journal of Occupational and Organizational Psychology,1992,65:281-298.
[123]Powell,W.W.,Koput,K.W.,Smith-Doerr L.Interorganizational collaboration and locus of innovation:networks of learning in biotechnology.Administrative Science Quarterly,1996,41:116-145.
[124]Sinkula,W.E.Baker,T.,Noordewier.A Framework for Market-Based Organizational Learning:Linking Values,Knowledge,and Behavior.Journal of the Academy of Marketing Science,1997,25(4):305-318.
[125]Baker,W.,E.,Sinkula,J.,M.The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance.Journal of the Academy of Marketing Science,1999,27(4):411-427.
[126]林义屏.市场导向、组织学习、组织创新与组织绩效间关系之研究:以科学园区信息电子产业为例:(博士学位论文).台湾:国立中山大学,2001.
[127]Hult,G.,T.,M.,O.,C.,Ferrell.Global Organizational Learning Capacity in Purchasing:Construct and Measurement.Journal of Business Research,1997,40:97-111.
[128]Gob S,Richards G.Benchmarking the learning capability of organizations.European Management Journal,1997,15(5):575-583.
[129]Bontis N.,Crossan M M.,Hulland J..Managing an organizational learning system by aligning stocks and flows.Journal of Management Studies,2002,39(4):437-469.
[130]吴价保.组织学习能力测度.中国管理科学,2003,11(4):73-78.
[131]罗慧,万迪防,赵海峰.网络环境下组织学习测度的实证研究.系统工程理论与实践,2004,7:46-52.
[132]Match,Daniel R.Information Technology and Organizational Learning:A Review and Assessment of Research.Accounting Management and Information Technology,1976,10:125-145.
[133]陈国权.复杂变化环境下人的学习能力:概念、模型、测量及影响.中国管理科学,2008,16(1):147-157.
[134]Robert,Greenlry,G.Invited Comment on the Learning Orientation Contents of A Critical Review of Research in Organizational Learning.British Journal of Management,1998a,6:87-89.
[135] Robert, Hage, J. T. Organizational Learning and Organizational Change. Annual Review of Sociology, 1998b, 24: 567-583.
[136] Carlson, Klimecki, R. Modes of Organizational Learning: Indications from an Empirical Study. Management Learning, 1995, 26(4): 405-430 .
[137] Fornell, C., Larcker, D. F. Evaluating Structural Equation Models with Unobservable variables and Measurement Error. Journal of Marketing Research, 1981, 18(2): 39-50.
[138] 张文彤. SPSS 11.0 统计分析教程. 北京： 北京邮电学院出版社, 2002.
[139] Dunteman G H. Princepal Components Analysis. Thousand Oaks: Sage Publications, 1989.
[140] Bonama, Thomas V., Victoria L. Crittentlen. Managing Marketing Implementation. Sloan Management Review, 1988, 29(2): 7-14.
[141] Walker, Orville C., Robert W. Ruekert. Markeing's Role in the Implementation of Business Strategies: A Critical Review and Conceptual Framework. Journal of Marketing, 1987, 51(7): 15-33.
[142] Sashittal, Hemant C. Clint Tankersley. The Strategic Market Planning-implementation Interface in Small and Midsized Industrial Firms: An Exploratory Study. Journal of Marketing Theory and Practice, 1997, 5(3): 77-92.
[143] Ittner, Christopher D. Larcker David F.. Assessing Empirical Research in Managerial Accounting: A Value Based Management Perspective. Working Paper, 2001.
[144] Atuahene, Janet Y. Murray. Antecedents and Outcomes of Marketing Strategy Comprehensiveness. Journal of Marketing, 2004, 68(10): 33-46.
[145] Colgate, M. R. Danaher, P. J. Implementing A Customer Relationship Strategy: The Asymmetric Impact of Poor Versus Excellent Execution. Academy of Marketing Science, 2000, 28(3): 374-387.
[146] Homburg, C., Krohmer H. Workman J. P.. A Strategy Implementation Perspective of Market Orientation. Journal of Business Research, 2004, 57: 1331-1340.
[147] Menon, Anil, Sundar, G. Bharadwaj, Roy Howell. The Quality and Effectiveness of Marketing Strategy: Effects of Functional and Dysfunctional Conflict in Intraorganizational Relationships.Journal of the Academy of Marketing Science,1996,24(4):299-313.
[148]Kaplan,Robert S.Norton,David P.Putting the BSC to Work.Harvard Business Review,1996,2:75-85.
[149]Pearson,John A.Robinson,Richard B.Formulation,Implementation and Control of Competitive Strategy.McGraw-Hill,2003.
[150]徐岚,汪涛,姚新国.中国企业产品创新战略执行的路径:基于转轨经济条件的研究.管理世界,2007,9:85-98.
[151]薛云奎,齐大庆,韦华宁.中国企业战略执行现状及执行力决定因素分析.管理世界,2005,9:88-98.
[152]弋亚群,李垣,刘益.企业动态能力的构建及其对战略变化影响的研究框架.管理评论,2006,18(10):30-34
[153]Floyd,Steven W.Woolridge Bill.Managing Strategic Consensus:The Foundation of Effective Implementation.Academy of Management Executive,1992,6:27-39.
[154]Nielsen,Richard P.Strategic Planning and Consensus Building for External Relations-Five Cases.Long Range Planning,1983,16:74-81.
[155]Kaufman,Bruce E.A New Theory of Satisficing.Journal of Behavioral Economics,1990,19:35-48.
[156]Guth,William D.MacMillan,Ian C.Strategy Implementation Versus Middle Management Self-lnterest.Strategic Management Journal,1986,7:313-327.
[157]Aaltonen,Petri,Ikavalko,Heini.Implementing Strategy Successfully.Integrated Manufacturing System,2002,13:415-419.
[158]Down,Jonathan T.Matching Internal Governance Mechanisms to Strategic Process:An Agency Theory Perspective on Implementing Strategic Decision.Ph.D.Dissertation,University of Washington,1998.
[159]Subhash Sharma,Richard M Durand,Oded Gur-Arie.Identification and Analysis of Mode Rator Variables.Journal of Marketing Research,1981,18(3):191-300.
[160]M.W.迈耶.绩效测量反思:超越平衡计分卡.姜文波译.北京:机械工业出版社,2005.
[161]Steers,R.M.Problems in the Measurement of Organizational Effectiveness.Administrative Science Quarterly,1975,20(4):546-558.
[162]谢洪明,刘常勇,陈春辉.市场导向与组织绩效的关系:组织学习与创新的影响.管理世界,2006,2:80-95.
[163]Wiersema,M.F.,Bantel,K.A.Top Management Team Turnover as an Adaptation Mechanism:The Role of the Environment.Strategic Management Journal.1993,14:485-504.
[164]Haveman,H.A.Between a Rock and a Hard Place:Organizational Change and Performance under Conditions of Fundamental Environmental Transformation.Administrative Science Quarterly,1992,37:48-75.
[165]Barr,P.S.,Stimpert,J.L.,Huff,A.S.Cognitive Change,Strategic Action,and Organizational Renewal[Special Issue].Strategic Management Journal,1992,13:15-36.
[166]Simons,R.How New Top Managers Use Control Systems as Levers of Strategic Renewal.Strategic Management Journal,1994,15:169-189.
[167]Greiner,L.E.,Bhambri,A.New CEO Intervention and Dynamics of Deliberate Strategic Change.Strategic Management Journal,1989,10:67-86.
[168]Nutt,P.Identifying and Appraising How Managers Install Strategy.Strategic Management Journal,1987,8:1-14.
[169]Whipp,R.,Rosenfeld,R.,Pettigrew,A.Culture and Competitiveness:Evidence from two Mature Uk Industries.Journal of Management Studies,1989,26:561-585.
[170]Thomas,J.B.,Clark,S.M.,Gioia,P.A.Strategic Sensemaking and Organizational Performance:Linkages among Scanning,Interpretation,Action,and Outcomes.Academy of Management Journal,1993,36:239-270.
[171]Dess,G.G.,Beard,D.W.Dimensions of Organizational Task Environments.Administrative Science Quarterly,1984,29:52-73.
[172]Bryson,John M.,Bromiley.Philip:Critical Factors Affecting the Planning and Implementation of Major Projects.Strategic Management Journal,1993,14:319-337.
[173]Matthias Brauer,Sascha L.,Schmidt.Exploring Strategy Implementation Consistency Over Time:The Moderating Effects of Industry Velocity and Firm Performance.Journal of Management Studies,2006,10:205-226.
[174]Jaccard J,Wan C K.Measurement Error in the Analysis of Interaction Effects between Continuous Predictors Using Multiple Regression:Multiple Indicator and Structural Equation Approaches.Psychological Bulletin,1995,117(2):348-357.
[175]Joreskog K G,Yang F.Nonlinear Structural Equation Models:The Kenny-Judd Model with Interaction Effects.In.Marcoulides G A,and Schumacker R E (Eds.).Advanced Structural Equation Modeling:Issued and Techniques (57-88).Mahwah,NJ:Erlbaum,1996.
[176]Mash H W,Wen Z,Hau K T.Structural Equation Models of Latent Interactions:Evaluation of Alternative Strategies.Paper Presented as Part the Structural Equation Modeling Paper Session.American Educational Research Association Annual Meeting,New Orleans,4,April,2002.
[177]肖洪钧,葛清俊.商业银行竞争战略效率模型中的能力要素研究,大连理工大学学报(社会科学版),2007,28(3):7-12.
[178]汪克夷,王雪华,王彩虹.煤炭产业转型的数学模型研究.大连理工大学学报,2000,40(2):236-240.
[179]温忠麟,侯杰泰,张雷.调节效应和中介效应的比较与应用.心理学报,2005,37(2):268-274.
[180]温忠麟,侯杰泰.隐变量交互效应分析方法的比较与评价.数理统计与管理,2004,3(3):37-42.