转型经济环境下中国私营企业的战略选择和组织绩效研究
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摘要
在转型经济，原先支撑计划经济体系的制度已经被大规模变革严重削弱，但是新的支撑市场经济体系的制度尚未完全建立。在这种环境不断变化并且异常复杂的情况下，企业面临极大的制度不确定性，其资源依赖模式也发生了极大的变化。私营企业不具备足够的经济或政治力量影响其所处的制度环境，必须通过战略选择来减少组织与制度环境之间的冲突。但我国私营企业的战略管理却存在较多问题。针对这一问题，本论文以私营企业的战略选择为主要研究对象，在深入探讨战略领导理论和战略的制度基础观的基础上结合社会资本理论、战略的权变观点、资源基础理论和制度主义理论，研究转型中国私营企业竞争战略类型选择和战略选择趋同的影响因素及其对组织绩效的影响作用，强调私营企业主职能背景、社会资本和制度环境对企业战略选择的影响作用，以及制度环境在企业战略选择和绩效之间关系中所发挥的调节作用。主要研究内容为：
1．私营企业战略选择的影响因素研究
战略领导理论和战略的制度基础观强调高层管理者和企业所处制度环境在企业战略选择中发挥的重要作用。因此，本论文的第一个目的就是从企业家个体和制度环境两个方面出发，考察私营企业主从前计划经济体制下获得的职能背景、社会资本与制度环境对企业竞争战略类型选择和战略选择趋同的影响作用。
2．私营企业战略选择与组织绩效之间的关系
对于企业竞争战略类型与绩效之间的关系，一般认为在某特定情境下，某种战略类型应该优于其它类型。制度主义理论和资源基础理论则对战略趋同与绩效之间的关系有不同的假设和解释。本文探讨了私营企业竞争战略类型和战略趋同对组织绩效的直接影响。
3．制度环境对私营企业战略选择有效性的影响作用
根据战略的权变观点和制度基础观，制度环境在私营企业战略选择与组织绩效之间起着调节作用。因此，本论文分别探讨了市场成熟度与政府和法律的有效性这两个制度环境变量对私营企业竞争战略类型和战略趋同与组织绩效之间关系的调节作用。
本研究采用来自中共中央统战部、中华全国工商业联合会、国家工商行政管理总局、中国民（私）营经济研究会2006年3月组织的“全国私营企业调查”和中国经济改革研究基金会国民经济研究所2003-2005年公布的各地区市场化进程报告中的市场化进程相对指数这两个数据，对来自15个行业的私营企业进行了检验。实证研究结果显示：（1）在转型中国，企业主职能背景（管理背景除外）、社会网络（政治联系除外）和制度环境变量显著影响企业竞争战略类型的选择；制度环境变量对企业战略趋同有显著的影响作用。（2）探索型战略对企业的销售额对数有显著的负向作用，对新产品销售额比例有显著的正向作用；战略趋同对企业的销售额对数有显著正向影响，但对新产品销售额比例和销售利润率都有显著负向影响。（3）制度环境调节企业竞争战略类型和战略趋同与企业绩效之间的关系，但结果比预期的要复杂地多。制度环境影响战略类型与销售额对数之间关系的方向（正或负），影响战略类型与销售利润率之间关系的强弱和方向。制度环境越好，战略趋同对销售额对数和销售利润率的影响越大，而且制度环境影响战略趋同与新产品销售额比例之间关系的方向（正或负）。
本文提出和验证了中国私营企业高层管理者的职能背景和社会资本对企业战略选择行为的影响机制，有助于探究在中国转型经济环境下战略领导理论对企业竞争战略研究的适用性。通过研究制度要素——市场成熟度与政府和法律的有效性对私营企业战略选择的影响作用，有助于进一步理解和解释制度要素与组织之间的动态交互如何影响企业的战略选择结果。同时，进一步丰富了除政治和法律外其他制度因素尤其是战略资源要素的获取对企业战略选择和绩效之间关系的影响作用研究。此外，在转型经济的研究背景下揭示了制度环境对企业战略管理行为的影响作用，有助于更深入理解战略制度基础观的理论贡献及其限制条件。
A transition economy or transitional economy is an economy which is changingfrom a centrally planned economy to a market economy. During the transition, oldinstitutions underpinning a plan economy have been damaged and weakened badly bythe process of liberalization, privatization and marketization, while new institutionsunderpinning a market economy have not yet been well established. The radical changebrings about great institutional uncertainty to organizations. Meanwhile, patterns ofresource dependence have been changed. Then how do organizations make strategicchoices in respond to the institutional uncertainty and changed resource dependencepatterns? This dissertation investigates the competitive strategy and strategic conformityof private enterprises in transitional China. It aims to find out the antecedents andconsequences of strategic choices of private enterprises of China by integrating theoriesof strategic leadership and institution-based view of strategic choice. Enlightenmentsfrom social capital theory, strategic contingency perspective, resource-based theory andinstitutional theory are also included.
The study investigates:
1. The antecedents of strategy choices of private enterprises
The first objective of the study is to examine the managerial and institutionalenvironmental factors which influence private enterprise’s choices of competitivestrategy and strategic conformity. The effects of entrepreneur’s functional backgroundsgained from former centrally planned economy and social capital on firm’s choice ofcompetitive strategy are studied. And the relationships between entrepreneur’s socialcapital and strategic conformity are examined. From an institution-based view ofstrategy, institutional environment has direct impacts on firm’s strategic choices. Firmsin transition economies are constrained by market maturity which determines whether afirm can acquire resources from external environment as well as political and legalinstitutions which represent the institutional uncertainty a firm has to deal with.Therefore, the roles of market maturity and political and legal institutions in strategicchoices are examined.
2. Contributions of strategy choices on performance of private enterprises
With regard to the relationship between competitive strategic type and performance,it is generally believed that certain types outperform others in specific contexts.Institutional theory and resource-base competitive advantage view of strategicmanagement have different hypothesis and explanations concerning strategic conformity.This study investigates the main effects of competitive strategy and strategic conformityon private enterprise performance.
3. Effectiveness of strategic choices on performance of private enterprises: Thecontingency perspective
From the points of strategic contingency theory and the institution-based view ofstrategy, institutional environments moderate the relationships between strategic choicesand performance. One of the objectives of the study is to investigate the conditionsunder which competitive strategy and strategic conformity are more or less effective.The roles of market maturity and political and legal institutions are investigated.
Based on data of Chinese Private Enterprise Survey and NERI index ofmarketization of China's provinces, empirical results show that:(1) privateentrepreneur’s functional backgrounds (except for managerial background), socialcapital (except for political relations) and institutional environment have significantimpacts on firm’s competitive strategic choice; institutional environment has significantimpacts on firm’s strategic conformity;(2) prospective strategy has negative impact onfirm growth and positive impact on firm’s product innovation while strategic conformityhas positive impact on firm growth and negative impacts on firm’s product innovationand profits;(3) institutional environment moderates the relationship between strategicchoices and performance and results are more complicated than expected. Institutionalenvironment influences the direction of the effect of competitive strategic type on firmgrowth as well as both the direction and strength of the effect of competitive strategictype on firm profits. The more marketized the institutional environment, the stronger theimpact of strategic conformity on firm growth and profits. And institutionalenvironment influences the direction of the effect of strategic conformity on firmproduct innovation.
The study theorizes and empirically examines the influences of entrepreneur’sfunctional background, social capital and institutional factors on firm strategic choices and performance. The findings of the study have implications on the theory of strategicleadership and the institution-based view of strategy.
1．私营企业战略选择的影响因素研究
战略领导理论和战略的制度基础观强调高层管理者和企业所处制度环境在企业战略选择中发挥的重要作用。因此，本论文的第一个目的就是从企业家个体和制度环境两个方面出发，考察私营企业主从前计划经济体制下获得的职能背景、社会资本与制度环境对企业竞争战略类型选择和战略选择趋同的影响作用。
2．私营企业战略选择与组织绩效之间的关系
对于企业竞争战略类型与绩效之间的关系，一般认为在某特定情境下，某种战略类型应该优于其它类型。制度主义理论和资源基础理论则对战略趋同与绩效之间的关系有不同的假设和解释。本文探讨了私营企业竞争战略类型和战略趋同对组织绩效的直接影响。
3．制度环境对私营企业战略选择有效性的影响作用
根据战略的权变观点和制度基础观，制度环境在私营企业战略选择与组织绩效之间起着调节作用。因此，本论文分别探讨了市场成熟度与政府和法律的有效性这两个制度环境变量对私营企业竞争战略类型和战略趋同与组织绩效之间关系的调节作用。
本研究采用来自中共中央统战部、中华全国工商业联合会、国家工商行政管理总局、中国民（私）营经济研究会2006年3月组织的“全国私营企业调查”和中国经济改革研究基金会国民经济研究所2003-2005年公布的各地区市场化进程报告中的市场化进程相对指数这两个数据，对来自15个行业的私营企业进行了检验。实证研究结果显示：（1）在转型中国，企业主职能背景（管理背景除外）、社会网络（政治联系除外）和制度环境变量显著影响企业竞争战略类型的选择；制度环境变量对企业战略趋同有显著的影响作用。（2）探索型战略对企业的销售额对数有显著的负向作用，对新产品销售额比例有显著的正向作用；战略趋同对企业的销售额对数有显著正向影响，但对新产品销售额比例和销售利润率都有显著负向影响。（3）制度环境调节企业竞争战略类型和战略趋同与企业绩效之间的关系，但结果比预期的要复杂地多。制度环境影响战略类型与销售额对数之间关系的方向（正或负），影响战略类型与销售利润率之间关系的强弱和方向。制度环境越好，战略趋同对销售额对数和销售利润率的影响越大，而且制度环境影响战略趋同与新产品销售额比例之间关系的方向（正或负）。
本文提出和验证了中国私营企业高层管理者的职能背景和社会资本对企业战略选择行为的影响机制，有助于探究在中国转型经济环境下战略领导理论对企业竞争战略研究的适用性。通过研究制度要素——市场成熟度与政府和法律的有效性对私营企业战略选择的影响作用，有助于进一步理解和解释制度要素与组织之间的动态交互如何影响企业的战略选择结果。同时，进一步丰富了除政治和法律外其他制度因素尤其是战略资源要素的获取对企业战略选择和绩效之间关系的影响作用研究。此外，在转型经济的研究背景下揭示了制度环境对企业战略管理行为的影响作用，有助于更深入理解战略制度基础观的理论贡献及其限制条件。
A transition economy or transitional economy is an economy which is changingfrom a centrally planned economy to a market economy. During the transition, oldinstitutions underpinning a plan economy have been damaged and weakened badly bythe process of liberalization, privatization and marketization, while new institutionsunderpinning a market economy have not yet been well established. The radical changebrings about great institutional uncertainty to organizations. Meanwhile, patterns ofresource dependence have been changed. Then how do organizations make strategicchoices in respond to the institutional uncertainty and changed resource dependencepatterns? This dissertation investigates the competitive strategy and strategic conformityof private enterprises in transitional China. It aims to find out the antecedents andconsequences of strategic choices of private enterprises of China by integrating theoriesof strategic leadership and institution-based view of strategic choice. Enlightenmentsfrom social capital theory, strategic contingency perspective, resource-based theory andinstitutional theory are also included.
The study investigates:
1. The antecedents of strategy choices of private enterprises
The first objective of the study is to examine the managerial and institutionalenvironmental factors which influence private enterprise’s choices of competitivestrategy and strategic conformity. The effects of entrepreneur’s functional backgroundsgained from former centrally planned economy and social capital on firm’s choice ofcompetitive strategy are studied. And the relationships between entrepreneur’s socialcapital and strategic conformity are examined. From an institution-based view ofstrategy, institutional environment has direct impacts on firm’s strategic choices. Firmsin transition economies are constrained by market maturity which determines whether afirm can acquire resources from external environment as well as political and legalinstitutions which represent the institutional uncertainty a firm has to deal with.Therefore, the roles of market maturity and political and legal institutions in strategicchoices are examined.
2. Contributions of strategy choices on performance of private enterprises
With regard to the relationship between competitive strategic type and performance,it is generally believed that certain types outperform others in specific contexts.Institutional theory and resource-base competitive advantage view of strategicmanagement have different hypothesis and explanations concerning strategic conformity.This study investigates the main effects of competitive strategy and strategic conformityon private enterprise performance.
3. Effectiveness of strategic choices on performance of private enterprises: Thecontingency perspective
From the points of strategic contingency theory and the institution-based view ofstrategy, institutional environments moderate the relationships between strategic choicesand performance. One of the objectives of the study is to investigate the conditionsunder which competitive strategy and strategic conformity are more or less effective.The roles of market maturity and political and legal institutions are investigated.
Based on data of Chinese Private Enterprise Survey and NERI index ofmarketization of China's provinces, empirical results show that:(1) privateentrepreneur’s functional backgrounds (except for managerial background), socialcapital (except for political relations) and institutional environment have significantimpacts on firm’s competitive strategic choice; institutional environment has significantimpacts on firm’s strategic conformity;(2) prospective strategy has negative impact onfirm growth and positive impact on firm’s product innovation while strategic conformityhas positive impact on firm growth and negative impacts on firm’s product innovationand profits;(3) institutional environment moderates the relationship between strategicchoices and performance and results are more complicated than expected. Institutionalenvironment influences the direction of the effect of competitive strategic type on firmgrowth as well as both the direction and strength of the effect of competitive strategictype on firm profits. The more marketized the institutional environment, the stronger theimpact of strategic conformity on firm growth and profits. And institutionalenvironment influences the direction of the effect of strategic conformity on firmproduct innovation.
The study theorizes and empirically examines the influences of entrepreneur’sfunctional background, social capital and institutional factors on firm strategic choices and performance. The findings of the study have implications on the theory of strategicleadership and the institution-based view of strategy.
引文
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