创业者领导行为、组织学习能力与新创企业竞争优势关系研究
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摘要
现阶段我国正处于计划经济向市场经济转轨的关键时期，企业所处的环境正在发生着翻天覆地的变化，许多新企业应运而生。然而真正顺应环境变化而存活，继而快速成长的新企业则仍为少数。由于新创企业成立时间较短、规模较小、资源有限、组织结构不成熟、外部网络关系不稳定等“新生性劣势”，所以如何在这种高度动态的市场竞争中生存与发展，将“新生性劣势”转变为持续竞争优势，成为创业者共同关注且亟需解决的重要问题之一。
管理大师彼得·德鲁克(1989)指出：企业的经营者在经营企业时，其基本的要求就是以永久经营和生存为目标，企业必须要构建起竞争优势以保持经营的持久性，而企业获取竞争优势的关键是技术和知识资源的有效利用。随着知识经济时代的来临，知识资源因具备价值性、稀缺性、难以模仿和难以替代的异质性资源特征而成为新创企业获取竞争优势的基础。对于具有“新生性劣势”且缺少知识资源的新企业,更需通过知识获取、整合和创造来有效管理知识。组织学习能力正是促进知识获取、传递与利用的重要体现，它可以通过找出影响组织成员进行创新的组织条件与管理因素，从而提升新创企业的整体创新水平。而创业者是新创企业组织学习的关键角色和重要桥梁，也是是创业过程中的核心部分，所以创业者领导行为与创业是否成功有直接的关系。
由此可见，企业竞争优势的实现离不开知识的管理，知识的管理是组织学习能力的重要体现，而组织学习能力则体现于领导行为的作用。本文正是在此背景下，将创业研究与领导理论结合在一起，在对创业理论、组织行为理论、领导理论、组织学习理论以及企业能力理论回顾与分析的基础上，以我国转型时期为背景，以新创企业为实践，将创业者领导行为、组织学习能力、新创企业竞争优势纳入到一个框架体系中，来深入探究其相互作用机理。
本文在明晰各要素内涵及维度划分的基础上，构建了要素间作用关系的理论模型并提出了相关假设，通过SPSS19.0统计软件对调研的数据进行分析与处理，并对假设进行验证。通过实证研究的分析结果，本文提出的22条假设中，通过验证的有17条，有5条未获得支持。本文的基本研究结论如下：
第一，从创业者领导行为出发，探究了创业者的三种不同领导行为即任务导向领导行为、关系导向领导行为、参与式领导行为对新创企业竞争优势的作用机理。研究结果表明：任务导向领导行为和参与式领导行为对新创企业竞争优势有显著的积极影响；但关系导向领导行为对新创企业竞争优势的影响不显著。
第二，从创业者领导行为出发，探究了创业者的三种不同领导行为（任务导向领导行为、关系导向领导行为、参与式领导行为）对组织学习能力的四个维度（目标任务共识、领导授权、开放与试验、知识传递与融合）的作用机理。研究结果表明：任务导向领导行为对组织学习中目标任务共识、领导授权、开放与试验、知识传递与融合皆有显著的积极影响；关系导向领导行为对目标任务共识、开放与试验有显著的积极影响，但对领导授权、知识传递与融合的影响不显著；参与式领导行为对领导授权、开放与试验、知识传递与融合均有显著的积极影响，但对目标任务共识的影响不显著。
第三，从组织学习能力出发，探究了组织学习能力的四个维度即目标任务共识、领导授权、开放与试验、知识传递与融合对新创企业竞争优势的作用机理。研究结果表明：组织学习能力中目标任务共识、领导授权、开放与试验、知识传递与融合对新创企业竞争优势皆有显著的积极影响。
第四，通过采用回归分析中介效应的检验方法，探究了组织学习能力对创业者三种不同领导行为（任务导向领导行为、关系导向领导行为、参与式领导行为）与新创企业竞争优势间的中介效应。研究结果表明：组织学习能力在任务导向领导行为与新创企业竞争优势间具有部分中介作用；组织学习能力在关系导向领导行为与新创企业竞争优势间的中介作用不成立；而组织学习能力在参与式领导行为与新创企业竞争优势间起到完全中介作用。
相对于以往研究，本研究的创新之处主要体现在以下几方面：
第一，本文首次将创业者领导行为、组织学习能力与新创企业竞争优势纳入到一个整体的理论框架中。并将创业研究与领导理论结合在一起，探究一套适合我国新创企业发展实际的创业者领导行为与组织学习模式，促进了创业研究的发展和领导理论的丰富。
第二，本文在传统的领导行为二维度（如变革-交易、任务-关系）基础上引入了权变因素，首次将任务导向领导行为、关系导向领导行为、参与式领导行为整合为创业者领导行为的三个维度。进而探究其对组织学习能力、新创企业竞争优势的不同作用及影响，在一定程度上拓展了领导理论的研究领域。
第三，本文首次探究了组织学习能力在创业者领导行为与新创企业竞争优势之间的中介作用。进而深入挖掘创业者领导行为对新创企业竞争优势的影响路径及作用机理。
本研究的理论贡献一方面体现在通过探寻一套适合于新创企业的组织学习模式，加深组织学习的学术性研究；另一方面促进了创业研究的发展和领导理论的丰富。实践意义体现在为创业者根据不同情境因素采取合适的领导行为，以提升新创企业的组织学习能力，进而增强核心竞争力提供依据；更重要的是为推进我国创业活动整体水平的提高提供重要的参考价值。
At the present stage, China is in a critical period of the planned economy systemto market economy system, enterprises in which the environment is undergoingtremendous changes, many new ventures have emerged. Really adapt toenvironmental changes and survive, then fast-growing new ventures, however, is stilla minority. As the new venture set up time is shorter, smaller, limited resources,organizational structure immature, unstable external network relations "proliferativedisadvantages", so how to survive in this highly dynamic market competition anddevelopment,"proliferative disadvantages" into sustainable competitive advantage,one of the entrepreneurs of common concern and the need to solve the problem.
The Management guru Peter Drucker (1989) pointed out that the businessoperators in the operation of the business, the basic requirement is to permanentbusiness and living as the goal, the enterprise must construct the competitiveadvantage in order to maintain persistence management, the key for enterprises togain competitive advantage is the effective use of technology and knowledgeresources. With the advent of knowledge economy, knowledge resources have value,rareness, inimitable and irreplaceable resource heterogeneity characteristics andbecome the basis of new enterprises to gain competitive advantage. For a newenterprises'"proliferative disadvantages" and lack of knowledge resources, more needthrough knowledge acquisition, integration and the creation of effective managementof knowledge. Organizational learning capability is the promotion of knowledgeacquisition, transfer and utilization is important reflect, it can find out the influence ofthe members of the organization innovation organization and management factors, soas to enhance the overall level of innovation of new ventures. The entrepreneur is thekey role of new venture organizational learning and an important bridge, also is thecore part of the entrepreneurial process, so the entrepreneur leadership behavior andwhether there is a direct relationship between the entrepreneurial success.
Therefore, to realize the enterprise competitive advantage is inseparable from theknowledge management, knowledge management is an important manifestation oforganizational learning capability, and the organizational learning capability isembodied in the leadership behavior. Under this background, the research onentrepreneurship and leadership theory together, in theory as well as the review ofenterprise ability theory and analysis based on the theory of entrepreneurship,organizational behavior theory, leadership theory, organizational learning, in China'stransition period as the background, the new ventures into practice, the entrepreneur leadership behavior, organizational learning ability, the new competitive advantageinto a system, to explore the mechanism of interaction.
Based on the distinct elements connotation and dimension, constructs a theorymodel of relationships between elements and put forward the relevant assumptions,analysis and processing based on the survey data of statistical software SPSS19.0, andverify the hypothesis. Through the analysis of the empirical results, the proposed22assumptions, through the verification of the17hypotheses,5hypotheses are notsupported. The basic conclusions of this thesis are as follows:
First, from the point of view of leadership behaviors of entrepreneurs, to explorethree different leadership behaviors of entrepreneurs is task oriented leadershipbehavior, relationship oriented leadership, participative leadership mechanism of thenew competitive advantage. The results show that: task oriented leadership behaviorand participatory leadership behavior has a significant positive effect on ventureenterprise competitive advantage; but the influence relationship oriented leadershipbehavior of venture enterprise competitive advantage is not significant.
Second, from the point of view of leadership behaviors of entrepreneurs, toexplore three different leadership behaviors of entrepreneurs (task-oriented leadershipbehavior, relationship-oriented leadership behavior, participative leadership behavior)on the four dimensions of organizational learning capability (objectives and tasksconsensus leadership authorization, open and experimental, knowledge transfer andintegration) mechanism. The results show that: the task-oriented leadership onorganizational learning in the target task consensus, empowering leadership, opennessand testing, knowledge transfer and integration have significant positive impact onrelationship oriented leadership behavior; on the target task consensus, has asignificant positive effect of open and test, but the leadership empowerment,knowledge transfer and integration is not significant; participative leadership of leaderempowerment, open positive impact and test, knowledge transfer and integrationsignificantly, but the effect on the target task consensus is not significant.
Third, from the organizational learning ability, four dimensions of organizationallearning capability is the target task, authorization, open and common test, knowledgetransfer and integration mechanism of venture enterprise competitive advantage. Theresults show that: the organizational learning capability in the target task consensus,leader empowerment, knowledge transfer and integration has a significant positiveeffect on venture enterprise competitive advantage, but the influence of open andtesting of new competitive advantage of enterprises is not significant.
Fourth, by using regression analysis method the mediating effect oforganizational learning capability, explores the entrepreneur of three differentleadership behavior (orientation task oriented leadership behavior, leadership,participative leadership) and new competitive advantage is the intermediary effect. The results showed that: organizational learning has a mediating effect on taskoriented leadership behavior and new enterprise's competitive advantage; themediating role of organizational learning capability in the relationship orientedleadership behavior and new enterprise's competitive advantage is not established; andthe organizational learning capability plays full intermediary role in the participativeleadership and new enterprise's competitive advantage.
Relative to the previous research, the innovation of this study is mainly reflectedin the following aspects:
First, this paper will be the first entrepreneur leadership behavior, organizationallearning capability and innovative enterprise competitive advantage into a wholetheoretical framework. And the entrepreneurial research and leadership theorytogether, to explore a suitable for China's new venture development actualentrepreneur leadership behavior and organizational learning mode, promote thedevelopment of entrepreneurship and leadership theory.
Second, based on the traditional two dimension of leadership behavior (such aschanges to transactions and tasks to relationship) based on the introduction ofcontingency factors, will be the first orientation task oriented leadership behavior,leadership, participative leadership into three dimensions of leadership behaviors ofentrepreneurs. And then explores the learning ability, new competitive advantage tothe organization of different function and influence, to a certain extent, expand theresearch field of leadership theory.
Third, this paper first explores the mediating role of organizational learningcapability between the entrepreneur leadership behavior and new competitiveadvantage. Then dig leadership entrepreneurs influence on start-up enterprisecompetition advantages through the path and mechanism of action.
The theoretical contribution of this study on one hand reflected in exploring asuitable new enterprise organizational learning mode, deepen the academic study oforganizational learning; on the other hand, promote the development ofentrepreneurship and leadership theory. Practical significance is reflected in theentrepreneur according to different contextual factors to take leadership behaviorappropriate, to promote the new venture organizational learning ability, and enhancethe core competition and provide the basis; more important is to provide importantreference value for advancing the whole level of our entrepreneurial activities toimprove.
管理大师彼得·德鲁克(1989)指出：企业的经营者在经营企业时，其基本的要求就是以永久经营和生存为目标，企业必须要构建起竞争优势以保持经营的持久性，而企业获取竞争优势的关键是技术和知识资源的有效利用。随着知识经济时代的来临，知识资源因具备价值性、稀缺性、难以模仿和难以替代的异质性资源特征而成为新创企业获取竞争优势的基础。对于具有“新生性劣势”且缺少知识资源的新企业,更需通过知识获取、整合和创造来有效管理知识。组织学习能力正是促进知识获取、传递与利用的重要体现，它可以通过找出影响组织成员进行创新的组织条件与管理因素，从而提升新创企业的整体创新水平。而创业者是新创企业组织学习的关键角色和重要桥梁，也是是创业过程中的核心部分，所以创业者领导行为与创业是否成功有直接的关系。
由此可见，企业竞争优势的实现离不开知识的管理，知识的管理是组织学习能力的重要体现，而组织学习能力则体现于领导行为的作用。本文正是在此背景下，将创业研究与领导理论结合在一起，在对创业理论、组织行为理论、领导理论、组织学习理论以及企业能力理论回顾与分析的基础上，以我国转型时期为背景，以新创企业为实践，将创业者领导行为、组织学习能力、新创企业竞争优势纳入到一个框架体系中，来深入探究其相互作用机理。
本文在明晰各要素内涵及维度划分的基础上，构建了要素间作用关系的理论模型并提出了相关假设，通过SPSS19.0统计软件对调研的数据进行分析与处理，并对假设进行验证。通过实证研究的分析结果，本文提出的22条假设中，通过验证的有17条，有5条未获得支持。本文的基本研究结论如下：
第一，从创业者领导行为出发，探究了创业者的三种不同领导行为即任务导向领导行为、关系导向领导行为、参与式领导行为对新创企业竞争优势的作用机理。研究结果表明：任务导向领导行为和参与式领导行为对新创企业竞争优势有显著的积极影响；但关系导向领导行为对新创企业竞争优势的影响不显著。
第二，从创业者领导行为出发，探究了创业者的三种不同领导行为（任务导向领导行为、关系导向领导行为、参与式领导行为）对组织学习能力的四个维度（目标任务共识、领导授权、开放与试验、知识传递与融合）的作用机理。研究结果表明：任务导向领导行为对组织学习中目标任务共识、领导授权、开放与试验、知识传递与融合皆有显著的积极影响；关系导向领导行为对目标任务共识、开放与试验有显著的积极影响，但对领导授权、知识传递与融合的影响不显著；参与式领导行为对领导授权、开放与试验、知识传递与融合均有显著的积极影响，但对目标任务共识的影响不显著。
第三，从组织学习能力出发，探究了组织学习能力的四个维度即目标任务共识、领导授权、开放与试验、知识传递与融合对新创企业竞争优势的作用机理。研究结果表明：组织学习能力中目标任务共识、领导授权、开放与试验、知识传递与融合对新创企业竞争优势皆有显著的积极影响。
第四，通过采用回归分析中介效应的检验方法，探究了组织学习能力对创业者三种不同领导行为（任务导向领导行为、关系导向领导行为、参与式领导行为）与新创企业竞争优势间的中介效应。研究结果表明：组织学习能力在任务导向领导行为与新创企业竞争优势间具有部分中介作用；组织学习能力在关系导向领导行为与新创企业竞争优势间的中介作用不成立；而组织学习能力在参与式领导行为与新创企业竞争优势间起到完全中介作用。
相对于以往研究，本研究的创新之处主要体现在以下几方面：
第一，本文首次将创业者领导行为、组织学习能力与新创企业竞争优势纳入到一个整体的理论框架中。并将创业研究与领导理论结合在一起，探究一套适合我国新创企业发展实际的创业者领导行为与组织学习模式，促进了创业研究的发展和领导理论的丰富。
第二，本文在传统的领导行为二维度（如变革-交易、任务-关系）基础上引入了权变因素，首次将任务导向领导行为、关系导向领导行为、参与式领导行为整合为创业者领导行为的三个维度。进而探究其对组织学习能力、新创企业竞争优势的不同作用及影响，在一定程度上拓展了领导理论的研究领域。
第三，本文首次探究了组织学习能力在创业者领导行为与新创企业竞争优势之间的中介作用。进而深入挖掘创业者领导行为对新创企业竞争优势的影响路径及作用机理。
本研究的理论贡献一方面体现在通过探寻一套适合于新创企业的组织学习模式，加深组织学习的学术性研究；另一方面促进了创业研究的发展和领导理论的丰富。实践意义体现在为创业者根据不同情境因素采取合适的领导行为，以提升新创企业的组织学习能力，进而增强核心竞争力提供依据；更重要的是为推进我国创业活动整体水平的提高提供重要的参考价值。
At the present stage, China is in a critical period of the planned economy systemto market economy system, enterprises in which the environment is undergoingtremendous changes, many new ventures have emerged. Really adapt toenvironmental changes and survive, then fast-growing new ventures, however, is stilla minority. As the new venture set up time is shorter, smaller, limited resources,organizational structure immature, unstable external network relations "proliferativedisadvantages", so how to survive in this highly dynamic market competition anddevelopment,"proliferative disadvantages" into sustainable competitive advantage,one of the entrepreneurs of common concern and the need to solve the problem.
The Management guru Peter Drucker (1989) pointed out that the businessoperators in the operation of the business, the basic requirement is to permanentbusiness and living as the goal, the enterprise must construct the competitiveadvantage in order to maintain persistence management, the key for enterprises togain competitive advantage is the effective use of technology and knowledgeresources. With the advent of knowledge economy, knowledge resources have value,rareness, inimitable and irreplaceable resource heterogeneity characteristics andbecome the basis of new enterprises to gain competitive advantage. For a newenterprises'"proliferative disadvantages" and lack of knowledge resources, more needthrough knowledge acquisition, integration and the creation of effective managementof knowledge. Organizational learning capability is the promotion of knowledgeacquisition, transfer and utilization is important reflect, it can find out the influence ofthe members of the organization innovation organization and management factors, soas to enhance the overall level of innovation of new ventures. The entrepreneur is thekey role of new venture organizational learning and an important bridge, also is thecore part of the entrepreneurial process, so the entrepreneur leadership behavior andwhether there is a direct relationship between the entrepreneurial success.
Therefore, to realize the enterprise competitive advantage is inseparable from theknowledge management, knowledge management is an important manifestation oforganizational learning capability, and the organizational learning capability isembodied in the leadership behavior. Under this background, the research onentrepreneurship and leadership theory together, in theory as well as the review ofenterprise ability theory and analysis based on the theory of entrepreneurship,organizational behavior theory, leadership theory, organizational learning, in China'stransition period as the background, the new ventures into practice, the entrepreneur leadership behavior, organizational learning ability, the new competitive advantageinto a system, to explore the mechanism of interaction.
Based on the distinct elements connotation and dimension, constructs a theorymodel of relationships between elements and put forward the relevant assumptions,analysis and processing based on the survey data of statistical software SPSS19.0, andverify the hypothesis. Through the analysis of the empirical results, the proposed22assumptions, through the verification of the17hypotheses,5hypotheses are notsupported. The basic conclusions of this thesis are as follows:
First, from the point of view of leadership behaviors of entrepreneurs, to explorethree different leadership behaviors of entrepreneurs is task oriented leadershipbehavior, relationship oriented leadership, participative leadership mechanism of thenew competitive advantage. The results show that: task oriented leadership behaviorand participatory leadership behavior has a significant positive effect on ventureenterprise competitive advantage; but the influence relationship oriented leadershipbehavior of venture enterprise competitive advantage is not significant.
Second, from the point of view of leadership behaviors of entrepreneurs, toexplore three different leadership behaviors of entrepreneurs (task-oriented leadershipbehavior, relationship-oriented leadership behavior, participative leadership behavior)on the four dimensions of organizational learning capability (objectives and tasksconsensus leadership authorization, open and experimental, knowledge transfer andintegration) mechanism. The results show that: the task-oriented leadership onorganizational learning in the target task consensus, empowering leadership, opennessand testing, knowledge transfer and integration have significant positive impact onrelationship oriented leadership behavior; on the target task consensus, has asignificant positive effect of open and test, but the leadership empowerment,knowledge transfer and integration is not significant; participative leadership of leaderempowerment, open positive impact and test, knowledge transfer and integrationsignificantly, but the effect on the target task consensus is not significant.
Third, from the organizational learning ability, four dimensions of organizationallearning capability is the target task, authorization, open and common test, knowledgetransfer and integration mechanism of venture enterprise competitive advantage. Theresults show that: the organizational learning capability in the target task consensus,leader empowerment, knowledge transfer and integration has a significant positiveeffect on venture enterprise competitive advantage, but the influence of open andtesting of new competitive advantage of enterprises is not significant.
Fourth, by using regression analysis method the mediating effect oforganizational learning capability, explores the entrepreneur of three differentleadership behavior (orientation task oriented leadership behavior, leadership,participative leadership) and new competitive advantage is the intermediary effect. The results showed that: organizational learning has a mediating effect on taskoriented leadership behavior and new enterprise's competitive advantage; themediating role of organizational learning capability in the relationship orientedleadership behavior and new enterprise's competitive advantage is not established; andthe organizational learning capability plays full intermediary role in the participativeleadership and new enterprise's competitive advantage.
Relative to the previous research, the innovation of this study is mainly reflectedin the following aspects:
First, this paper will be the first entrepreneur leadership behavior, organizationallearning capability and innovative enterprise competitive advantage into a wholetheoretical framework. And the entrepreneurial research and leadership theorytogether, to explore a suitable for China's new venture development actualentrepreneur leadership behavior and organizational learning mode, promote thedevelopment of entrepreneurship and leadership theory.
Second, based on the traditional two dimension of leadership behavior (such aschanges to transactions and tasks to relationship) based on the introduction ofcontingency factors, will be the first orientation task oriented leadership behavior,leadership, participative leadership into three dimensions of leadership behaviors ofentrepreneurs. And then explores the learning ability, new competitive advantage tothe organization of different function and influence, to a certain extent, expand theresearch field of leadership theory.
Third, this paper first explores the mediating role of organizational learningcapability between the entrepreneur leadership behavior and new competitiveadvantage. Then dig leadership entrepreneurs influence on start-up enterprisecompetition advantages through the path and mechanism of action.
The theoretical contribution of this study on one hand reflected in exploring asuitable new enterprise organizational learning mode, deepen the academic study oforganizational learning; on the other hand, promote the development ofentrepreneurship and leadership theory. Practical significance is reflected in theentrepreneur according to different contextual factors to take leadership behaviorappropriate, to promote the new venture organizational learning ability, and enhancethe core competition and provide the basis; more important is to provide importantreference value for advancing the whole level of our entrepreneurial activities toimprove.
引文
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