摘要
理研究的中心主题。目前的战略研究主要关注企业生存或环境变化稳定情况下的企业成长问题,这种传统战略管理理论存在着“自主成长”和“强迫成长”的两股主流研究,由此产生了“组织适应力”学派和“战略选择”学派。这两大学派对于企业持续竞争优势之源各执一词,争论不休;前者从组织内部变化中寻找企业持续竞争优势之源,着重揭示同一竞争范式中的企业成长问题,而后者从市场环境变化中寻找企业持续成长的驱动力,侧重探究市场环境变革中的企业成长问题。但是,从本质上这些理论只是解决了企业成长过程中的局部性问题,所以,它们难以揭示企业持续成长的本质和为战略管理实践提供强有力的理论指导。
组织适应力和战略选择在企业持续成长过程中是共存和互补的,在“多商务景观”的企业长期成长过程中,组织适应力和战略选择为企业创造竞争优势具有明显的阶段性和时间交替性,企业持续成长是由组织适应力与战略环境选择协同演化力量所驱动的结果。本文在理论上解释了协同演化是企业持续成长的内在动力,以组织知识系统活动为基础分析了企业持续成长的非线性规律。研究表明,协同演化是以互补性相互作用为基础,协同演化机制是企业持续成长的根本保证,单一的力量不可能为企业持续创造竞争优势;战略选择与组织适应力协同演化所推动的“自主成长”和“强迫成长”构成了企业持续成长的双绞线规律;这种成长规律表现出准周期性,所以,适当调节企业组织知识的构成可以实现企业持续健康发展。
为了保证这种协同演化机制的有效实施,本文从组织适应力变化的视角,运用实物期权理论分析了企业机会识别能力、运营能力、投资能力以及资产互补性能力等变化都会影响企业战略实施的时机选择,指出二面性组织有利于企业平稳地实施战略选择;基于战略选择的视角,在分析组织惰性产生的内在原因基础上,本文运用复杂性理论系统地揭示了企业进行组织适应力改进与转变所遵循的一般原理,指出企业内外沟通能力、组织探索性学习能力、外部商务机会涌现的不确定性、以及企业多元化程度都影响着战略选择下的组织适应力变化。本文运用141家中国企业成长的数据调研分析进一步检验了本研究的相关基本假设和命题,结果表明,这些相关假设与核心结论得到了支持,并且给出了中国企业持续成长所存在的本质问题和相应建议。另外,本文讨论了本研究对于战略管理理论的贡献和存在的研究不足。
With the new economy coming and the market environment rapidly changing, firm sustained growth has increasingly becoming a critical topic in the domain of strategic management research. The existing strategic management literature mainly focuses on the issues on firm’s survival or growth in steady environment, and these traditional theories have divided the two mainstream research camps of‘natural growth’and‘forced growth’, thus, both camps have formed the subsequent different schools, respectively, i.e., one is school of‘organizational adaptation’, and the other is school of‘strategic choice’. Both schools are at odds with the issue about sourcing of firm’s sustained competitive advantage. The former explores the source of firm’s sustained competitive advantage form organization’s inner change, and emphasizes on the disclosure of firm’s growth in the same competitive paradigm; while the later tends to open out the driver of firm’sustained growth from the process of market environmental change, and strive particularly to probe into firm’s future growth in the transition of different competitive paradigms. However, essentially, these theories only solve the part problems emerging in the process of firm’s sustained growth. Therefore, they difficultly reveal the nature of firm’s sustained growth, and provide with robust theoretical guidance for strategic practice.
This paper treats a firm as‘businesses’landscape’that any one business’s downfall may not lead to the firm’s death. Organizational adaptation and strategic choice co-exist and complement in creation of sustained competitive advantage. In firm’s long-term development, competitive advantage created by organizational adaptation and strategic choice may be manifestly staged and temporally alternate, thus, firm’s sustained growth is driven by the co-evolutionary vigor of organizational adaptation and strategic choice. This paper firstly extends that co-evolution is the intrinsic dynamics of firm’s sustained growth, and exposes that firm’s growth is nonlinear. The results suggest that co-evolution is based on complementary interaction, the subsequent co-evolutionary mechanism can fundamentally ensure firm’s sustained growth, and a single power can’t support firm’s long-term development.‘Natural growth’and‘forced growth’, which are driven by co-evolution of organizational adaptation and strategic choice, construct the twisted-pair law of firm’s sustained growth; this law shows quasi-periodicity, and the properly adjustment of the construction of organizational knowledge may achieve firm’s healthy development.
Secondly, in order to make the co-evolutionary mechanism efficiently implement, from the view of organizational adaptation, borrowing real options, this study analyses the opportunity of strategic choice is influenced by the change of organizational adaptation involving firm’s opportunity identifiability, operating capability, investment ability, assets’complementary ability, and so on, and argues that ambidextrous organizations may make for firm’s steady implementation of strategic choice. From the perspective of strategic choice, after exposure of organizational inertia, this study addresses the principles of organizational adaptation’s transformation by term of complexity theory, and argues that firm’s inner-outer communicative ability, organizational exploration learning, outer business opportunity uncertainty, and diversification, influence organizational adaptation’s transformation. Lastly, my findings, based on a survey of 141 firms in central China, provide strong support some related fundamental propositions and core conclusions above, and some suggestions, which deal with the challenges in face of Chinese firms’sustained growth are given out. In addition, for strategic management research, some contributions and limitations are discussed.
引文
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