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论文编号：	10060
作者编号：	1120120777
上传时间：	2018/6/7 16:50:24
中文题目：	环境不确定性对公司战略转型的影响研究
英文题目：	Study on the Influence of Environmental Uncertainty on Corporate Strategic Transformation
指导老师：	于斌
中文关键字：	环境不确定性；战略转型；冗余资源；董事会资本；CEO政治联系
英文关键字：	Environmental Uncertainty; Strategic Transformation; Redundant Resources; Board Capital; CEO Political Ties
中文摘要：	随着经济全球化的加快，企业面临的竞争日益激烈，竞争环境也充满了不确定性。在这种背景下，企业若想在竞争中立于不败之地，战略转型是一件十分重要的武器。一些国际知名企业正是由于没有在恰当的时机进行合理的转型而退出了竞争舞台，例如专注于胶卷生产的柯达公司没有抓住市场机会进行战略转型而在与数码影像的竞争中失利、专注于手机生产的诺基亚公司因为没有赶上智能手机发展的大趋势而退出手机市场。相反，从一些成功企业的发展历程来看，它们正是在一些关键节点上及时进行了战略转型，才一直保持着可持续的竞争优势。例如，著名的通用汽车公司正是在艾尔弗雷德?斯隆的带领下不断进行着战略转型，才在与福特等汽车公司激烈竞争的过程中不断胜出。考虑到战略转型在企业管理实践中的重要性，近年来越来越多的学者聚焦于这一现象，并从不同角度、基于不同理论视角对该现象展开分析。然而已有研究多聚焦于企业内部因素之间的互动，忽视了企业作为开放系统与外部环境的互动。有鉴于此，本文基于组织理论的开放系统视角，深入分析企业所面临的外部环境不确定性对战略转型的影响机理，并进一步探索外部环境不确定性如何与企业内部资源互动进而影响战略转型，旨在丰富理论界和实践界对战略转型这一现象的认识。通过理论分析、实证分析以及案例分析，本文主要得到以下结论：首先，公司所处环境的不确定性能够显著影响公司的战略转型。当环境动态性程度较高时，公司更倾向于进行战略转型，当环境丰富性程度较高时，公司更倾向于进行战略转型。其次，公司财务冗余会正向调节外部环境动态性和丰富性对公司战略转型的影响，而公司人力资源冗余会负向调节外部环境动态性和丰富性对公司战略转型的影响。第三，董事会社会资本会正向调节外部环境动态性和丰富性对公司战略转型的影响。第四，CEO政治联系会正向调节外部环境动态性和丰富性对公司战略转型的影响。本文的创新点主要体现在以下几个方面：首先，不同于已有研究对于公司战略转型的文献多数基于资源基础理论、资源依赖理论以及公司行为理论强调了公司的内部因素对战略转型的影响，本文基于开放系统视角分析了外部环境因素如何影响公司的战略转型，是对战略转型文献的重要补充。第二，在已有研究将环境不确定性进行维度细分的基础上，本文深入分析了环境动态性和环境丰富性对公司战略转型的影响机理，从而为一些企业通过战略转型而避免公司的失败提供了理论支持，进一步打开了外部环境影响组织内部运作的“黑箱”。第三，本文在分析环境不确定性与公司战略转型的基础上，考虑了公司、团队和个体三个层面因素对环境不确定性与公司战略转型关系的调节作用，从而丰富了已有研究。第四，在对冗余资源分为财务冗余和人力资源冗余之后，研究发现，不同的冗余资源类型会对环境不确定性与公司战略转型之间的关系产生不同的影响，即财务冗余会正向促进环境不确定性与公司战略转型之间的关系，而人力资源冗余则会抑制环境不确定性与公司战略转型之间的关系。
英文摘要：	With the acceleration of economic globalization, enterprises are facing increasingly fierce competition and the competitive environment is also full of uncertainty. In this context, if an enterprise wants to be invincible in competition, strategic transformation is a very important weapon. Some well-known international companies did not withdraw from the competition stage because they did not make reasonable transitions at the right time. For example, Kodak, which specializes in film production, did not seize market opportunities to make strategic transitions and lost power in competition with digital imaging. Nokia, which makes mobile phones, has withdrawn from the mobile phone market because it did not catch up with the trend of smartphone development. On the contrary, judging from the development history of some successful companies, they have just made strategic transformations at some key nodes in order to maintain a sustainable competitive advantage. For example, the well-known General Motors Company, under the leadership of Alfred Sloan, continued to make strategic transformations and won the competition with Ford and other auto companies. Considering the importance of strategic transformation in the practice of enterprise management, more and more scholars have focused on this phenomenon in recent years and analyzed the phenomenon from different perspectives and based on different theoretical perspectives. However, there have been many researches focusing on the interaction between internal factors of enterprises and neglecting the interaction between the enterprise as an open system and the external environment. In view of this, based on the open system perspective of organizational theory, this paper deeply analyzes the influence mechanism of the external environment uncertainty on the strategic transformation, and further explores how the external environmental uncertainty interacts with the internal resources of the company and then influences the strategic transformation. It aims to enrich the understanding of the phenomenon of strategic transformation in the theoretical and practical world. Through theoretical analysis, empirical analysis, and case analysis, this paper mainly obtained the following conclusions: First, the uncertainty of the company's environment can significantly affect the company's strategic transformation. When the degree of environmental dynamics is high, companies are more inclined to make strategic transformations. When the degree of environmental richness is high, companies are more inclined to make strategic transformations. Second, the company's financial redundancy will positively influence the dynamic and richness of the external environment on the company's strategic transformations, and the company's human resource redundancy will negatively influence the dynamic and richness of the external environment on the company's strategic transformations. Third, the social capital of the board of directors will positively adjust the influence of the dynamic and richness of the external environment on the company's strategic transformation. Fourth, the CEO political ties will positively influence the dynamic and richness of the external environment on the company's strategic transformations. The innovations in this paper are mainly reflected in the following aspects: First, unlike most of the existing research literature on corporate strategic transformation, the majority based on resource-based theory, resource dependence theory, and corporate behavior theory emphasizes the influence of internal factors on strategic transformation. This article analyzes how the external environmental factors affect the company's strategic transformation based on an open system perspective. It is an important complement to the literature on strategic transformation. Second, on the basis of the existing research on the dimensional subdivision of environmental uncertainties, this paper analyzes in depth the impact mechanism of environmental dynamics and environmental richness on corporate strategy changes, thus avoiding companies’ adoption of strategic transformations. The failure provided theoretical support and further opened the "black box" of the internal operations of the external environmental impact organization. Thirdly, based on the analysis of environmental uncertainties and corporate strategy changes, this paper considers the three-level factors of companies, teams, and individuals in regulating the relationship between environmental uncertainty and corporate strategic transformation, thus enriching existing research. Fourth, after the redundancy resources are divided into financial redundancy and human resource redundancy, the study finds that different types of redundant resources have different effects on the relationship between environmental uncertainty and the company's strategic transformation, that is, financial Redundancy will positively promote the relationship between environmental uncertainty and corporate strategic transformation, while human resource redundancy will inhibit the relationship between environmental uncertainty and corporate strategic transformation.
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