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论文编号：	12476
作者编号：	2120192870
上传时间：	2021/6/12 13:31:02
中文题目：	老字号掌门人特征与家长式领导行为对企业绩效的影响——基于csQCA方法的实证分析
英文题目：	The influence of the characteristics of time-honored bosses and the paternalistic leadership style on corporate performance — an empirical analysis based on the csQCA
指导老师：	刘建华
中文关键字：	董事长特征;家长式领导行为;产权性质;企业绩效;QCA 分析
英文关键字：	Chairman characteristics; Paternalistic leadership; Corporate property rights; Business performance; QCA
中文摘要：	中华老字号,成长于我国深厚的传统文化与悠久历史之中，寄托着华夏儿女 美好且独特的生活感受,沉淀了中华民族宝贵的文化财富、市场经验和工匠精 神。然而,我国的老字号企业正受到先进的经营模式和理念及多种产品和业态的 冲击,已不复百年繁荣,逐渐陷入困境。在老字号振兴与国有企业混合所有制改 革的背景下，涌现了一批优秀的老字号掌门人带领企业实现业绩飘红。本文基 于高层梯队理论与家长式领导理论，采用清晰集定性比较分析方法(csQCA)， 选取 2000—2018 年在任的老字号企业董事长为研究样本，从产权视角探究在国 有控股老字号企业与非国有控股老字号企业中，董事长个人特征与家长式领导 行为引致企业高绩效表现的“条条大路”与“必经之路”。 研究结果发现:1)董事长个人特征、家长式领导行为与企业高绩效间存在 多重并发因果关系，前因条件的不同组合均可能导致企业高绩效结果。其中， 国有控股老字号企业有 10 条路径实现高绩效，非国有控股老字号企业有 11 条 路径实现高绩效;2)在国有控股老字号企业高绩效路径中，“德行领导”与“仁 慈领导”是必要条件，在非国有控股老字号企业高绩效路径中，“德行领导” 与“同行业经验”是必要条件;3)国有控股老字号企业高绩效路径中，董事长 主要采取明主型与仁主型领导行为，非国有控股老字号企业高绩效路径中，董 事长主要采取清官型与德范型领导行为;4)董事长个人特征由于企业产权性质 的不同会对企业经营业绩产生不同的影响，其中两职分离在国有控股老字号企 业中更有效，股权激励在非国有控股老字号企业中更有效。 本文的研究结果在理论上，实现对现有产权视角文献与 QCA 方法运用文献 的补充，并提供了将家长式领导三个维度进行组合以探究其对企业绩效影响的 新视角。在实践上，为老字号企业在掌门人的选择、激励和监督上提供指导， 指出应充分考虑企业产权性质，注意个人特征有效性的差异，不同特征的组态 效应以及领导行为的选择，提出三点具体建议:1)充分发挥“德行领导”在老 字号企业经营中的作用;2)关注“仁慈领导”在不同产权性质组织中的差异作 用;3)健全公司治理机制，辩证看待两职分离与股权激励的有效性。
英文摘要：	The Chinese time-honored brand grew up in a profound traditional culture and long history, entrusted with people's beautiful and unique life experience, and precipitated the precious cultural wealth, market experience and craftsmanship of the Chinese nation. However, my country's time-honored enterprises are being impacted by advanced business models and concepts, as well as a variety of products and formats. They have no longer prospered for a hundred years and are gradually falling into trouble. Under the revitalization of time honored brands and the reform of introducing mixed ownership to SOEs, a group of outstanding time-honored owners have emerged to lead companies to achieve success. Based on upper echelons theory and paternalistic leadership theory, this paper uses the crisp-set QCA method, and selects the chairman of the time-honored company in office from 2000 to 2018, to explore from the perspective of property rights,understand the different paths and necessary conditions of the chairman's personal characteristics and leadership style choices that lead to high performance of the company . The results of the study found that: 1) There are multiple concurrent causal relationships between the chairman’s personal characteristics, paternalistic leadership style, and high performance of the company. Different combinations of antecedent conditions may lead to high performance results. Among them, state-owned holding time-honored companies have 10 paths to achieve high performance, and non-state-owned holding time-honored companies have 11 paths to achieve high performance; 2) In the path of state-owned holding time-honored companies, "ethical leadership" and "benevolent leadership" are necessary conditions, in the path of non-state-owned holding time-honored enterprises, “ethical leadership” and “experience in the same industry” are necessary conditions; 3) In the path of state-owned holding time-honored enterprises, the chairman mainly adopts the Mingzhu and Renzhu leadership style, in the path of non-state-owned holding time-honored enterprises, the chairman mainly adopts the Qingguan and Dexing leadership style; 4) The personal characteristics of the chairman will have different impacts on the company. Without duality is more effective in state-owned time-honored enterprises, and equity incentives are more effective in non-state-owned time-honored enterprises. In theory, it complements the existing literature on property rights perspective and QCA method application literature, and provides a new perspective of paternalistic leadership to explore its impact on corporate performance. In practice, it provides guidance for time-honored enterprises in the selection, incentives and supervision . It is pointed out that the corporate property rights is pivotal, we need to consider different personal characteristics, leadership styles and their combinations . Three specific suggestions: 1) Give full play to the role of "ethical leadership" in the operation of time-honored enterprises; 2) Pay attention to the differential role of "benevolence leadership" in organizations with different property rights; 3) Dialectically treat the effectiveness of separation of the two roles and equity incentives.
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