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论文编号：	15947
作者编号：	2320233969
上传时间：	2025/12/22 22:46:09
中文题目：	股份制商业银行组织韧性的影响因素与提升路径研究
英文题目：	Research on the Influencing Factors and Enhancement Paths of Organizational Resilience in Joint-stock Commercial Banks
指导老师：	杨斌
中文关键字：	组织韧性；省分行；模糊集定性比较分析；资源-能力框架
英文关键字：	Organizational Resilience；Provincial Branches；Fuzzy- set Qualitative Comparative Analysis；Resource-capability Framework
中文摘要：	在百年未有之大变局背景下，股份制商业银行面临着前所未有的挑战与机遇。随着传统的全球产业链和贸易格局受到冲击，地缘政治风险加剧，使得股份制商业银行的国际业务、跨境金融和风险管理变得更加复杂。利率市场化和利差收窄，传统银行依赖存贷利差的“躺赚”模式难以为继，盈利压力巨大。经济增速放缓可能导致企业经营困难，信用违约风险上升，对银行的风险识别和资产质量管理能力提出更高要求。过去股份制商业银行两大核心“优质资产”即“房地产”与“政府融资平台”受国家宏观政策管控，银行面临巨大的“资产荒”压力，股份制商业银行存贷款规模也随之受到严重挑战。股份制商业银行核心资产的变迁，同样是中国经济从“旧模式”向“新模式”转型的缩影，虽正处在阵痛期，但这也是其真正走向市场化、现代化，培育核心竞争能力的必经之路。 在这种复杂多变的环境下，作为改革开放后，为了引入市场竞争机制、打破国有银行垄断而成立的产物，股份制商业银行采用的传统的管理实践面临着严峻考验。从管理实践的角度来看，银行在应对各种挑战时，往往从战略层面、组织层面、业务层面分别制定应对措施。在战略层面，银行通常采用多元化经营、风险分散等策略；在组织层面，强调组织结构调整、人员配置优化；在业务层面，注重产品创新、服务升级等。然而，这些传统做法在实际应用中效果并不理想，改革发展的矛盾没有合理兼顾，比如“结构调整与总量稳定的辩证统一”“风控优先与客户优先的辩证统一”“战略制定与战术落实的辩证统一”，主要原因在于商业银行在“总分支”三个主要组织架构的管理路径下，总行对省分行的管理以及省分行对自身的管理均缺乏有效监测，仅通过规模与利润的经营数据、内部考核排名、民主评议等传统手段进行考核评价，管理监测缺乏系统性的理论支撑和科学化的决策依据，导致在复杂环境中的精准性和有效性不足。 本研究以组织韧性理论为基础，采用模糊集定性比较分析（fsQCA）方法，以BH银行TJ分行为案例，深入探究中国股份制商业银行省分行层面组织韧性的影响因素及其提升路径。研究从资源和能力两个维度构建了“资源-能力”分析框架，选取了资源条件、高低流动性冗余资源、渠道资源、风险效能评价、资源使用能力和管理层管理能力六个关键影响因素，对30个省级分行进行了系统分析。 研究发现，单一影响因素并不构成高组织韧性的必要条件，组织韧性的形成需要多个影响因素的协同作用。通过fsQCA分析，本研究识别出五种实现高组织韧性的提升路径，分别为：资源冗余驱动型、风险管控主导型、管理能力引领型、渠道资源支撑型和综合协同型。这五种路径反映了不同省分行在面对外部冲击时的差异化应对策略。研究还发现，在不同的经济发展水平和市场环境下，省分行可以通过不同的影响因素组合实现相同的韧性水平，体现了“殊途同归”的等效性原则。 本次论文研究实践意义在于：为股份制商业银行总部制定差异化的分行管理策略提供了依据；为省分行管理层构建和提升组织韧性提供了多元化路径选择；为银行业监管部门评估和引导商业银行韧性建设提供了新的视角。
英文摘要：	Against the backdrop of the great changes unseen in a century, joint-stock commercial banks are confronted with unprecedented challenges and opportunities. As the traditional global industrial chain and trade pattern are disrupted and geopolitical risks intensify, the international business, cross-border finance and risk management of joint-stock commercial banks have become more complex. With the marketization of interest rates and the narrowing of interest spreads, the "easy profit" model of traditional banks relying on the interest spread between deposits and loans is no longer sustainable, and the pressure to make profits is huge. A slowdown in economic growth may lead to operational difficulties for enterprises and an increase in credit default risks, which poses higher requirements for banks' risk identification and asset quality management capabilities. In the past, the two core "high-quality assets" of joint-stock commercial banks, namely "real estate" and "government financing platforms", were subject to the control of national macro policies. As a result, banks faced huge pressure from an "asset shortage", and the scale of deposits and loans of joint-stock commercial banks was also severely challenged. The transformation of core assets of joint-stock commercial banks is also a microcosm of China's economic transition from the "old model" to the "new model". Although they are in a period of pain, this is also the inevitable path for them to truly move towards marketization and modernization and cultivate core competitiveness. In this complex and ever-changing environment, as a product established after the reform and opening up to introduce market competition mechanisms and break the monopoly of state-owned banks, the traditional management practices adopted by joint-stock commercial banks are facing severe tests. From the perspective of management practice, when banks deal with various challenges, they often formulate response measures respectively from the strategic level, organizational level and business level. At the strategic level, banks typically adopt strategies such as diversified operations and risk dispersion. At the organizational level, emphasis is placed on organizational structure adjustment and personnel allocation optimization. At the business level, emphasis is placed on product innovation, service upgrading, etc. However, these traditional practices have not achieved satisfactory results in practical application. The contradictions in reform and development have not been reasonably balanced, such as the dialectical unity of "structural adjustment and total stability", "the dialectical unity of risk control priority and customer priority", and "the dialectical unity of strategic formulation and tactical implementation". The main reason lies in the fact that commercial banks, under the management path of the three main organizational structures of "head office and branches", Both the head office's management of provincial branches and the provincial branches' management of themselves lack effective monitoring. They only conduct assessment and evaluation through traditional means such as business data of scale and profit, internal assessment rankings, and democratic evaluations. The management monitoring lacks systematic theoretical support and scientific decision-making basis, resulting in insufficient accuracy and effectiveness in complex environments. Based on the theory of organizational resilience, this study adopts the Fuzzy Set Qualitative Comparative Analysis (fsQCA) method and takes the TJ Branch of BH Bank as a case to deeply explore the influencing factors and improvement paths of organizational resilience at the provincial branch level of China's joint-stock commercial banks. The research constructed a "resource-capability" analysis framework from the two dimensions of resources and capabilities, selected six key influencing factors including resource conditions, high and low liquidity redundant resources, channel resources, risk effectiveness evaluation, resource utilization capabilities, and management capabilities of the management team, and conducted a systematic analysis of 30 provincial branches. Research has found that a single influencing factor does not constitute a necessary condition for high tissue resilience. The formation of tissue resilience requires the synergistic effect of multiple influencing factors. Through fsQCA analysis, this study identified five paths to enhance high organizational resilience, namely: resource redundance-driven, risk control-oriented, management capability-led, channel resource-supported, and comprehensive collaborative. These five paths reflect the differentiated response strategies of different provincial branches in the face of external shocks. The research also found that under different levels of economic development and market environments, provincial branches can achieve the same level of resilience through different combinations of influencing factors, reflecting the principle of equivalence that "different paths lead to the same destination". The practical significance of this research paper lies in: providing a basis for the headquarters of joint-stock commercial banks to formulate differentiated branch management strategies; It provides diversified path options for the management of provincial branches to build and enhance organizational resilience. It provides a new perspective for banking regulatory authorities to assess and guide the resilience building of commercial banks.
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