联系我们

论文查询结果	返回搜索

论文编号：	2073
作者编号：	043130
上传时间：	2009/12/14 10:59:16
中文题目：	基于制度理论和资源观的企业自然环境战略研究
英文题目：	A Study on Proactive Corporate Environmental Strategy Based on Institutional Theory and Resource-Based View of The Firm
指导老师：	张玉利
中文关键字：	主动型环境战略 制度驱动因素 组织能力 竞争优势
英文关键字：	Proactive corporate environmental strategy, Institutional driving forces, Organizational capabilities, Competitive advantage
中文摘要：	生态环境问题的凸显在很大程度上改变了当代企业的竞争图景，因此，企业对生态环境问题的应对在过去10余年来越来越成为一个吸引学者和管理者注意力的主题。主动型的企业环境战略意味着企业组织超越政府的法律和管制要求而自愿采用系统化环境管理实践以降低和缓解企业组织对自然环境产生的消极影响，这要求企业组织需要对其生产和经营方式做出重大的根本性改变，例如减少使用和再利用资源和能源、重新设计产品以减轻环境影响、建立闭环生产体系等，这种改变要求企业组织在生产过程、产品、组织结构、传播等多个资源领域投入大量资源。同一产业内部往往只有少数企业采用主动型环境战略，其他企业则被动服从环境管制。因此，理解企业组织在主动型环境战略上做出资源投入的驱动因素，以及采用主动环境战略如何作用于企业竞争优势无论对理论界还是实践领域都是非常重要的。本文结合制度理论和资源观分析了上述研究问题，并且，通过对3家国内典型企业的跨案例研究，检验了研究者所提出的研究框架和命题。 研究所取得的主要成果和结论主要有： 第一，制度因素是影响企业组织在主动型环境战略上做出资源投入的重要驱动因素。 从个体分析层次看，高层管理者所具备的战略主动性是一个重要驱动因素，它能够促进管理者将自然环境问题看作是市场机会，而不是威胁，进而乐于在环境领域进行技术创新，并且勇于承担采用先进环境管理实践可能带来的风险。高层管理者个体的环境关注也是一个重要驱动因素，管理者个人的环境价值观往往使得管理者更为看重自然环境问题，并且这个因素推动了管理者把环境价值观转化为组织行动。 从组织分析层次看，当企业组织的价值观同生态环境价值相互融合的时候，企业组织更有可能发展主动型环境战略。经验研究表明案例企业的价值观，包括成文的和不成文的口号、企业精神、文件规定等都十分重视保护生态环境，强调环境价值和经济价值的融合，并且案例企业都重视企业在产业内的环境领先地位，这在很大程度上成为推动企业选择主动型环境战略的原因；再有，具有质量管理经验的企业更有可能采用主动型环境战略，因为质量管理要求企业投入到持续改善产品和过程质量过程中，减少缺陷的发生，这同环境管理要求企业通过持续改善提高资源和能源利用效率，减少废弃物的产生是一致的，案例研究的结果也发现案例企业都发展了成熟的质量管理体系。 从组织场域层次看，国际化企业更有可能采用主动型环境战略，因为相比于产业内其它企业，国际化企业往往能够率先获得主动环境战略所需的相关知识，并将之杠杆化利用于国内市场。此外，具有国际化背景的企业能够率先认识到获得较好的环境绩效的价值，即能够推动企业获得进入其他国家市场的许可。案例研究部分支持了这个研究命题。 第二，主动型环境战略有助于企业组织发展和获得有竞争价值的组织能力。 主动型环境战略是涉及到技术、战略、组织和传播维度的综合体系，因此选择和发展主动型环境战略要求企业在产品和生产过程、组织文化、人力资源和外部交往方面做出重大变革，并且做出必要的资源承诺，因此，主动型环境战略的发展过程会在潜移默化中给企业带来有竞争价值的组织能力。本研究的跨案例分析表明，企业组织从主动型环境战略中发展出了利益相关者整合能力、组织学习能力和持续创新能力。利益相关者整合能力是企业与一系列利益相关者，尤其是那些非经济利益相关者，建立基于信任的合作关系的能力；组织学习能力指的是发展对现有的和新的信息的不同理解，其结果是对周围事件的新理解；持续创新能力指的是企业在一定时期内持续产出一系列创新的能力。这些组织能力具有路径依赖的属性，因为需要长期的积累和发展；具有难以模仿的属性，因为这种组织能力嵌入在企业组织的多个成员的技能中，难以通过观察和模仿获得；这些能力具有社会复杂性，因为这些组织能力更多体现为员工技能和分散知识，难以用语言表达出来。 第三，组织能力是企业从主动型环境战略中获取竞争优势的前提。 有关环境战略与竞争优势关系的研究长期以来囿于“非此即彼”的简单思维之中，本文的研究框架将资源观引入到这个问题的研究中，指出组织能力是企业从主动环境战略中获取竞争优势的前提。案例研究结果表明，案例企业通过建立有价值的利益相关者整合能力、组织学习能力和持续创新能力获得了多种竞争收益，包括相对于竞争对手的成本优势、产品差异化优势、更好的企业声望和更高的员工士气。
英文摘要：	As the competitive landscape for businesses has been changed greatly by the natural environment, the responsiveness to natural environment of the firms has become an attractive topic for scholars and managers in the last ten years. Proactive corporate environmental strategy represents that the firms go beyond environmental regulation compliance, and adopt voluntarily the integrated environmental management practices to mitigate the negative impact on natural environment. This requires a fundamental shift in ways of doing business, including the reducing and reusing the material and energy, redesigning the products, and establishing closed-loop production systems. These essential changes require the firms to make vast resource investment to the resource domains, such as production, products, organizational constructs, and communications. There usually have a few firms to adopt proactive environmental strategy, and more to complaint to environmental regulations in the same industry. Then it is important for scholars and managers to uncover the antecedents and consequences of proactive corporate environmental strategy. Based on the institutional theory and resource-based view, a research framework is proposed and tested through a multiple-case study. The results and conclusions of the study can be drawn as follows: First, the institutional forces surrounding the resource investing decisions to proactive environmental strategy are important driving forces. At the individual levels of analysis, the strategic proactivity of higher level managers is an important driving force. Managers with strategic proactivity usually regard the natural environmental issues as opportunities, not as threats, search for the innovative technologies, and be willing to take risk of proactive environmental strategy. The individual concern to natural environmental issues of higher level managers is another important driving force, which makes the managers to value the natural environment, and act on their environmental values. At the firm levels of analysis, when the firms’ organizational values keep well with the natural environment, the firms are more likely to adopt the proactive environmental strategy. The values of the case firms, including written and oral slogan, business spirituals, and document rules, emphasis the environmental protection, and the harmony of the economy performance and environmental performance, and the case firms regard themselves as the environmental leaders in the industry. The results of the case study also surport that the firms with more quality management experience are more likely to adopt the proactive environmental strategy. At the field levels of analysis, the case study finds that the firms with international experience are more likely to adopt proactive environmental strategy, because the international firms can acquire the knowledge of proactive environmental strategy earlier, and leverage it to the domestic markets, and these firms learn the benefits of good environmental performance to firms earlier. Second, the adoption of proactive environmental strategy contributes to develop new organizational capabilities that are competitively valuable. Proactive corporate environmental strategy is an integrated system comprised of technological, organizational, strategic, and communicative dimentions. When a firm adopts proactive environmental strategy, it has to fundamentally shift its production, products, organizational culture, human resource, communication and so on, and make a vast resource commitment. The changing process can contribute to the development of valuable organizational capabilities, including stakeholder integration which is the capablity of constructing trust based collaborative relationship with a series of staheholders, organizational learning which is the capability of improving understanding of new issues, and continuous innovation which is the capability of constantly produce a series of innovation. These capabilities are path dependent, not easy to immitate and socially complex. Third, organizational capabilities are the fundation of competitive advantage obtainned from proactive environmental strategy. The argument about the relationship between environmental strategy and competitive advantage was dominanted by the “yes or no” simple answers. According to Hart(1995), Sharma and Vredenburg(1998), we apply the resource based view to the domain of proactive environmental strategy and competitive advantage. The results of case studies surport that the case firms obtain the competitive advantage from the organizational capabilities associated with the proactive environmental strategy. These competitive advantages include lower cost, products differentiation, organizational reputation, and employee morale.
查看全文：	预览  下载(下载需要进行登录)