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论文编号：	2119
作者编号：	2120051952
上传时间：	2010/4/28 11:15:41
中文题目：	多元化战略、高层管理团队薪酬差距与企业绩效
英文题目：	Diversification strategies Corporate performance Compensation gap
指导老师：	薛有志
中文关键字：	多元化战略 公司绩效 薪酬差距
英文关键字：	Diversification strategies Corporate performance Compensation gap
中文摘要：	多元化战略已成为目前国内外学者较为关注的问题之一。高层管理团队是多元化战略的实施主体，高层管理团队对公司能否获得预期的战略成果起着关键的作用，每一个组织的失败其实都是对公司的决策和行动负有最终责任的高层管理团队的失败。如何有效的设计高管团队的薪酬体系，保证多元化战略的科学实施，提升多元化公司的经营业绩便成为当前亟待解决的问题。本文突破以往只研究管理者个人的激励问题，以管理者团队的薪酬差距为视角，揭示了多元化战略、高层管理团队薪酬差距与公司绩效的关系，对于指导中国上市公司构建合理的激励模式，保证多元化战略的科学实施具有一定的现实意义。 随着越来越多的企业开始走多元化的发展道路，企业的外部环境更加复杂多变，内部的经营管理也更具有挑战性和复杂性。为了多元化企业进行有效的管理，高层领导者往往需要大量的信息、技能，而这往往超出了单个战略领导者的管理范畴和能力，战略的共享越来越成为一个共享的战略活动，战略领导者的工作方式发生了改变，更多地需要以团队方式进行高效运作。团队的高效运作又反作用于企业发展战略，进而影响着企业绩效。如何设计合理的高层管理者的薪酬体系，保障高层管理团队的正常、有效的工作。高层管理团队合理的薪酬制度是企业多元化实施战略发展的有利保障。 本研究通过对中国沪市122家制造业上市公司实证研究结果表明。我国制造业上市公司较多都实施了多元化战略，其中多元化程度与公司绩效正相关，与高层管理团队薪酬差距正相关，高层管理团队薪酬差距与企业绩效显著正相关。多元化公司企业绩效与公司规模显著正相关。高层管理者更关注薪酬差距的绝对值。在国有企业中，高层管理团队成员之间薪酬差距较小，公司绩效较差，仍然存在“大锅饭”的现象。
英文摘要：	Diversification strategy has been a main concern for scholars at home and abroad. Top management team (TMT), the implementation subject for diversification strategy, plays critical roles in ensuring a company’s strategic effectiveness. Most of the corporate failures are attributed to the failure of TMT who are responsible for the corporate decisions and behaviors. How to design an effective compensation system for TMT to ensure the scientific implementation of diversification strategies and to improve the corporate performance is an urgent issue to be resolved. This paper attempts to study the relationships among diversification strategies, compensation gap of TMTs, and corporate performance from the perspective of compensation gap of TMTs. It will be of some realistic significance to guide Chinese listed companies constructing rational incentive patterns and to ensure the scientific implementation of diversification strategies. An increasing number of companies come to step on the diversification road. A company’s managers are being faced with growingly challenging and complex external environment. To effectively manage a diversified company, top managers often need large numbers of information and skills, and this often exceeds the managerial scope and abilities of individual managers. Therefore, sharing strategies is becoming a sharing strategic activity, and strategic leaders need accordingly to work in teams. In turn, efficient work of a TMT affects the corporate development strategies and thus affects the corporate performance. A rational compensation system of TMT can guarantee a TMT’s normal and effective running as well as the successful implementation of diversified strategies. This paper makes an empirical study of 122 manufacturing companies listed in China. The conclusions are as follows: (1) diversification is positively related to corporate performance and the compensation gap of TMT which is positively related to corporate performance; (2) corporate performance of diversified companies is positively related to the company scale. Top managers pay increased attention to the their compensation’s absolute values: and (3) the compensation gap of Chinese SOEs II Abstract is small, and the corporate performance is poor.
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