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论文编号：	3299
作者编号：	1120080745
上传时间：	2011/6/7 13:49:22
中文题目：	民营企业董事会特征影响非市场战略绩效的实证研究
英文题目：	Empirical Study on Board Characteristics Influncing Non-Market Strategy Performance by Private Enterprises
指导老师：	薛有志
中文关键字：	民营企业 董事会特征 非市场战略 绩效 董事会职能
英文关键字：	Private Enterprise Board Characteristics Non-market Strategy Performance Board functions
中文摘要：	改革开放30多年来，民营经济已成为我国经济体系的重要组成部分并获得长足发展。但对于许多企业特别是民营企业来讲，市场的成功不仅仅依赖于他们的产品及服务、内部组织结构、供应链、分销渠道或联盟网络，还依赖于他们如何有效的面对政府、媒体、公益机构、公众及其他利益群体。这些群体一方面能阻止企业进入新的市场、提高其竞争成本，另一方面也能开启新的市场机会、降低行业管制程度、阻碍竞争对手的进入。因此，如何有效地实施非市场战略、提高民营企业的非市场战略管理水平就成为民营企业赢取良好市场发展空间的重要保障。进一步地，随着现代企业制度优势的凸显，我国民营企业组织形式呈现了多元化、丰富化的特点。与之相对应的是，民营企业现代企业制度建设日趋完善，而董事会作为公司治理的核心，其治理模式日益成为影响公司绩效的关键因素，建立合理科学的董事会成为现代公司治理的必然要求。 国内外理论研究与企业实践经验显示，董事会在公司战略管理中的参与、介入程度日益提高，董事会对于公司战略全过程管理日益增加，特别是对于民营企业而言，董事会不但承担着民营企业市场战略管理的重任，而且作为联系企业与外部环境的纽带，还承担着大量的非市场战略管理职责。特别是在我国当前转型经济时期，相对于国有企业，非市场环境对于民营企业发展有着更为重要的意义，因此如何有效地加强董事会建设已成为提高民营企业非市场战略管理水平，帮助民营企业获取良好的非市场战略绩效，进而为市场竞争环境创造良好的非市场环境将成为学术研究重要方向。 而董事会治理能力和战略管理水平受制于董事会特征，因此基于董事会特征，提高民营企业非市场战略管理水平就成为创造良好的非市场环境的重要保障。本研究从民营企业董事会建设及特征建设应在一定程度上满足企业非市场战略的要求出发，利用2005-2008年792家沪深两市A股自然人控制的上市公司为样本，检验了民营企业董事会结构特征、激励特征、行为特征、人口统计特征以及外部关联性特征对于民营企业非市场战略绩效的影响。结合实证研究结果，本研究得出以下研究结论：第一，民营企业董事会特征选择对于提升企业市场化战略与非市场战略价值效应具有一定的兼容性和同等重要性。民营企业董事会结构特征、激励特征、行为特征、人口统计特征以及外联性特征不但有利于提升企业的市场竞争绩效，而且对于提升企业的非市场战略绩效也具有重要意义，即民营企业董事会特征选择对于提升企业市场化战略与非市场战略价值效应具有一定的兼容性和同等重要性；第二，民营企业基于非市场战略需要的董事会特征选择尽管能提高非市场战略综合绩效，但对于不同维度的非市场战略绩效董事会特征选择具有一定的冲突性。即在民营企业资源有限的情况下，董事会各维度特征在推进民营企业实现非市场战略、争取非市场战略绩效方面可能存在力不从心的可能性，董事会同一特征对影响不同维度的非市场战略绩效方面存在差异和区别，这就要求企业必须在坚持提升非市场战略总体绩效的前提下，尽可能推进不同维度非市场战略的协调与协同；第三，民营企业基于非市场战略的董事会特征组合选择是一项系统工程，应同时从董事会结构特征、行为特征、激励特征、人口统计特征以及外部关联性特征等进行系统优化。 进一步地，相比较于已有研究，本研究有如下研究创新：第一，本研究较为系统地结合转型经济制度环境的特殊性，基于董事会非市场战略管理职能，探讨民营企业董事会特征对企业非市场战略绩效的影响，对董事会非市场战略管理职能领域研究具有一定的参考和借鉴意义；第二，本研究较为系统地检验了董事会特征与单一维度非市场战略绩效、非市场战略综合绩效的关系，深化了民营企业董事会特征与非市场战略绩效的相关研究与认识；第三，本研究探索性地考察了董事会各维度特征在推动民营企业获得非市场战略绩效方面的兼容性与冲突性，深化了国内外学者对于董事会特征与非市场战略绩效间关系的认识。 由于受条件限制，本研究在实际研究过程中仍存在诸多局限性：第一，本研究在衡量民营企业非市场战略绩效所采用的指标与方法有待于进一步检验；第二，本研究并未就董事会特征在市场竞争环境中市场战略与非市场环境中的非市场战略职能的融合性进行系统研究；第三，本研究并未就影响董事会特征与非市场战略绩效关系的其他因素加以深入研究。作者相信，随着未来研究条件的不断完善，相关研究将会进一步深入展开。
英文摘要：	It has been 30 years since China’s reform and opening up, private economy as an important part of the economy has got rapid development. But for many enterprises especially private enterprises, market success is not just rely on their products and services, internal organizational structure, supply chain, distribution channel or network, but also on how effectively the face of government, media, public institutions, public and other interest groups. The one hand, these groups can prevent the enterprises to enter new markets, improve its competitive costs, it also can open new market opportunities, reduce the degree of control the industry and hinder the entry of competitors. Therefore, the effective implementation of non-market strategies to increase private enterprise strategic management of non-market private enterprise to become a good market to win an important guarantee for the development of space. Furthermore, with the advantage of the highlights of modern enterprise system, private enterprises in China presents a diverse organization, rich of features, corresponding to that of modern enterprise system and private enterprises are maturing. The board of directors as the core of corporate governance, the governance has increasingly become the key factors affecting the company performance, a reasonable scientific board as a necessary requirement of modern corporate governance. Theoretical study and practice of international business experience, strategic management board of directors in the company's participation, increasing the degree of involvement the board of directors for the company's strategy to share the whole growing process management, especially for private enterprises, the board of directors as to enhance not only bear the management of private enterprises in the important task of market strategy, and as an associate business ties with the external environment, but also bear a large number of non-market strategic management responsibilities. Especially in our current period of transition economies, as opposed to state-owned enterprises, non-market environment for private enterprise development has a more important, how to effectively strengthen the board of directors of private construction has become a non-market strategy to improve the management level to help private enterprises to obtain good performance of non-market strategy, and then create a good environment for the market of non-competitive market environment will become an important research direction. The board governance and strategic management level is subject to board characteristics, board characteristics therefore improve private enterprise based on non-market strategy to create a good level of management has become an important non-market environmental protection. The board of directors of private enterprises from the construction and characteristics of construction should be to some extent non-market strategy to meet the business requirements, the use of 2005-2008, 792 individuals in Shanghai and Shenzhen A share listed companies as samples of the control, inspection of private enterprises board structure, incentive characteristics, behavioral characteristics, demographic characteristics and relationship characteristics of the external non-market private enterprise for the performance of the strategy, combined with the results of empirical research, this study reached the following conclusions: First, feature selection board of directors of private enterprises strategy for enhancing the enterprise market value and the effect of non-market strategy has some compatibility and of equal importance. Structure of private corporate boards, incentive characteristics, behavioral characteristics, demographic characteristics and the characteristics of outreach not only help enhance their market competitive performance, but also for non-market strategy to enhance the performance of enterprises is important, namely, feature selection for private corporate boards enhance corporate market strategy and strategic value of non-market effects of a certain compatibility and of equal importance; Second, private enterprises of non-market strategy based on needs of feature selection even though the board of directors of non-market strategy can improve overall performance, but for different dimensions degree of non-market strategy performance characteristics of the board choose a certain conflicts, that is, in private enterprises with limited resources, the Board of various private enterprises in promoting the achievement of the dimension of non-market strategy, strategic performance for non-market aspects of possible inadequacies the possibility of the same characteristics of the different dimensions of the board's non-market strategy, there are differences and distinctions, which requires companies must adhere to the non-market strategy to enhance the overall performance of the premise, as far as possible the different dimensions of non-market strategy to promote coordination and collaboration ; Third, the private enterprises of non-market strategy based on the Board of Directors Selection feature is a systematic project, should also be from the board structure, behavioral characteristics, motivating characteristics, demographic characteristics and relationship characteristics of the external system optimization. Furthermore, compared to previous studies, research and innovation of this research are as follows: First, this study systematically the institutional environment with the particularity of the transition economies, based on the strategic management of non-market functions of the Board to explore the characteristics of corporate boards of private non-enterprise the impact of market strategy performance, the board of directors of non-market research in the field of strategic management functions have reference and reference; Second, this study systematically examined a single dimension of the board characteristics and performance of non-market strategy, integrated performance of non-market strategy relations, and deepen the private enterprises of non-market strategy board characteristics and performance of research and understanding; Third, this study explores to study characteristics of the board of directors of each dimension in the promotion of non-market strategies of private enterprises to obtain compatibility and performance aspects of the conflict, deepen the domestic and foreign scholars and non-market strategy board characteristics between the understanding of the performance. Furthermore, due to the conditions, this study is still in the actual course of the study, there are many limitations: First, the study measured the performance of private enterprises of non-market strategy and methods used in the indicators to be further examination; Second, this study The Board did not feature in the market to competition in the market strategy and non-market environment, the functions of non-market strategy for the integration of the system; Third, this study did not affect the Board on non-market strategy performance characteristics and relationship to other factors depth study. The authors believe, with the constant improvement of the conditions for future research, further research will be started.
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