联系我们

论文查询结果	返回搜索

论文编号：	4210
作者编号：	1120080707
上传时间：	2012/6/5 17:14:18
中文题目：	董事会资本对董事会创造性决策的影响研究——来自中国上市公司的证据
英文题目：	A Research on the Impact of the Board Capital on Its Creative Decision Making: Evidences from the Listed Companies in China
指导老师：	林润辉
中文关键字：	董事会资本，创造性决策，人力资本，社会资本
英文关键字：	Board Capital, Creative Decision Making, Human Capital, Social Capital
中文摘要：	在现代公司治理框架下，董事会作为衔接所有者与经营者联系的重要一环，承担着确保企业战略决策科学化并推动其成功实施的重要职责。特别是随着我国企业所处环境竞争态势的日益激烈，董事会在确保企业获取竞争优势的任务中扮演着越来越重要的角色。对一个组织而言，战略决策将产生非常重要的结果，并给组织带来相应的资源要求。所以，组织的业绩很大程度上依赖于战略决策制定的质量和决策的实施。而在以“创新能力”取胜的时代，董事会决策不仅需要科学化，还需要创造性。但是，现实中的董事会，尤其是当前中国企业董事会经常由于对自身职责和角色的忽视而为企业发展带来损失。同时，尽管研究者们对董事会治理的兴趣在增加，但现有文献还存在可以进一步探索的空间。首先，有关董事会决策问题的研究将董事会作为一个产生公司战略决策方案的创新团队加以探讨的文献较少。其次，对创造性决策研究的文献大多数来自于心理学和社会学的研究，少数来自于管理学的研究，也仅仅提及企业家个体层次创造性决策，很少关注团队或群体层次的创造性决策问题。第三，国外有关董事会资本的研究关注其对企业运作过程和企业绩效的影响，而作为资本主体的董事会，其运作过程如何受到各类资本的影响还少有研究。第四，虽然有关董事会资本在国外研究的历史不是很长，但是其研究视角的新颖引起了研究者的关注，而在国内，关于董事会资本的实证研究却很少。鉴于此，在上述现实背景和理论背景下，本研究将主题确定为：以董事会作为产生公司战略决策的创新团队为前提，引入“董事会创造性决策”概念，并将其分为具有利用倾向的创造性决策和具有探索倾向的创造性决策两类，以中国上市公司董事会为研究样本，探讨董事会三类资本，即人力资本、内部社会资本和外部社会资本及彼此间互动对董事会创造性决策的影响程度和影响机制。围绕着研究主题，本研究开展了如下工作：第一，对董事会资本、董事会决策和创造性决策方面的文献和理论进行了系统回顾和客观评价。第二，汲取人力资本理论、社会资本理论、群体知识创造理论、期望理论和吸收能力理论的思想，构建了董事会人力资本、内部社会资本和外部社会资本及其互动对董事会创造性决策影响的概念模型，并提出了相应的研究假设。第三，在研究假设提出的基础上，借鉴以往的研究文献，对本研究涉及的自变量、因变量和控制变量进行了测量，并通过新浪财经、CCER中国经济金融数据库等渠道，收集了166家上市公司董事会的数据，作为本文的研究样本。第四，分析了样本的基本特征，并就所涉及的变量进行了描述性统计分析，然后通过SPSS软件包，运用相关分析和多元回归分析等方法对研究假设进行了检验。本研究主要结论包括：（1）董事会人力资本的两个维度，即知识深度和知识宽度对董事会创造性决策的影响方向不同，知识深度正向影响董事会创造性决策，知识宽度负向影响董事会创造性决策；董事间社会资本对董事会创造性决策具有显著正向影响，而董事会与管理层间社会资本对创造性决策的影响不显著；董事会外部社会资本对董事会创造性决策具有正向影响。（2）董事间社会资本、董事会与管理层间社会资本对人力资本影响创造性决策的调节作用存在差别，董事间社会资本调节知识深度对创造性决策的影响，而董事会与管理层间社会资本调节知识宽度对创造性决策的影响。（3）“深知识资本-深网络资本”、“深知识资本-宽网络资本”组合对董事会创造性决策具有正向影响，而“宽知识资本-深网络资本”、“宽知识资本-宽网络资本”组合对董事会创造性决策具有负向影响。（4）具有利用倾向的创造性决策和具有探索倾向的创造性决策具有不同的性质和资本需求。从董事会资本某一类型来看，具有探索倾向的创造性决策需要更多宽的外部社会资本，而具有利用倾向的创造性决策对此要求不明显。对于不同类型董事会资本的组合而言，人力资本和外部社会资本的四种组合模式对具有利用倾向的创造性决策产生的影响都不显著，而对具有探索倾向的创造性决策均具有显著影响。本研究的主要创新之处体现在：（1）以中国上司公司董事会为研究样本，用实证方法检验了董事会资本对董事会创造性决策的影响，丰富了董事会资本研究的情境。（2）将董事会看作企业战略决策方案制定的创新团队，在已有研究的基础上，引入“董事会创造性决策”这一概念，并将其分为具有利用倾向的创造性决策和具有探索倾向的创造性决策，丰富了董事会决策研究的概念体系，提出了董事会决策研究的新视角。同时，以董事会这类特殊团队作为创造性决策的主体，丰富了有关创造性决策的理论研究。（3）分析了董事会不同类型资本之间的互动对董事会创造性决策的影响，弥补了现有研究只关注某一类型资本影响效应的局限性。一方面，董事会内部社会资本调节了人力资本对董事会创造性决策的影响；另一方面，董事会外部社会资本调节了人力资本对董事会创造性决策的影响，表现在二者的匹配对董事会创造性决策的不同影响效应。这两方面的探讨丰富了学术界关于董事会资本的理论研究。
英文摘要：	In the framework of modern corporate governance, as the connection of the owner and the manager, the board of directors plays the role of assuming the scientific nature of the enterprise strategic decision and its successful implementation. Specially, along with the worsening of the competition environment in our country for the enterprises, the role of the board of directors is more and more important in ensuring the enterprise to obtain the competitive advantage. For an organization, strategic decision will bring up very important results, and bring the corresponding resource requirements. Therefore, the performance of the organization depends largely on the quality of strategic decision making and decision implementation. In the innovation era, the board decision-making is not only needed to be scientific, but also to be creative. However, in reality, especially in current Chinese enterprises, the board of directors often brings losses for enterprise development due to the neglecting their own responsibilities in making the strategy decision. At the same time, although the researchers have increasing interest on the governance of the board of directors, but there are spaces to be explored for them. First of all, it is very rare for the literatures on the board decision-making problem to consider the board as an innovation team who produces company strategy decision-making scheme. Secondly, the literatures on creative decision-making mostly come from psychology and sociology, and only a few come from the management study, even so, these studies only mention the creative decision on the level of entrepreneur, and there is few paying attention to the team or group level. Thirdly, the foreign researches on the board capital focus on its impact on the enterprise operation process and corporate performance, but as the body of the board capital, there’s few research on the impact of all kinds of capital on the board operation process. Fourth, although the history for the research on board capital in foreign academic circles is not very long, its novel research perspective attracted researchers’ attention. While at home, there’s few empirical research on the board capital. Therefore, under the realistic background and the theory background, this article puts forward the research subject as follow: in the premise of the board as an innovation team for the company strategy, it introduced the concept of board creative decision making, which can be divided into exploitative creative decision making and explorative creative decision making; then, taking the boards of Chinese listed companies as the research samples, the effect degree and mechanisms of the three kinds of board capital namely the human capital, internal social capital and external social capital; and there interaction to the creative decision-making for the board is explored. This study carries out the following work: First, it makes systematic review of the literatures and theories on the board capital, board decision making, creative decision making and gives objective evaluation. Second, based on the human capital theory, social capital theory, group knowledge creation theory, motivation theory and absorptive capacity theory, it constructs the conceptual model concerning the effect of board human capital, internal social capital and external social capital and there interaction on the board creative decision making, then puts forward the corresponding research hypothesis. Third, on the basis of previous studies, the research variables involved, including independent variables, dependent variables and control variables are measured; through the website of Sina Finance and Economics, the database of CCER China Economy Financial and other channels, it collects data from 166 boards of the listed company as the research sample. Fourth, this paper analyzes the characteristic of samples, and the variables involved are made the descriptive statistical analysis; then, through the SPSS software, the hypotheses are tested using the correlation analysis and multiple regression analysis. This research draws conclusions as follow: First of all, the two dimensions of board human capital, namely, the knowledge depth and knowledge width have different influence directions on the creative decision making, namely the knowledge depth has positive influence on the board creative decision making, but the knowledge width has negative influence on the board creative decision making. The social capital among directors has significant positive impact on the board creative decision making, while the influence of the social capital between the board and managers on the board creative decision making is not significant. The external social capital of the board has positive influence on creative decision making. Secondly, there’s difference between the moderating effect of the social capital among directors and the social capital between the board and managers to the relationship between board knowledge capital and creative decision making, namely, the social capital among directors moderates the influence of knowledge depth on the board creative decision making, while the social capital between the board and managers moderates the influence of knowledge width on the board creative decision making. Thirdly, “Deep knowledge-Deep network” and “Deep knowledge-Wide network” alignments have positive influence on the board creative decision making, while “Wide knowledge-Deep network” and “Wide knowledge-Wide network” alignments have negative influence on the board creative decision making. Last but not least, the two kinds of board creative decision making have different properties and different demands for capital. From individual capital, the explorative creative decision making needs much wider external social capital, and the exploitative creative decision making has no obvious need for the wide external social capital. From the capital combination, the four alignments of knowledge capital and network capital all have significant influence on the explorative creative decision making, while their influence on exploitative creative decision making are all not significant. The contributions and innovations of this study are showed as follow: (1) This paper introduces the board capital to research of Chinese governance problem, and tests the effect of board capital on its creative decision making with the sample of Chinese Listed Companies. (2) This paper considers the board as an innovation team which makes the creative strategic program for the enterprises and differentiates between the explorative creative decision making and the exploitative creative decision making to enrich concept system of the board decision making research and open up a new perspective for the study of the board decision making. At the same time, taking the board as the body of creative decision making enriches the theoretical research concerning creative decision making. (3) This paper explores the interaction among different types of board capital, namely, one is the moderating effect of internal social capital on the relationship of human capital and the board creative decision making, the other is the moderating effect of the external social capital on the relationship of human capital and the board creative decision making, which is embodied in the influence of different alignments of human capital and external social capital on the board creative decision making. This effort enriches the theoretical research on the board capital.
查看全文：	预览  下载(下载需要进行登录)