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论文编号：	4279
作者编号：	2120102319
上传时间：	2012/6/6 16:20:48
中文题目：	董事会结构对企业战略变革的影响研究——基于信息技术行业上市公司的经验证据
英文题目：	Research on the influence of board structure on strategic change：based on the empirical evidence of listed company in IT industry
指导老师：	周建
中文关键字：	董事会结构，战略变革，信息技术行业
英文关键字：	Board structure,Strategic change,IT industry
中文摘要：	伴随着全球化进程加速，我国企业需要调整战略以适应不断变化的内、外部环境，从而面对新的机遇和挑战。战略变革作为企业适应动态环境的重要途径，其能帮助企业优化资源配置，从而获得竞争优势。以往研究显示战略变革通常由管理者决策，但伴随着董事会越来越独立，董事会不再拘泥于行使监督职能，越来越主动地为公司战略发展提供建议。学者们开始研究董事会对公司战略的影响，然而目前大多数研究集中于探讨董事会与公司绩效、董事会资本与战略变革之间的关系，鲜少关注于董事会结构在公司战略变革等方面的作用。 本文基于战略管理与公司治理等两大学科的理论支持，从资源基础观理论出发，打破以往研究将战略变革分为战略持久性和战略一致性的分类理论，将战略变革分为战略偏离和战略变异，并运用战略资源配置方案（SRAP）测度企业战略偏离指数和战略变异指数。同时本文以代理理论与资源依赖理论为基础，选取董事会结构的三大度量因素“董事会规模、董事会独立性、董事会领导结构”提出研究假设，实证分析董事会结构是否影响企业的战略变革。本文选取我国信息技术行业上市公司作为样本数据，以季度为单位选取了2006年—2010年二十个季度数据，借助战略资源配置方案的测量方法，利用指数平滑法，构建战略偏离、战略变异两大模型进行多元相关回归性分析。 本文最终得到如下结论：董事会规模、独立董事比例和董事会领导结构都影响着企业是否进行战略变革的决策，其中董事会规模与企业战略偏离、战略变异皆呈负相关，独立董事比例与企业战略偏离、战略变异呈正相关，而若董事长兼任总经理，企业进行战略偏离、战略变异的可能性更大。因此本文根据研究结论建议企业需要优化董事会决策流程，在同等董事会规模下达到最佳效应；另一方面企业需适度提升独立董事比例，有效发挥独立董事的效用。与此同时本文还建议企业还需要将战略问题与日常经营问题结合起来，将战略变革反映呈详细的资源配置计划、组织结构安排、组织文化重组等。鉴于以上结论，本文希望能够为我国战略管理、公司治理理论研究和实践活动提供新的视角，并为信息技术业上市公司的战略变革提出建议。
英文摘要：	With the acceleration of globalization, Chinese enterprises which faced with new opportunities and challenges, needs to adjust the strategy to adapt to the ever-changing internal and external environment. It is an important way for enterprises to adapt to dynamic environment by taking strategic change, which will help enterprises to optimize the allocation of resources and gain competitive advantages. Previous studies have shown that strategic changes are usually made by managers. However, with the board becomes more and more independent, it is no longer constrained in its exercising oversight role; on the contrary, it provides suggestions for company strategy development more and more actively. Researchers have begun studies the influence on the strategy of the board of the directors of the company. However, most current researches have focused on studying the relationship between board and corporate performance, board capital and strategic change. The relationship between the board structure and strategic change barely has been studied. Based on the theoretical supports of the two subjects of strategic management and corporate governance, from the Resource-Based Theory, this paper explores how board structure affects strategic change by using the method of studying the distribution properties of strategic resource. This paper will break the theory which strategic change is classified into strategic persistence and strategic consistency in previous studies. We use strategic deviation and strategic variation to measure the level of strategic change instead, meanwhile, put forward the assumptions by choosing three measure factors——board size, the independence of board, the leading structure of board structure. We study the board of directors whether affects enterprise strategic change through the empirical analysis. Sample data have been obtained from the data from 2006 to 2010 on a quarterly basis of Chinese listed company in information technology industry. Studying the distribution properties of strategic resource and using exponential smoothing method, we build the models of strategic deviation and strategic variation and analyze them by means of multiple regressions. This paper finally gets the conclusions: Board size, board independence and board leading structure all have significant correlations with the decisions to make strategic change. Moreover, there is a significant negative relationship between board size and strategic deviation and variation, and greater level of board independence is associated with greater strategic deviation and variation. In addition, enterprises have greater possibility to make strategic deviation and variation when the board chairman is the general manager. According to above results of this study, we make some suggestions that the decision-making process of board needs to be optimized to achieve the best effect in the same board size; on the other hand, with the increase of proportion of the independent directors moderately, independent directors will play an effective role. We also suggest that enterprise needs to combine the strategic question and daily management, so that strategic change will be reflected to the following aspects in detail: resource allocation planning, the arrangement of organizational structure and the restructuring of corporate culture and so on. According to the above conclusions, this paper focuses on providing a new perspective to study the theory and practical activity of strategic management and corporate governance in our country, and making several useful suggestions on the strategic change of listed company in IT industry.
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