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论文编号：	46
作者编号：	043129
上传时间：	2007/6/21 11:15:37
中文题目：	高管团队、公司创业与企业绩效
英文题目：	Top Management Team, Corporate
指导老师：	张玉利
中文关键字：	高管团队，公司创业，传导机制，
英文关键字：	Top Management Team Corporate
中文摘要：	基于对社会转型背景和创业管理范式等基本问题的认识，本论文围绕高管团队、公司创业与企业绩效关系这一核心问题，对三者之间的内在逻辑关系进行深入分析，据此提出和论证了高管团队、公司创业与企业绩效之间的传导机制，并揭示出创业型领导在这一链条中所发挥的作用机理，同时从外部环境优化视角提出了完善高管团队、公司创业与企业绩效传导机制的对策建议。 全文共七章，第一章绪论部分依据特定的研究背景，提出了本研究的逻辑线索和核心问题，交待了研究目标和内容，研究意义、研究方法等，并从总体上介绍了整个研究的框架体系。 第二章为本研究提供理论基础和依据。本章从战略选择观和资源基础观两个基本理论视角对高管团队、公司创业与企业绩效之间的关系研究进行了理论回顾与分析，并通过梳理和整合创业理论、高阶理论、代理理论和领导理论等相关研究成果，构建了研究高管团队、公司创业与企业绩效传导机制的理论框架，概括出研究的一般范畴、分析工具和原理，从而引出后文的研究。 第三章和第四章对高管团队、公司创业与企业绩效传导机制进行了理论假设和实证分析。在对高管团队、公司创业和企业绩效三个核心概念进行界定和测度的基础上，依据高阶理论和代理理论两个基本研究视角，以高管团队人口特征和激励约束水平为切入点，从比较创利和创值这两个测度企业绩效的范畴入手，提出高管团队、公司创业和企业绩效之间存在传导逻辑关系的理论假设，并选取中国电子业上市公司样本数据对该问题进行了实证分析。 第五章考察了高管团队、公司创业与企业绩效传导机制的内部领导过程。通过考察高管团队基于创业精神和专业管理有机融合的一体两面的领导角色，构建了高管团队在公司创业中创业型领导的理论模型。然后选取典型实例，从过程视角对高管团队作用于公司创业并影响企业绩效的内部机理进行了探究。 第六章是完善高管团队、公司创业与企业绩效传导机制的对策建议。根据前文的分析，提出要从优化三者传导机制的外部环境入手，通过构建良好的创业环境、实现公司治理与创业的契合等途径，完善高管团队、公司创业与企业绩效传导机制。 第七章结语部分对全文进行总结和展望，归纳出全文的主要研究结论，提出论文的主要创新点，并指出本研究存在的不足和有待进一步改进的方向。 本研究的主要发现和结论有如下几点： 第一，在动态复杂的不确定性环境下，高管团队与公司创业之间存在着紧密联系。从历史必然性角度看，作为能够胜任管理工作并以管理工作为主要职业的人群，高管团队曾是传统管理范式下对管理工作专业化和规范化要求的必然产物。但在今天竞争日趋激烈的环境下，为保证公司创业的成功，高管团队要为公司创业的实施和成功而实现自身传统角色向具有创业精神的角色的转变。 第二，高管团队人口特征和激励约束水平影响公司创业。高管团队人口特征和激励约束水平对公司创业具有重要影响，而高管团队人口特征对公司创业的作用关系受到激励约束机制的调节。高阶理论和代理理论的基本观点和侧重点有所不同，在单独解释高管团队的影响方面，其解释力不强。基于这两种理论的融合，本研究提出并验证了一个多理论整合模型：高管人口特征与组织产出之间还存在被高阶理论所忽视的调节变量。 第三，高管团队通过公司创业战略影响企业绩效。公司创业正在成为高管团队提升企业绩效、实现企业变革和持续成长的关键举措。基于高管团队与公司创业的必然联系，本研究认为，高管团队、公司创业与企业绩效传导机制是高管团队在创业型领导和外部环境动因的影响下，将公司创业战略传导至企业经营活动并对企业绩效产生影响的过程。高管团队通过公司创业对企业绩效产生作用，影响企业创利和创值能力，尤其在中国转型背景下的“高管团队→公司创业→企业绩效”传导机制模型更具理论和现实意义。 第四，创业型领导是高管团队、公司创业与企业绩效传导机制的内部领导过程。高管团队要在领导公司创业的过程中融合富有创业精神的企业家角色和擅长专业化管理的职业经理人角色，而创业型领导正适应了这一需求，是高管团队、公司创业与企业绩效传导机制内部领导过程的体现，并能够为公司构建竞争基础和实现持续增长。 第五，完善高管团队、公司创业与企业绩效传导机制必须优化其外部环境。高管团队、公司创业与企业绩效传导机制的完善离不开外部环境的影响，外部环境不仅包括宏观层面的经济社会的环境，还包括高管团队所处企业层面的微观环境，具体是指企业治理环境。构建良性的创业环境有利于激励高管团队对公司创业战略的决策和实施，而在企业层面治理结构与创业精神的有机契合以及共生会有利于高管团队、公司创业与企业绩效传导机制的有效运行，促进企业长期健康发展。
英文摘要：	Based on the recognition about the social transformation background and the entrepreneurial management paradigms, the study investigates the key issue about the relationship between top management team (TMT), corporate entrepreneurship (CE) and performance, and analyzes some problems such as logic relationships and practical representations. Moreover, the study puts forward the transmission mechanism from TMT, CE to performance, and proposes the endogenesis mechanism that the entrepreneurial leadership plays in. In order to optimize the relationship between TMT and CE, it is necessary to accomplish from outside and inside angle including the construct of entrepreneurial environment and the symbiosis of governance and entrepreneurship. Chapter 1, the introduction part, makes a review about this research’s logic clues and key issues, and introduces the study context, contents and methods et al. Through the systematic framework, this chapter introduces and integrates relative contents. Chapter 2 provides theory and practice foundation, which is the origin of the whole text. Firstly, it analyses the relationship between TMT, CE and performance, through reviewing the strategic choice theory and resource-based theory, and investigating some relative integrative research literatures such as upper echelons theory, entrepreneurship theory, leadership research et al.. Based on the theory foundation, this chapter puts forward a theory framework representing the relationship between TMT and CE, and introduces next research contents through analyzing some concepts and methods. Chapter 3 and Chapter 4 investigate the relationship from TMT to CE empirically beginning of the definition and measurement of the three key conceptions. From the integrative research’ angle about upper echelons research and agent theory, this part tests some hypothesis about the relationship between the democratic characteristics and the incentive and restrictive mechanism of TMT and the three dimension of CE. Beginning of the comparing value creation with profit creation, this chapter investigates empirically the transmission process from TMT, CE to performance based on the findings of previous research. Chapter 5 proposes the theory model of the entrepreneurial leadership, and analyzes the different dimensions of the entrepreneurial leadership using some cases of the top managers. Based on the integration of entrepreneurship and general management, this charpter analysis the mechanism of entrepreneurial leadership’s role in the process from TMT, CE to performance. Chapter 6 investigates the methods to optimize the relationship between TMT, CE and performance, and puts forward perfect the mechanism from outside and inside approach, the former is to build appropriate entrepreneurial environment, the latter is to realize the symbiosis of the corporate governance and the corporate entrepreneurship based on the fit between two activities. Chapter 7 summarizes previous study conclusions and explains the study’s contribution and innovation points in theory and practice aspects, and analyzes the deficiency of this paper. Finally, give the directions and prospect of the future research around the dissertation issue. There are some main conclusions that the study made. Firstly, there is the close relationship between TMT and CE in the dynamic and uncertain environment, which means the TMT ought to transform traditional roles that is good at functional management to entrepreneurial management that benefit to CE nowadays. Secondly, the demographic characteristics and the incentive and restrictive levels influence CE, and the moderating effect some factors from agency principles play in between characteristics and CE. Thirdly, there is the transmission mechanism from TMT, CE to performance. CE presuming innovation and change has become the determinative strategic choice for firm’s survival and growth, which there are more and more TMT choose in order to promote firm performance including the abilities of profit-creation and value-creation. Fourthly, the entrepreneurial leadership is the very important leadership process during the whole transmission mechanism, which based on integration of the traditional and entrepreneurial management and improve the sustain growth of the firm. Fifthly, optimizing outside environment is the effective approach to perfect the transmission mechanism, including macro-environment and micro-environment, the former is the entrepreneurial environment of economic and society, the latter is the corporate governing structure that would fit the CE in order to symbiosis each other.
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