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论文编号：	478
作者编号：	1120050738
上传时间：	2009/1/4 13:52:04
中文题目：	公司逆向护佑的资源基础及作用机
英文题目：	Reverse Parenting in Corporati
指导老师：	王迎军
中文关键字：	逆向护佑;战略资源;嵌入;战略方<
英文关键字：	Reverse parenting;Strategic re
中文摘要：	跨国公司是当前国际市场上竞争的主角。当前日益动荡且不可逆转的外部环境使得超强竞争的特征越来越明显：产品周期缩短，竞争优势快速耗散，企业不得不快速的创建一个个新的竞争优势。跨国公司日益依靠不断获取新资源来赢得全球化的竞争，这就意味着那些能够持续获得新的战略资源的下属单位将变得更加重要。事实上，跨国公司越来越依赖其分布在世界各地的下属单位来持续保持公司的创业创新活力；在公司遇到经营困难的时候，实现公司复活的推力也往往来自下属单位。但是，现有关跨国公司研究中对下属单位的考察更多的在坚持下属单位角色固定，对于下属单位参与公司战略管理过程的研究涉及较少。 为此，本研究提出逆向护佑的概念。护佑的概念来自于社会学，战略管理学者兼咨询顾问古尔德等人将之引入到公司战略的研究中，对自上而下的公司战略及母公司的作用进行了形象而全面的研究阐述。但是，传统的护佑研究以静态资源基础理论为基础，忽视了日益成熟的下属单位在公司战略管理过程中的作用，相较于自上而下的护佑战略而言，下属单位逆向的影响力是自下而上的，因而本研究将之称为逆向护佑。对应着正向护佑的5组要素，本研究提出逆向护佑4要素，其中战略资源是逆向护佑的基础，并以此完善了护佑战略管理框架。 本研究认为，下属单位的逆向护佑行为以其所拥有的战略性资源为基础，这些战略性资源必须具有价值、地域独特性、不可模仿性、可转移性以及被认可性等特性。与VRIN/VRIO框架相比，作为逆向护佑基础的资源不仅要在外部市场竞争中能够赢得竞争优势，还需要在公司内部市场的交换中具有比较优势；而可转移性和被认可性则是资源在公司内部流动、获取影响力的基本保证。而且，本研究还提出，能够成为逆向护佑基础的资源主要都是无形资源，包括战略性人力资源、战略性信息、技术以及组织实践。按照下属单位拥有战略性资源的差异，母子公司之间的护佑关系可以分成4种类型，即完全正向护佑的关系、半游离的护佑关系、过渡型护佑关系与逆向护佑占据主导地位的护佑关系。随着下属单位资源能力的积累以及与公司网络联系的加强，在上述四种关系中，正向护佑的力量依次减弱，而逆向护佑的力量逐步增强，直到逆向护佑占据主导地位的关系类型。不存在完全逆向护佑的关系类型，逆向护佑不能脱离母公司的正向护佑而单独存在。具体来说，母子公司之间护佑关系沿着两个矩形路径演化，其中，在前矩形路径中，下属单位从零开始，加强战略性资源的积累，护佑关系更倾向于采用下三角路径；而在后矩形路径中，下属单位有了一定的资源积累，更倾向于加强与母公司的联系，以获得更多的支持和影响力，护佑关系更倾向于沿着上三角路径演化。 在对资源基础进行讨论的基础上，本研究在第5章和第6章讨论逆向护佑内外部的作用机制，也就是逆向护佑资源获取和利用的过程。逆向护佑的外部作用机制主要指的是下属单位在当地环境、组织环境以及下属单位内部因素影响下，外部嵌入来获取战略性资源。本研究认为，在这3类因素的作用下，下属单位的当地化嵌入是一个权变量。接着，本研究识别出在逆向护佑中，影响其外部嵌入的3类因素的次级因素：衡量当地环境与母国环境的差异的经济距离、地理距离和政治/文化距离；组织环境层面，侧重考察了公司所奉行的国际化战略，以及采用的母子公司关系结构，并认为，奉行跨国战略并采用整合结构的公司中，逆向护佑发生的频率、成功率都会比较高。最后，下属单位内部因素包括松弛资源、当地自主性、公开沟通以及下属单位管理者的角色。 与外部作用机制相比，逆向护佑的内部作用机制更侧重于利用资源的转移来实现对母公司战略决策的影响。最简单的逆向护佑内部作用过程就是资源转移——公司战略改变。本章综合利用文献分析和案例研究方法，对3个逆向护佑案例的观察发现，主要活动之外还有一些辅助活动，比如主要由下属单位来完成的战略构建、描述活动；主要需要母公司来完成的搜寻过滤、结构选择、谈判试用等；而母公司和下属单位可能同时对环境做出响应。在这个过程中，也存在一些反馈，第一个来自于母公司选择机制的反馈，开启新的逆向护佑过程；另一个回路来自公司战略方向改变后进行的自上而下的组织调整。整合逆向护佑内外部作用机制，本研究总结出逆向护佑通常都会包括的5个阶段，即前因出现、资源积累、熟悉选择机制、公司战略改变和组织结构调整。 来自下属单位的逆向护佑行为对公司长期绩效的贡献是帮助企业建立战略弹性，但是在此过程中，下属单位也可能进行帝国构建等价值毁损的行为，需要母公司建立相关的防范机制。 本研究的创新点主要体现在3个方面：1）针对下属单位对母公司战略管理过程的逆向影响提出了逆向护佑概念，并完善了传统护佑战略管理框架；2）对比VRIN/VRIO，明确了逆向护佑的资源基础特征及构成，并提出护佑关系类型及演化路径；3）提出逆向护佑的作用过程及5个阶段
英文摘要：	Multinational corporations(MNCs) are the main players in international markets. At present, irreversible and increasingly volatile external environment makes the hyper-competitive characteristics more and more obvious: shortened product life cycles, rapid dissipation of competitive advantages, and then firms have to quickly create a series of short-term competitive advantage. MNCs increasingly rely on constant access to new resources to win the global competition, which means that subsidiaries who are able to obtain new strategic resources will become more important. In fact, MNCs become more and more dependent on their subordinate units around the world to maintain their innovation and entrepreneurial vigor; When MNCs getting into mess, the main driving force to corporate renewal has always come from their subsidiaries. However, traditional parenting theory has ignored subsidiary initiatives, and the study related with subsidiary role in MNCs adheres to fixed roles. For the issue of subsidiary involvement in the process of corporate strategic management, few research has been done. In order to address this gap, this dissertation puts forward the concept of reverse parenting. The concept of parenting comes from sociology, which goold and coauthors introduced into corporate strategy to explain top-down process of corporate strategic management and the role of the parent company. However, their study ignores the increasing importance of the subordinate units in the corporate strategic management process. Compared to traditional top-down parenting strategy, subsidiary parenting is bottom-up, so the research names it as reverse-parenting. Corresponding to the 5 elements of traditional parenting research, reverse parenting includes four factors, among which, the factor of strategic resources is the fundamentally important factor. Based on this, the research improves the framework of parenting strategic management. Reverse parenting is built on the base of strategic resource. When subsidiary resources offer the potential to reverse parenting their corporate parent, they must meet five criteria before the potential is realized. The criteria include value, specialization inimitability, transferability, and recognition by corporate management. In other words, these resources must have the potential not only to win the competition in the external market, but have the comparative advantages in the internal market. The research also finds the potential resources are intangible. According to difference of the accumulation of subsidiary resources, parenting relationship between the subsidiary and its parent can be divided into 4 types, namely, completely top-down parenting relationship, intermediate parenting relationship, loosely parenting relationship, bottom-up dominant parenting relationship. There is no completely reverse parenting relationship. Realization of reverse parenting depends heavily on top-down parenting action. Along subsidiary resource accumulation and internal embeddedness, the parenting relationship evolves over time. Specifically, the path looks like two rectangles. In the first rectangular path, for subsidiary, the main purpose is to accumulate more and more strategic resources, then the relationship tends to use the lower triangular path; in the second rectangular path, after resource accumulation, they prefer to strengthening ties with their parent in order to gain more support and influence in corporate network, so the evolution of their relationship follows the upper triangle path. After clearing the basic characteristic of resource base in reverse parenting action, the dissertation develops the internal and external process mechanism of reverse parenting. This research conceptualizes the external mechanism as subsidiary local embeddedness to get strategic resources under the condition of external environment, organizational context and the factors from subsidiary itself. And the local embeddedness is contingent on the three levels of factors. The research also identifies sub-factors at each level: for external environment, economic distance, geographic distance and political/cultural distance; for organizational context, corporate international strategy as well as the relationship structure between parent-subsidiary; for subsidiary level, slack resources, local autonomy, open communication and the unit managers. Different from the former, the purpose of the internal mechanism is mainly to transform the resource accumulation from external mechanism to power to influence corporate strategic decisions in the internal network. In chapter 6, integrating literature analysis and case study methods, the research finds the simplest process includes two main actions, such as transferring resource, change of corporate strategy direction. Besides these, there are several supporting actions, such as strategy building, description done by the subsidiaries; searching, screening, structure selecting, negotiation/probation done by their corporate parent; response to environment done by both sides. During the process, there are two feedback processes, the first is that selecting from the corporate parent restarts new process of reverse parenting of subsidiary; the second loop starts from direction change of corporate strategy, following which, related organizational structure and routines are adjusted from top to bottom. Integrating the internal and external mechanism, the research finds there are 5 common stages in reverse parenting process, that is, emergence of antecedents, accumulation of resources, familiarity with corporate selecting routines and preferences, direction change of corporate strategy, and adjustment of organizational structure. Finally, the author discusses the performance effect of reverse parenting. Reverse parenting could improve strategic flexibility and create value for the whole MNCs. However, subsidiaries also could damage corporate value, such as empire building, rigidity of exit, political war and incorrect strategic change, so the parent needs to do something to maximize value and minimize damage from reverse parenting. In short, there are 3 innovative ideas in this research: firstly, put forward the concept of reverse parenting, and develop the framework of parenting strategic management. Secondly, comparing with VRIN/VRIO, clarify the features and types of reverse parenting resources, and raise the possible evolution path of the parenting relationship based on subsidiary resources. Thirdly, describe the process of reverse parenting and 5 common stages.
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