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论文编号：	496
作者编号：	032940
上传时间：	2009/1/7 10:25:25
中文题目：	战略导向对企业绩效的影响及其影
英文题目：	strategic orientation on busin
指导老师：	张金成
中文关键字：	战略导向 企业绩效 影响过程
英文关键字：	Strategic Orientation ； Bu
中文摘要：	在当今的超强竞争环境里，随着信息技术的飞速发展和企业之间竞争的日益加剧以及顾客权力的日益增大，影响企业竞争成败的变量日益增多，企业竞争优势的可持续性越来越差……诸如此类的变化都对企业原有的成功经营模式提出了挑战，并促使企业不得不从战略上重新思考如何建构、维持和更新可持续竞争优势，理论界和企业界对战略导向及其绩效影响表现出越来越大的浓厚兴趣，试图以战略导向来适应、回应和塑造相对有利的经营环境。迄今为止，无数理论与实践均表明，企业战略导向的选择，直接关系到企业绩效水平的高低，并最终关系到企业能否在竞争中获胜。 在过去十几年里，学术界已经围绕着战略导向的内涵、战略导向的类型及其绩效影响进行了广泛的探索。但遗憾的是，目前尚未就以下一些重要问题达成清晰的共识：战略导向到底是什么呢？它主要包括哪些重要的导向呢？各种不同的战略导向对企业竞争绩效有什么不同的影响呢？它们之间存在着什么样的关系呢？它们影响企业竞争的过程是什么样的呢？企业应该如何在各种不同的战略导向之间灵活地做出恰当选择呢？而且，环境的动态变化也要求人们不断地挑战并更新有关战略导向的内涵与外延等的理解。例如，在对反应式市场导向进行了大量的研究之后，人们开始关注强调理解和满足顾客的隐性需求的“先动式市场导向”；在对创新导向给予了持续的关注以外，人们开始重视以创新性、风险承担性和先动性等为主要特征的企业家导向。 本研究在对现有文献进行梳理和回顾的基础上，系统地归纳并界定了战略导向的内涵，探讨了战略导向的类型，并深入地剖析了战略导向对企业绩效产生影响的机制与过程，以便在一定程度上弥补现有相关研究中存在的局限与不足。具体而言，本研究在相关文献梳理的基础上，综合而深入地分析了战略导向的直接影响与间接影响，构建了战略导向的绩效影响过程模型，提出了相关的假设。然后，又立足于天津地区房地产相关企业，对300多家企业的高层管理人员进行了面对面的调查，收集了相关的数据，并利用偏最小二乘法开发了结构方程模型，系统地研究了顾客导向、竞争对手导向、跨功能整合导向、技术导向和企业家导向、产品开发能力、大规模顾客定制能力和顾客互动以及顾客满意、顾客价值、企业整体绩效和新产品绩效之间的关系。结果发现，战略导向对企业绩效的直接影响相当有限，但它们可以通过价值创造与交付能力对不同的企业绩效产生差异性影响。而且，这种影响受到竞争强度、技术动荡性和政府干预等情境因素的制约——并进一步验证了可能存在的调节效应。最后，作者又在科学地认识到本研究中存在不足的基础上，对战略导向相关研究的未来方向进行了展望和探讨。
英文摘要：	In today’s hypercompetitive environments, the key factors that may influence business performance are increasing with the rapid development of information technology, the intense competition, and the increasing power of customers. Consequently, the sustainability of competitive advantages is becoming weaker, and thus more and more companies have to rethink their strategies. As a result, both researchers and managers pay more attention to strategic orientations and their performance implications. Up to now, more evidence shows that the choice of a particular strategic orientation that matches with specific environments has a direct impact on business performance, and finally determines whether the companies can win in the competition. In the past ten years, more studies have been conducted of the connotation and typology of strategic orientation besides its impacts on business performance. However, there is even no clear conclusion about the definition of strategic orientation and what it consists of, which results in little knowledge accumulated about how strategic orientation can strengthen business performance and how managers should select one of the strategic orientations as the priority. Furthermore, more attention has been paid to such concepts as marketing orientation (both responsive market orientation and proactive market orientation) and entrepreneurial orientations. Based on the extant literature review, this dissertation analyzes and defines the connotation of strategic orientations, discusses its key dimensions, explains the influencing process of strategic orientations on business performance to bridge the gaps mentioned above by taking a resource-based perspective. Then an integrated conceptual framework for the influencing process of strategic orientations on business performance is developed and empirically examined in perspective of value creation and delivery, in which the relationships among strategic orientations, capabilties for value creation and delivery, business performance and some environmetal factors are explored. In doing so, senior managers from more than 300 companies in the real estate industry are interviewed to collect enough data to build structure equation models and hierarchial regression models for hypotheses testing. Evidence shows that the five key dimensions of strategic orientations, i.e., customer orientation, cross-functional integration, competitive orientation, technological orientation, and entrepreneurial orientation have not only direct impacts on business perpformance but also indirect impacts on business performance. Their impacts are statistically significant and different. In addition, such factors as competitive intensity, technological turbulence and governmental intevening have moderating effects on the relationship between stratgeic orientation and business performance, stratgeic orientation and capabilties for value creation and delivery, and capabilties for value creation and delivery and business performance. Finally, limitations of this study are acknowledged and future research directions are discussed.
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