联系我们

论文查询结果	返回搜索

论文编号：	5546
作者编号：	1120100788
上传时间：	2013/6/12 21:54:16
中文题目：	董事会治理对企业战略转型驱动及实施保障的影响研究
英文题目：	Research on the Driver and Implementing Guarantee Effect of Board Governance to the Enterprise Strategic Transformation
指导老师：	薛有志
中文关键字：	董事会治理；企业战略转型；驱动影响；实施保障影响
英文关键字：	Board Governance, Enterprise Strategic Transformation, Driver Effect, Implementing Guarantee Effect
中文摘要：	企业在经营和发展的过程中，需要随着外部环境的变化而动态地做出相应的战略调整，必须根据组织愿景、企业文化、内部资源及外部市场等条件，适时地实施战略转型，以保证企业的持续成长。分析影响企业战略转型的内外部因素，其中最为重要的一点就是企业的公司治理机制，而作为公司治理机制的核心，董事会治理受到了来自学术界、企业界及政府机关的普遍重视。 现实中很多企业规避战略转型以及战略转型的频频失败为理论界提出了两个亟待解决的问题：（1）如何构建企业战略转型的驱动机制，推动企业战略转型的决策；（2）如何构建企业战略转型的实施保障机制，提升企业战略转型的实施效果。本文将基于公司治理与战略管理互动关系的研究成果，从公司治理中最重要的维度——“董事会治理”的视角研究上述问题。 本文首先进行了董事会治理对企业战略转型驱动影响的理论分析，笔者将根据该分析得到的董事会治理定义为“战略转型驱动期的董事会治理”；进而，本文又进行了董事会治理对企业战略转型实施保障影响的理论分析，笔者将根据该分析得到的董事会治理定义为“战略转型实施期的董事会治理”。由于上述两类不同时期的董事会治理产生和适用的条件不同，因此两者之间可能存在一定的差别，在研究中我们必须对这样的差别加以重视和识别，深入分析两类董事会治理之间的差异性，并在此基础上对两种不同类型的董事会治理进行优化和调整分析。 为了研究的深入与具体，本文根据董事会治理不同的功能与特征，将董事会治理划分为五个维度，即董事会监督职能、董事会咨询职能、董事会权益范围、董事会激励水平以及董事会运作效率。本文通过董事会治理的这五个维度，深入考察了董事会治理对企业战略转型的驱动影响及实施保障影响。同时，由于企业战略转型是具有多个层次与维度的体系，因此，本文选取了对于公司影响最为深远的公司层企业战略转型加以具体剖析，为了研究的细化，还将公司层企业战略转型划分为企业行业战略转型和企业地区战略转型两组内容，分别加以讨论。进而，本文提出了董事会治理对企业战略转型驱动影响及实施保障影响的研究假设，并构建了相关的实证模型，对上述研究假设进行了实证检验。实证结果表明： （1）有关董事会治理对企业战略转型整体驱动影响的研究假设，只有在董事会激励水平维度下的未领取薪酬董事比例这一指标得到了验证，即未领取薪酬董事比例与企业战略转型的驱动正相关。 （2）有关董事会治理对企业行业战略转型驱动影响的研究假设，只有在董事会权益范围维度下的董事会持股比例这一指标得到了验证，即董事会持股比例与企业战略转型的驱动负相关。 （3）有关董事会治理对企业地区战略转型驱动影响的研究假设，在董事会监督职能维度下的独董工作地点与公司地点合一这一指标得到了验证，而在董事会咨询职能维度下的董事会委员会设立数量这一指标上原假设被否定。即独董工作地点与公司地点合一与企业战略转型的驱动负相关，董事会委员会设立数量与企业战略转型的驱动负相关。 （4）有关董事会治理对企业战略转型整体实施保障影响的研究假设，在董事会运作效率维度下的董事会规模指标、董事会权益范围维度下的董事会持股比例指标、董事会咨询职能维度下的董事会委员会设立数量指标以及董事会监督职能维度下的独立董事比例指标，在这四项指标下原假设都得到了验证。即董事会规模、董事会委员会设立数量两项指标与企业战略转型的实施保障负相关，董事会持股比例与独立董事比例这两项指标与企业战略转型的实施保障正相关。 （5）有关董事会治理对企业行业战略转型实施保障影响的研究假设，在董事会运作效率维度下的董事会规模指标、董事会咨询职能维度下的额外委员会设立数量指标以及董事会监督职能维度下的独立董事比例指标，在这三项指标下原假设都得到了验证。即董事会规模与额外董事会委员会设立数量这两项指标与企业战略转型的实施保障负相关，独立董事比例与企业战略转型的实施保障正相关。 （6）有关董事会治理对企业地区战略转型实施保障影响的研究假设，在董事会权益范围维度下的董事会持股比例指标、董事会咨询职能维度下的董事会委员会设立数量指标，在这两项指标下原假设都得到了验证。即董事会持股比例与企业战略转型的实施保障正相关，董事会委员会设立数量与企业战略转型的实施保障负相关。 最后，笔者针对企业战略转型驱动期与实施期董事会治理五个维度的差异性，探讨了董事会治理的优化和调整方式，主要从以下五个方面进行： （1）董事会监督职能在企业战略转型驱动期到企业战略转型实施期的优化方式为从相应被弱化到相应被强化。 （2）董事会咨询职能在企业战略转型驱动期到企业战略转型实施期的优化方式为从相应被强化到相应被弱化。 （3）董事会权益范围在企业战略转型驱动期到企业战略转型实施期的优化方式为从相应被缩小到相应被扩大。 （4）董事会激励水平在企业战略转型驱动期到企业战略转型实施期的优化方式为从相应被降低到相应被提升。 （5）董事会运作效率在企业战略转型驱动期和企业战略转型实施期均需要被提升，其优化方式是相同的，即需要同时在企业战略转型驱动期与实施期这两个阶段都维持较高的董事会运作效率。
英文摘要：	The growth of enterprises is a dynamic process of decision-making adapting to the changes in the external environment constantly. In order to ensure the continued growth of the enterprises, the enterprises should make a material adjustment of the original strategy with their own resources, scale and capabilities, to implement the strategic transformation. We should analyze the internal and external factors which affecting the enterprise strategic transformation, the factors including the environment, the company's vision, the company's resources, the company's leaders and other factors, the most important factor among them is the company's corporate governance mechanism. As the core of corporate governance, board governance has received seriously attention from the domestic and foreign experts, scholars and government officials. In reality, many companies avoid strategic transformation or fail in the strategic transformation frequently, which takes two problems to be solved to the theorists: first, how to build the driving mechanism of the enterprise strategic transformation to promote the decision-making of enterprise strategic transformation; second, how to build the security mechanisms of enterprise strategic transformation to enhance the effect of the implementation of the strategic transformation. This thesis is based on the research achievement of interaction between corporate governance and strategic management, and study the problem in the perspective of the most important dimension of corporate governance - the “Board Governance”. This thesis discusses the driving function of board governance to the enterprise strategic transformation, make the theoretical analysis on the driving effect of board governance to the enterprise strategic transformation, we called the board governance based on this analysis as the "Board Governance of Strategic Transformation Driving Period”; Furthermore, This thesis discusses the implementation security function of board governance to the enterprise strategic transformation, make the theoretical analysis on the implementation security effect of board governance to the enterprise strategic transformation, we called the board governance based on this analysis as the "Board Governance of Strategic Transformation Implementation Period”. Because the generation and application conditions are different, the two types of board governance may have some differences. We must recognize and pay attention to such difference in the study, and analysis the differences between the two types of board governance in-depth. On this basis, we should make the adjusting and optimizing analysis to the two different types of board governance. In order to specify and deepen the study, according to the different functions and characteristics of board governance, we divide the board governance into five dimensions: the supervision functions of the Board, the advisory functions of the Board, the scope of the Board’s rights and interests, the stimulation level of the Board and the operation efficiency of the Board. Through the five dimensions of board governance, we investigate the driving effect of the board governance to the enterprise strategic transformation and the implementation security effect of the board governance to the enterprise strategic transformation, and deduce related assumptions according to the theory. Furthermore, we construct the empirical model and make an empirical test to the above assumptions. The results of the empirical test show that: 1. To the assumption of the board governance driving the holistic enterprise strategic transformation, only the indicator of the Unpaidratio under the dimension of the stimulation level of the Board has been verified, which means the Unpaidratio has a positive correlation with the driving of the enterprise strategic transformation. 2. To the assumption of the board governance driving the industrial enterprise strategic transformation, only the indicator of the Boardratio under the dimension of the scope of the Board’s rights and interests has been verified, which means the Boardratio has a negative correlation with the driving of the enterprise strategic transformation. 3. To the assumption of the board governance driving the geographical enterprise strategic transformation, the indicator of the Place under the dimension of the supervision functions of the Board has been verified; The indicator of the Committee under the dimension of the advisory functions of the Board has been denied; which means the Place has a negative correlation with the driving of the enterprise strategic transformation and the Committee has a negative correlation with the driving of the enterprise strategic transformation. 4. To the assumption of the board governance guaranteed implementing the holistic enterprise strategic transformation, the indicator of the Board-Size under the dimension of the operation efficiency of the Board, the indicator of the Boardratio under the dimension of the scope of the Board’s rights and interests, the indicator of the Committee under the dimension of the advisory functions of the Board and the indicator of the Ind under the dimension of the supervision functions of the Board, all of the four indicators have been verified, which means the Board-Size and the Committee have a negative correlation with the guaranteed implementing of the enterprise strategic transformation and the Boardratio and the Ind have a positive correlation with the guaranteed implementing of the enterprise strategic transformation . 5. To the assumption of the board governance guaranteed implementing the industrial enterprise strategic transformation, the indicator of the Board-Size under the dimension of the operation efficiency of the Board, the indicator of the Ext-Committee under the dimension of the advisory functions of the Board and the Ind under the dimension of the supervision functions of the Board, all of the three indicators have been verified, which means the Board-Size and the Ext-Committee have a negative correlation with the guaranteed implementing of the enterprise strategic transformation and the Ind has a positive correlation with the guaranteed implementing of the enterprise strategic transformation . 6. To the assumption of the board governance guaranteed implementing the geographical enterprise strategic transformation, the indicator of the Boardratio under the dimension of the scope of the Board’s rights and interests and the indicator of the Committee under the dimension of the advisory functions of the Board, both of the two indicators have been verified, which means the Boardratio has a positive correlation with the guaranteed implementing of the enterprise strategic transformation and the Committee has a negative correlation with the guaranteed implementing of the enterprise strategic transformation . Finally, on the issues of the difference of the five dimensions Board Governance in the Strategic Transformation Driving Period and Strategic Transformation Implementation Period, we discuss the optimization and adjustment method of board governance, mainly from the following five aspects: 1. The optimization method of the supervision functions of the Board shall be adjusted from the corresponding weakening to the corresponding strengthening during the period from Strategic Transformation Driving Period to Strategic Transformation Implementation Period. 2. The optimization method of the advisory functions of the Board shall be adjusted from the corresponding strengthening to the corresponding weakening during the period from Strategic Transformation Driving Period to Strategic Transformation Implementation Period. 3. The optimization method of the scope of the Board’s rights and interests shall be adjusted from the corresponding lessening to the corresponding expanding during the period from Strategic Transformation Driving Period to Strategic Transformation Implementation Period. 4. The optimization method of the scope of the stimulation level of the Board shall be adjusted from the corresponding reducing to the corresponding raising during the period from Strategic Transformation Driving Period to Strategic Transformation Implementation Period. 5. The optimization method of the operation efficiency of the Board shall be remained unchanged. The operation efficiency of the Board should be consistently promoted both in Strategic Transformation Driving Period and in Strategic Transformation Implementation Period. That means the operation efficiency of the Board should be maintained in a higher level in the two period of enterprise strategic transformation.
查看全文：	预览  下载(下载需要进行登录)