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论文编号：	8316
作者编号：	2120142476
上传时间：	2016/6/7 17:30:11
中文题目：	内部认知合法性、组织身份与企业战略实施效果的关系研究
英文题目：	Internal Cognitive Legitimacy, Organizational Identity and Effect of Strategic Implementation
指导老师：	任兵
中文关键字：	内部认知合法性；组织身份；战略实施效果；案例研究
英文关键字：	Internal Cognitive Legitimacy；Organizational Identity；Outcome of Strategy Implementation；Case Study
中文摘要：	战略管理不仅涉及战略的制定和规划，而且包含着将其付诸实施的管理。许多战略精心的被制定出来最终却失败的原因在于战略没有得到良好的实施。为了良好地控制战略实施的过程，我们需要了解战略实施过程中受到的各项影响因素。已有许多学者们提出了影响战略实施效果的因素，其中有许多涉及到组织内部的因素，例如组织结构、组织文化、管理者、领导力等等。本文也把影响战略实施效果的因素放在组织内部，认为企业的战略实施效果与组织内部的认知合法性以及组织身份有关。 战略管理理论的三大视角中，制度理论的兴起越来越受到理论界的重视。制度理论的一个核心观点认为制度合法性约束对企业的战略管理具有重要影响。制度理论认为企业的新的战略行为是否被广泛接受和理解，会受到规范、文化、惯例等构成的“制度环境”的影响，这就是合法性对企业的作用。而在合法性的划分维度中，认知合法性是一种最基本的合法性存在方式，认知合法性通过指导组织的行为而减少组织的不确定性。长期以来，学者们对认知合法性的探究都局限在讨论外部合法性对企业战略的影响，很少有学者关注组织内部利益相关者的认知合法性问题。事实上，组织不仅受到外部对组织的理解和接受程度的影响，内部成员对组织的认知也对组织的战略和行为产生极大的影响。本文聚焦组织内部合法性的问题，探究组织内部成员的认知合法性对战略实施的效果是否产生影响。 近年来，学界对组织身份的命题产生了极大的研究兴趣，但是大多数对组织身份内涵的解释都是基于心理学的研究，更少有将组织身份这一概念运用到战略管理领域。组织身份是组织成员认为的组织的“核心、持久和独特的特征”。前人的研究表明组织身份对企业的变革和管理者的战略决策制定都有影响。特别是在组织面临变革压力的时候，组织身份能够通过影响内部成员的认知而对变革产生或积极或者消极的影响。因此，塑造组织身份和正确应用组织身份都是企业战略实施能否成功的关键因素。 本论文采用单案例研究方法，以X集团进入P2P行业这一战略过程作为观察对象，通过多轮的实地调研，借助访谈、焦点小组讨论等手段获取了大量的一手资料。在数据整理和归纳的基础上，分析了X集团推进P2P新业务过程中内部认知合法性、组织身份和战略实施效果之间的关系。通过分析，本论文研究发现：企业的组织身份和内部认知合法性与企业的战略实施效果有正相关关系，缺乏内部认知合法性或者组织身份不明确都会对战略实施效果产生负面影响；同时，组织身份和内部认知合法性的缺失总是相伴出现，组织身份是内部认知合法性获取的背景条件，企业在塑造组织身份的过程中获取内部认知合法性。最后，组织身份不会直接影响战略实施的效果，而是通过影响内部认知合法性的获取从而间接影响企业的战略实施效果。
英文摘要：	Strategic management not only includes the strategy formation and planning, but also contains the implementation of strategy. Many strategy carefully be worked out eventually failed is because the implementation of the strategy has not been good. In order to better control the process of strategic implementation, we need to know the various factors that affect the process of strategic inplementation. Scholars have suggested the factors influencing the effect of strategic implementation, yet many of them involve factors within the organization, such as organizational structure, organizational culture, manager, leadership, and so on. In this paper, we consider the influence of organizational level variable such as organizational identity and internal cognitive legitimacy on the effect of strategic implementation. In three of the strategic management perspectives, the institutional theory has been paid more and more attention in the theoretical cycle. A core idea of the institutional theory is that the constraint of instituitional legitimacy has significant influence on enterprise's strategic management. Instituitional theory considers that whether the new strategic behavior of enterprises are widely accepted or understood, is largely influenced by the regulation, culture and conventions, which construct the instituitional environment, this is the role of legitimacy to the enterprise. In the division of legitimacy, the cognitive legitimacy is one of the most basic kinds of legitimacy. Cognitive legitimacy reduces the uncertainty of the organization by guiding the organizational behaviors. For a long time, scholars are confined to the effects of external legitimacy to the enterprise strategy; few scholars have focused on the cognitive legitimacy within the organization. Affected not only by external understanding and acception, organizational strategy and behaviors are also influenced by the degree of cognition of the members in the organization. This paper focuses on cognitive legitimacy of members within the organization, in order to know whether it influences the effect of strategic implementation. In recent years, the study of organizational identity made a tremendous research interest in the academic circles. But most of the interpretation of connotation of organizational identity is based on the research of psychology; few scholars apply this concept to the strategic management domain. Organizational identity is defined as a set of statements that organization members perceive to be central, distinctive, and enduring to their organization (Albert & Whetten, 1985). Previous studies have shown that organizational identity has affected both the organizational change and the managers' decision making of strategy. Especially when the organization is faced with pressure change, organizational identity can have positive or negative impact on the change by influencing the internal members. Thus, organizational identity crafting and the application of organizational identity are the key factors of the success of enterprise strategic implementation. This thesis adopts the single case study method to study the strategic behavior of Z, a business group trying to enter the P2P industry. Through several rounds of field research, in-depth interviews, focus group discussion and other means, we successfully got a lot of first-hand data. On the basis of the data sorting and summarizing, we analyzed the relationship between internal cognitive legitimacy in the process of new business creation, organizational identity and strategic implementation outcome. Through the analysis, the study found three important results: First, both the enterprise's organizational identity and internal cognitive legitimacy have positive correlation with enterprise performance of strategic implementation. And lack of internal cognitive legitimacy or when the organizational identity is fuzzy will lead to lower outcome of strategic implementation. Second, blurring organizational identity is always accompanied by lack of internal cognitive legitimacy, that is, organizational identity is the background condition for internal cognitive legitimacy, and enterprises obtain the internal cognitive legitimacy in the process of shaping the identity. Third, organizational identity does not directly affect the outcome of strategic implementation, but affect the outcome of enterprise strategic implementation through a mediation process, hence, through influencing the internal cognitive legitimacy acquisition to get to the final implementation outcome.
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