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在转型经济的动态环境下,如何突破环境不确定性的限制,构建资源并整合撬动资源从而提升战略变化能力,成为诸多企业生存和发展的关键问题。尽管以往的研究强调了管理者关系和组织学习能够帮助企业更好地扫描环境,整合撬动资源并提升企业响应外部动态环境的能力,但是,对于不同所有制企业的管理者关系和组织学习如何产生促进战略变化的匹配协同作用缺乏深入分析。本文从外部社会资本和内部组织学习视角出发,构建了管理者关系、组织学习能力及战略变化速度间的理论模型。研究结果显示,商业关系对于国有企业和民营企业都具有显著积极的战略变化速度提升作用;而政治关系对于国有企业具有显著作用,对于民营企业作用不显著。同时,对于国有企业和民营企业而言,探索学习和应用学习在调节匹配不同管理者关系方面都表现出明显的相反作用。
Under the dynamic environment of the transitional economy, how to break through the limitation of environmental uncertainty, build up resources and integrate resources to upgrade strategic capabilities has become a key issue for many enterprises to survive and develop. Although previous studies emphasize the relationship between managers and organizational learning can help companies better scan the environment, integrate the resources and enhance the ability of enterprises to respond to the external dynamic environment, but how to generate the manager relationship and organizational learning for different ownership enterprises The lack of in-depth analysis of the matching synergies that foster strategic change. From the perspective of external social capital and internal organizational learning, this paper constructs a theoretical model of relationship between managers, organizational learning ability and the rate of strategic change. The results show that commercial relations have a significant positive effect on the speed of strategic change for state-owned enterprises and private-owned enterprises. Political relations have a significant effect on state-owned enterprises and no significant effect on private-owned enterprises. At the same time, exploratory learning and applied learning both show obvious opposite effects in regulating and matching different managers’ relations to state-owned enterprises and private-owned enterprises.