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1.
本文以非上市家族企业为样本,探讨职业经理人治理模式对家族企业决策质量的影响。本文验证了和经营业绩一样,职业经理人持股与战略绩效也不存在直接关系,并提供了一条新的思路,探讨职业经理人持股如何通过引起家族成员不公平感,而对家族企业决策质量产生影响。数据分析结果表明,职业经理人持股作为西方广为提倡的家族企业治理模式,在中国情境下与家族企业决策质量并无直接关系。相反可能因为导致家族成员产生的不公平感,从而降低家族成员决策承诺,进一步影响家族企业的决策质量。最后,我们通过实证得出结论,在中国现有情境下,通过泛家族化建立了一定的信任基础之后,再将股权向职业经理人进行合理配置,应该是较为理想的途径。  相似文献   

2.
关系资本、组织学习与研发联盟绩效关系的实证研究   总被引:16,自引:0,他引:16  
研发联盟是企业获取竞争优势的重要途径。但是大量研究发现,参加研发联盟的企业的绩效却不尽如人意。对此,本文结合交易成本理论、关系资本理论和组织学习理论,利用142家企业调查数据对该问题进行了探索性的研究,并得出如下结论:关系资本和组织学习是提升研发联盟企业绩效的关键因素;关系资本构建的途径包括契约治理和关系治理,其中关系资本与契约治理具有倒U型的非线性关系,与关系治理具有线性的正相关关系;企业开展的组织学习不仅受到自身学习意图的影响,而且还受到关系资本的影响。  相似文献   

3.
资源外包网络的治理研究   总被引:12,自引:0,他引:12  
资源外包网络作为一种特殊的资源联合体,其运作过程并非十全十美,机会主义行为和知识分享问题及其引致的网络失灵成为网络治理的主要诱因。资源外包网络的治理包含两个层面:关系治理和结构治理。机会主义行为多发生于外包商和供应商双边交易过程中,对应于资源外包网络的关系治理;知识分享问题涉及网络整体的协调与管理,对应于网络的结构治理。论文分别从关系治理和结构治理两个角度剖析了资源外包网络的治理特点、作用机制和治理对策。  相似文献   

4.
Relational exchange arrangements supported by trust are commonly viewed as substitutes for complex contracts in interorganizational exchanges. Many argue that formal contracts actually undermine trust and thereby encourage the opportunistic behavior they are designed to discourage. In this paper, we develop and test an alternative perspective: that formal contracts and relational governance function as complements. Using data from a sample of information service exchanges, we find empirical support for this proposition of complementarity. Managers appear to couple their increasingly customized contracts with high levels of relational governance (and vice versa). Moreover, this interdependence underlies their ability to generate improvements in exchange performance. Our results concerning the determinants of these governance choices show their distinct origins, which further augments their complementarity in practice. Copyright © 2002 John Wiley & Sons, Ltd.  相似文献   

5.
    
Research summary: We examine the interplay of behavioral and environmental uncertainty in shaping the effectiveness of two key governance mechanisms used by strategic alliances: contractual and trust‐based governance. We develop and test hypotheses, using a meta‐analytic dataset encompassing over 15,000 strategic alliances across 82 independent samples. We find that contractual governance works best under low to moderate levels of behavioral uncertainty and moderate to high levels of environmental uncertainty, while it is detrimental to alliance performance when both types of uncertainty are low or high. Trust‐based governance is most effective at high levels of behavioral uncertainty and low levels of environmental uncertainty. It suffers a large loss of usefulness at high behavioral uncertainty as environmental uncertainty increases. Managerial summary: Strategic alliances allow firms to gain greater efficiency and create value. Yet, many such alliances fail because they are not able to deal with the twin challenges posed by behavioral and environmental uncertainty. Findings from our meta‐analysis imply that under conditions of high behavioral uncertainty and low‐to‐moderate levels of environmental uncertainty, the use of trust‐based governance alongside contractual governance might enhance the latter's effectiveness. The combined effectiveness of contractual and trust‐based governance under high levels of both behavioral and environmental uncertainty is not obvious. When both behavioral and environmental uncertainty are high, contractual governance hurts alliance performance while trust‐based governance does not function at its best either. Under these conditions, it might be better for firms to turn to hierarchy or vertical integration. Copyright © 2015 John Wiley & Sons, Ltd.  相似文献   

6.
    
We examine transaction governance in the context of concurrent sourcing, where a manufacturer relies on sourcing from external suppliers and in‐house production simultaneously. Our focus is on (1) a buyer's use of particular safeguards or governance mechanisms vis‐à‐vis an external supplier and (2) how the effects of these mechanisms on various performance outcomes are influenced by the joint presence of an internal manufacturing branch. We conduct two studies in the apparel industry and show that performance outcomes are a joint function of (1) the individual governance mechanisms that are deployed in a particular relationship and (2) the larger sourcing context (concurrent or singular). Copyright © 2013 John Wiley & Sons, Ltd.  相似文献   

7.
    
Formal and relational governance mechanisms are used in strategic alliances to coordinate resources and mitigate the risk of opportunistic behavior. While recent work has shown that these approaches are not mutually exclusive, we understand little about when one approach is superior to the other. Using data on the governance choices and subsequent performance of alliances in the German telecommunications industry, we find that the optimal configuration of formal and relational governance mechanisms depends on the assets involved in an alliance, with formal mechanisms best suited to property‐based assets and relational governance best suited to knowledge‐based assets. Furthermore, a mismatch between governance mechanisms and asset type can harm the performance of the alliance. Our findings contribute to transaction cost economics, the literature on relational governance, and recent work studying their interaction. Copyright © 2009 John Wiley & Sons, Ltd.  相似文献   

8.
    
We develop a model of relational governance as a specific form of interorganizational strategy that is distinct from the traditional modes of markets and hierarchies. We conceptualize this form of strategy in terms of structural and processual dimensions and derive a model of its determinants through arguments drawn from transaction cost economics and the sociological exchange literature. Hierarchical regression modeling is employed to test the theoretical model on data collected from a sample of 329 independent insurance agencies. We include the relational variable of trust and demonstrate that the combined model explains relational governance better than a model with the traditional determinants of governance form alone. Further, we observe that governance structure and process are related and discuss implications of the dynamic link between them. Directions for extensions are developed for strategic management research and practice.  相似文献   

9.
基于再造、外包和关系能力的供应链再设计   总被引:1,自引:0,他引:1  
通过流程再造、外包和创造关系能力来进行供应链再设计,可以达到提升供应链网络整体竞争优势的目标。关系能力的发展是这一再设计方法中的核心环节。在具体的供应链再设计过程中应注意几个关键问题,包括通过内部分析和关系分析决定外包业务,注重供应链流程整合,注重关系能力的衡量。按照核心企业业务活动的竞争力水平和对企业战略目标的贡献不同,供应链网络中关系能力可以沿着不同的路径发展.关系能力的发展会强化企业内部能力,最终通过塑造内部竞争优势和关联性优势,而使供应链网络整体竞争优势得到提升.  相似文献   

10.
    
This study investigates the moderating effects of a firm's network embeddedness and a partner's transactional specific investments (TSIs) on relationships between the firm's TSIs and its partner's strong- and weak-form opportunism, and compares the efficiency among these moderator variables. The regression results suggest that (1) a firm's TSIs are positively related to partner's opportunism when network embeddedness and the partner's TSIs are relatively low; but (2) a firm's TSIs are negatively related to partner's opportunism when network embeddedness and the partner's TSIs are relatively high. Furthermore (3) network embeddedness is more effective in inhibiting partner's weak-form opportunism than in inhibiting strong-form opportunism resulting from the firm's TSIs. Finally (4) with regard to the relationship between TSIs and weak-form opportunism, the negative moderating effect of network embeddedness is greater than the negative moderating effect of partner's TSIs. This study explains reasons why conflicting views exist about the relationship between TSIs and partner's opportunism, reveals the differences in the moderating effects of network embeddedness and partner's TSIs, and makes new contributions to both transaction cost theory and embeddedness literature. It also provides, for firms involved in TSIs in a buyer–supplier relationship, insightful managerial suggestions about ways to reduce their partner's varying forms of opportunism.  相似文献   

11.
    
《战略管理杂志》2018,39(7):1834-1859
Research Summary: We advance research on corporate diversification by joining insights from the demand‐side and relational views in strategy to offer a novel theory of client‐led diversification. We propose that client‐led diversification results from a combination of the customer‐driven opportunities emphasized in the demand‐side view and the creation of added value through relational assets that is a central tenet of the relational view. Furthermore, we hypothesize that suppliers’ client‐specific knowledge, clients’ relational commitment to suppliers, and growth opportunities in clients’ markets (relative to the suppliers’ own markets) will magnify the client‐led diversification effect. We test our hypotheses using a longitudinal dataset on patent law firms and their diversification into new domains of patent prosecution work for their corporate clients. Managerial Summary: Explanations of why firms diversify into new lines of business have largely concerned the redeployment of underutilized resources, with little regard to opportunities or influences stemming from firms’ existing customers. In our article, we show how the changing scope of business needs from a knowledge‐based supplier firm's set of existing clients is a central driver of supplier‐firm diversification, and this is especially the case when the level of relational assets shared between a supplier and its clients is higher. In a competitive landscape where suppliers compete intensively for the business of clients, our results show how managers can increase the likelihood of capturing additional business from its existing exchange relationships rather than bearing the risks of seeking new exchange relationships.  相似文献   

12.
    
While the normative logic for forming technology outsourcing alliances is that such alliances allow outsourcing firms to specialize deeper in their domain of core competence without being distracted by noncore activities, recent empirical studies have reported the puzzling phenomenon of some firms continuing to invest in R&D in domains that are fully outsourced to specialized alliance partners. An underlying—and widely made—assertion that can potentially reconcile this contradiction is that ‘peripheral’ knowledge (specialized knowledge in the domain of outsourced activities) complements control in technology outsourcing alliances. However, this assertion is untested; and empirically testing it is the objective of this research study. Using data from 59 software services outsourcing alliances, we show that such peripheral knowledge and alliance control are imperfect complements: peripheral knowledge complements outcomes‐based formal control but not process‐based control. Thus, outsourcing firms might sometimes need knowledge outside their core domain because such knowledge facilitates effective alliance governance. Our theoretical elaboration and empirical testing of the assumed complementarities between peripheral knowledge and control in technology outsourcing alliances has significant implications for strategy theory and practice, which are also discussed. Copyright © 2007 John Wiley & Sons, Ltd.  相似文献   

13.
Although control is presumed to be necessary to curb opportunism, its implementation in alliances can be costly and challenging. Paradoxically, some contemporary firms have counterintuitively developed successful alliances without extensive formal control. A widespread but untested assertion that might help reconcile this contradiction is that technological modularity reduces the need for alliance control. The objective of this study is to develop and test this assertion. Using data from 120 software outsourcing alliances, we show that, process control, outcome control, and modularity independently enhance alliance performance. However modularity and control are imperfect substitutes: modularity lowers the influence of process control but not of outcome control on alliance performance. Our theoretical development and empirical testing of the interactions of alliance control with modularity has significant implications for strategy theory and practice, which are also discussed. Copyright © 2008 John Wiley & Sons, Ltd.  相似文献   

14.
    
Knowledge issues are central to governance choice. Organization structure influences knowledge flows and costs of knowledge creation and exchange inside the firm. Yet the question of how a firm's internal structure affects its governance choice for new activities has received scant empirical attention. We examine the role of internal structure, specifically unit autonomy and lateral coordination, in a firm's governance decision for new, knowledge‐intensive activities. The findings show that internal structure is a ‘shift parameter’ that affects governance choice by moderating the relationship between task complexity and degree of integration. The empirical setting is the U.S. banking industry and its adoption of Internet banking. Copyright © 2013 John Wiley & Sons, Ltd.  相似文献   

15.
16.
    
This study examines how joint venture partners' opportunism is influenced by environmental volatility in a drastically changing emerging economy. Building on transaction cost and information‐processing theories, we develop the hypothesis that opportunism increases to cope with industry structural instability, information unverifiability, and law unenforceability, the three interrelated yet distinct characteristics that jointly describe environmental volatility in an emerging economy. Our analysis of 188 foreign joint ventures in an emerging market suggests that opportunism increases with information unverifiability and law unenforceability. These relationships are even stronger when joint ventures depend more on the host country environment, but weaker when joint ventures operate in faster‐growing industries. Finally, opportunism is found to play a mediating role in the relationship between environmental volatility and joint venture performance. Copyright © 2007 John Wiley & Sons, Ltd.  相似文献   

17.
    
This paper investigates how contract structure influences interfirm dispute resolution processes and outcomes by examining a unique dataset consisting of over 150,000 pages of documents relating to 102 business disputes. We find that the level of contract detail affects the type of dispute resolution approach that is adopted when conflict arises, and that different approaches are associated with different costs for resolving the dispute. We also find that the effect of contract choice on dispute resolution approach is moderated by the degree of coordination required in the relationship, and that the effect of dispute approach on costs is moderated by the degree of power asymmetry between the parties. Thus, even after controlling for various attributes of the exchange relationship and the dispute, the choice of contracting structure has important strategic implications. Copyright © 2010 John Wiley & Sons, Ltd.  相似文献   

18.
The capability of firms to sense and respond to changes in technologies, called technological opportunism, is of growing importance to managers as a source of competitive advantage. However, exactly how technological opportunism impacts firm performance is still not clearly understood. Furthermore, the role of marketing in this relationship, if any, has yet to be examined. Understanding this relationship is critical for marketing managers not only for determining strategic investments of resources but also for demonstrating marketing return on activities. This paper explores the links between technological opportunism and firm performance. The results show that technological opportunism has a strong positive impact on key measures of performance such as firm sales, profits and market value. Importantly, marketing emphasis is the mechanism through which the technological opportunism-performance relationship is achieved. Finally, the impact of marketing emphasis on B2B firms is different than that for B2C firms, highlighting the importance of these activities for B2B marketing managers.  相似文献   

19.
在电子商务和服务营销大行其道的今天,转售价格维持的经典理论依然囿于品牌内服务竞争的狭窄视野,对现实问题解释力不足.本文认为,企业采取RPM的动机,不是被动的避免销售服务市场失灵,而是更多地体现在掌握终端市场定价上.制造商掌握定价权有利于防范零售交易中机会主义行为,从而维护品牌商誉,树立消费者信心,同时也便于进取型企业积极展开市场价格竞争.  相似文献   

20.
本文根据1997年和2002年的投入产出表数据计算了中国35个工业行业的物质投入外包和服务外包比率,并以面板数据模型检验了不同形式的外包对全员劳动生产率的影响,最后考察了外包对生产率影响的行业差异性。研究结果表明,在我国工业行业中,外包有利于企业劳动生产率的提高,而且服务外包对生产率的影响程度大于物质投入外包:高技术、低开放度以及大规模行业中国际外包对生产率的促进作用更为显著。本文有两个原创性贡献:一是区分了物质投入外包和服务外包对中国工业行业劳动生产率影响的差异;二是发现行业性质影响国际外包对生产率作用程度的大小。  相似文献   

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