我国资源型企业绿色转型研究综述

本文围绕我国资源型企业绿色转型研究现状,阐述了资源型企业、企业战略转型、绿色转型等相关概念和当前有关企业绿色转型的动因、影响因素、实现路径及绿色转型行为对企业的影响等主要研究成果,表明：已构建资源型企业绿色转型基础理论框架;影响因素方面,以外围的环境规制和企业自身产业数字化融合等因素的研究为主,实现路径呈现综合多维度的趋势;基于资源型企业自身战略管理和行业异质性视角的研究较少,对于绿色转型行为对企业的影响研究也处于起步阶段。最后,文章对现有文献成果进行了述评并提出展望。     

构建与企业战略转型相匹配的财务资源管控模式

文章从企业转型期财务管理模式出发,分析了构建与企业战略转型相匹配的财务资源集中管控模式的路径。     

数字化转型、战略资源匹配与企业高质量发展

本文基于战略一致性理论和战略资源观,利用2011～2019年A股制造业上市公司数据,分别考察并购战略、差异化战略的资源配置同数字化转型战略的匹配情况对企业高质量发展的影响机理。结果显示,企业的战略定位与资源匹配在数字化转型促进企业高质量发展中起到至关重要的作用：数字化转型与企业高质量发展呈正向关系,这种关系会受到企业并购战略或差异化战略的资源配置偏离行业程度的显著影响。进一步研究发现：企业创新是数字化转型促进企业高质量发展的重要渠道,但在高并购商誉和高战略差异度的战略资源配置情境中呈现出遮掩效应;另外,高融资约束企业与传统企业的资源配置方式都会明显抑制数字化转型对高质量发展的促进作用。     

数字经济时代下企业组织惯性的重构路径研究

组织惯性研究中"选择决定论"与"组织适应论"的视角冲突,割裂了企业对组织惯性的认知,难以形成相匹配的应对模式。文章从资源基础理论视角切入设计案例研究,研究发现企业组织惯性的重构路径会经历三个主要阶段:(1)组织外围结构先行演化,不断试错,形成可被纳入核心结构的能力;(2)基于形成的能力进行资源动员,丰富可能的资源和能力组合方案;(3)通过解构与重组惯性的方式构建动态调节机制。研究结论有助于丰富组织惯性和资源基础的研究文献,弥合了组织惯性研究的视角冲突,在组织变革中引入了管理者的资源管理能力;同时可为企业无法准确识别环境变化时提供一个处理组织惯性的可行指导方案,促使企业组织的成长演化过程向进化转变。     

企业数字化转型影响因素与实施路径

数字化转型已成为我国企业高质量发展的必由之路,但受制于技术匮乏、路径模糊等因素,大量企业的数字化探索以失败告终。本文运用内容分析法系统梳理相关研究,基于“资源—能力—结果”框架描述数字技术、数字化资源与数字化能力的协作效应及其对转型结果的影响机制;结合生命周期理论构建包含技术融入、数字变革和智能生态三阶段的企业数字化转型实施路径,刻画不同阶段企业数字化转型的环境要素、管理实践、效果及结果等。在此基础上,从概念内涵、内部协同、外部共生、治理防治、情景嵌入等角度讨论未来研究方向。     

企业战略差异影响社会责任的履行水平吗？

以2010—2018年沪深两市上市A股公司为研究样本,实证检验了战略差异对社会责任履行水平的影响,研究结果发现,战略差异越大的企业,社会责任履行水平越低。进一步的研究结果显示,当企业是非国有企业或内部控制质量较低时,战略差异对社会责任履行水平的负向影响会更强,并且,检验发现战略差异对社会责任的影响路径中存在经营风险路径、代理成本路径和资源紧缺路径。丰富了战略差异经济后果和社会责任影响因素的相关研究,不仅为政府加强对偏离常规战略企业的监管提供了决策支持,也为企业加强信息披露制度和内部控制制度提供了理论依据和实践指导。     

装备制造业企业服务化进程中的价值转型——基于明珞装备的案例研究

以明珞装备为案例研究对象,基于管理者认知视角,探讨了装备制造业企业在服务化进程中跨层级协作构建适应动态环境发展变化的组织战略和在实现服务化转型中的价值跃迁。研究发现：(1)装备制造业企业服务化转型实际上是价值创造逻辑转换的过程,“外部情境-注意力配置-管理者认知-意义建构-组织主导逻辑-资源行动-服务化”是实现价值转型的主要路径;(2)产品与服务之间存在可替代又互补的内在张力,是装备制造业企业服务化转型与价值创造的背后逻辑与基本动力;(3)管理者认识、组织主导逻辑、资源行动之间的弹性选择与耦合,能够触发组织竞争优势、资源边界、动态能力的调整,引致装备制造业企业商业模式迭代创新。     

基于战略视角的企业财务转型拓展路径研究

中国企业的国际化进程使企业管理面-临前所未有的挑战,企业转型浪潮迭起.财务管理作为企业转型的重要支撑手段,是组织转型和业务转型下实现资源优化分配的有效工具.随着经济和管理理论的每一领域都在发生巨大的变革,理论与实践都不再局限于原有的理论框架与模式,融合化、边缘化的现象日渐明显.因此,对企业财务转型拓展路径的研究,可以基于管理学视角、利益相关者视角、组织视角、战略视角等进行.在以战略管理为中心的新时代,基于战略视角研究财务管理转型的拓展路径具有重要的理论价值和实践意义.     

金融资源错配、创新战略与制造业绿色转型——基于财政分权视角

文章利用2013—2019年沪深A股制造业上市企业财务数据,对金融资源错配、创新战略与企业绿色转型相关性进行实证检验,并进一步引入中国式财政分权这一制度背景,探究在财政分权作用下三者关系产生的化学反应.结果表明:创新战略的实施能显著促进制造业企业绿色转型,但在财政分权程度越高的地区中创新战略对制造业企业绿色转型的促进作用显著削弱;金融资源错配对制造业企业绿色转型产生显著抑制作用,且在财政分权程度较高的地区中金融资源错配对制造业企业绿色转型的抑制作用更为显著;金融资源错配显著削弱创新战略对制造业企业绿色转型的促进作用,且这种削弱作用在财政分权程度较高的地区中更为显著.     

基于资源基础理论的物流企业竞争优势实证研究

基于资源的企业竞争优势理论背景,以物流企业的价值链构成以及资源、能力与企业活动之间的关系为依据,从独特能力和战略资源两方面分析了物流企业的竞争要素。然后分析了独特能力和战略资源对于物流企业竞争优势的影响,并提出相应的18条研究假设。在此基础之上,建立结构方程模型,并依据对201家物流企业的问卷数据,利用AMOS7.0软件和SPSS forwindows17.0软件对数据进行信度与效度分析和结构模型的拟合运算,根据运算结果得出研究结论,并指出其具体的作用路径。     

外商直接投资与资源环境绩效的实证研究

基于地方政府竞争的视角,本文运用空间计量和探索性空间数据方法实证分析了地方政府间的策略性引资竞争对资源环境绩效的影响,研究结果表明：在政治晋升和经济发展激励下,FDI对资源环境绩效的影响不仅取决于它在地区内和地区间的溢出效应,而且还取决于当地及邻近辖区的财政支出水平。其中本辖区政府为吸引FDI而展开的财政支出竞争对资源环境绩效的影响存在显著的“门槛效应”,而邻近辖区的策略性引资支出显著降低了资源环境绩效水平并表现出明显的结构性偏好,对经济建设的过度支出和公共服务的有限投入成为辖区间竞相效仿的支出政策。探索性空间数据分组检验的估计结果进一步显示不同集聚区内的引资策略互动对资源环境绩效的影响存在显著的差异,在FDI高值集聚区内,邻近辖区的引资支出显著降低了本地的资源环境绩效;而在低值集聚区内,邻近辖区的引资支出对本地资源环境水平没有显著的影响。     

Strategic HRM and organisational learning in the Chinese private sector during second-pioneering

This study examines the relationship between strategic human resource management (HRM) and organisational learning in Chinese private firms during the second-pioneering stage, which involves a process of transition from ‘opportunism’ to ‘capability building’. It specifically examines how this relationship is influenced by environmental uncertainty and guanxi dependence. Using data from a face-to-face survey of 107 Chinese private firms, the findings show that strategic HRM has a positive effect on all four dimensions of organisational learning: knowledge acquisition, knowledge distribution, knowledge interpretation and organisational memory. In addition, task environmental uncertainty positively moderates the relationship between strategic HRM and organisational learning. However, the moderating effects of institutional environmental uncertainty and guanxi dependence on this relationship are not significant. These results highlight the importance of strategic HRM for organisational learning in uncertain task environments to promote organisational transition.     

Effects of strategic human resource management on strategic vision

It is pertinent for organizations that operate in a highly competitive environment to pursue a strategic vision. This study explores the effects of strategic human resource management (SHRM) on the implementation of a strategic vision. Other constructs of importance in the model include leadership, commitment and organizational structure. A total of 400 questionnaires were sent by mail to organizations of various industries and the total number of respondents was 104. Leadership was found to be significant in eight out of ten of the hypotheses, thereby indicating that the leadership of an organization plays an extremely important role in the achievement of a vision. Also, SHRM functions such that HR planning, recruitment and selection, rewards and compensation as well as training and development have significant effects in the achievement of different visions. For the vision of regional growth, leadership and organizational structure was found to be significant. Where market growth is pursued, leadership, reward system, commitment, training and staffing are significant. In the case of a strategic vision of mergers and ventures, only leadership was found to be significant. The only significant factor in the vision of low cost and productivity is planning. For a vision of customer focus and innovation, leadership and selection are the significant factors. Where innovation and product development are pursued, only planning is significant. For organizations that pursue cluster visions, the factors that are significant include leadership, commitment and selection.     

资源枯竭型城市转型的文化思考

资源枯竭型城市转型是一项世界难题,也是我国的重大课题.在发展过程中,该类城市普遍陷入经济发展缓慢、居民就业压力大、生态环境恶化、城市基础设施落后的困境.本文以文化分析为视角,从城市精神、制度、价值观等文化层面分析导致资源枯竭型城市发展困境的文化原因,提出以提升城市文化力为宗旨的资源枯竭型城市文化建设的策略.     

Can strategic flexibility help firms profit from product innovation?

Although it is generally acknowledged that product innovation is critical for firms to sustain their competitive advantages, innovating firms sometimes fail to obtain economic returns from product innovation. This study focuses on the moderating effect of strategic flexibility (composed of resource flexibility and coordination flexibility) on the relationship between product innovation and firm performance, in order to address an important but previously unexplored question: Can strategic flexibility help firms profit from product innovation? Our empirical test, utilizing a sample of 607 Chinese firms, reveals that the moderating effect of resource flexibility on the positive relationship between product innovation and firm performance is negative, while that of coordination flexibility is positive. Further, such moderating effects are especially likely to be profound for firms confronting a high level of competitive intensity. We conclude by discussing our contributions, the implications, and possible future extensions.     

国有建筑企业战略人力资源管理系统构建研究

简要介绍了国有建筑企业人力资源管理存在的问题,并引入了战略人力资源管理理论。在基于企业发展战略的角度,构建了国有建筑企业战略人力资源管理系统模型。重点介绍了国有建筑企业战略人力资源管理系统的四个子系统以及它们之间的内在关系。     

房地产上市公司多元化战略对绩效影响研究

我国房地产行业的竞争日趋激烈,越来越多的房地产企业选择实施多元化战略促进企业经营发展,但我国房地产企业多元化程度与公司绩效的关系仍存在争议.以我国90家房地产上市公司为样本,通过多元回归模型分析企业多元化程度与绩效的关系以及企业历年多元化类型与绩效的关系.研究发现企业多元化短期内与绩效呈显著负相关,但是随着时间的增长多...     

项目合伙人模式的治理机制研究

项目合伙人模式是与合伙人建立起一种可灵活调整的动态合作模式,有效地解决了长期和短期合作模式中的弊端。基于资源配置的相关理论,本文从项目合伙人模式各阶段的核心目标出发,探究了其过程中的资源配置与治理机制。以北京华开工程建设有限公司为案例,分析其利用项目合伙人模式进行战略转型过程中合伙双方投入的资源类型、配置状态、交互过程,最终提出了项目合伙人模式的实现过程和治理机制之间的关系模型框架。研究发现,项目合伙人模式延循着创建期、磨合期、稳定期和完成期这四个阶段,通过一系列治理机制实现建设方与合伙人之间资源获取、资源协调、资源嵌入、资源整合,使得项目合伙主体之间得以相互配合实现共赢。本文归纳并揭示了项目合伙人模式的实现过程与治理机制等一般规律,可为未来实践中项目合伙人模式的应用提供有价值的指导。     

Organizational capacity for change and firm performance in a transition economy

This study explored some human resource and human systems' aspects of the competitive dynamics for firms attempting to survive and prosper within Russia, a highly volatile transition economy. Overall, this study adds to our understanding of international strategic human resource management, dynamic capabilities, and the generation of competitive advantage within transition economies.

We found that a relatively new construct derived from the dynamic capabilities and organizational change literatures, known as ‘organizational capacity for change,’ is positively associated with firm performance within a wide variety of Russian firms. Furthermore, we find that the relationship between organizational capacity for change and firm performance is stronger when there are relatively high levels of uncertainty with the task environment. Finally, we found that organizational capacity for change is an important attribute in all sizes of organizations, not just for large organizations as hypothesized.     

Managing human resource for competitive advantage: a study of companies in Singapore

We see two major streams of research in the strategic human resource management literature: (1) the link between strategy and human resource (HR) practices and (2) the link between HR practices and firm performance. There is a plethora of theoretical perspectives on the first link. Unfortunately, there is not much empirical work. The second link has seen a spate of empirical studies. However, most of them embrace the universal perspective and the role of strategy as a contingency has not been adequately addressed. This could potentially result in the underestimation of the impact of HR practices on organizational performance. This study addressed the above two weaknesses in previous research in the strategic HR management field. Using a sample of about 200 of the largest companies representing all major industries in Singapore, we found that organizational strategy affects HR practices. Moreover, findings suggest that the strategy-HR interaction accounts for more variation in firm performance than the main effect of HR. Implications of the findings are discussed.