基于组织资本的企业绩效差异成因探讨

理论界对企业绩效差异成因的认识主要可以概括为三种观点：外生论、契约论和能力论,笔者在对这些观点进行分析和评述的基础上,论述了企业组织资本对企业绩效差异影响的作用机理,认为企业的人力资本有效地转化为组织资本才能保证企业的可持续发展；并提出基于组织资本的企业绩效差异分析模型,试图更广泛、更深入地探讨企业绩效的成因。     

创新战略、资本结构与绩效关系研究——以生物制药行业为例

通过研究发现,重视创新的我国生制药企业保持较低的财务杠杆,将会有较高的绩效。另外,从产业是企业集合体的角度出发,生物产业具有较低的融资依赖度。也即保持较低债务融资,生物产业具有较高的绩效。那么从融资顺序上来说,也应该遵循了留存收益,股权融资融资和债权融资次序。这对于从融资结构上提高生物制药产业绩效具有重大意义。     

组织文化、组织结构与绩效：中国企业的实证研究

研究中国企业的组织文化、组织结构和绩效之间存在的可能的关系。基于对国内294家企业实证数据的基础上,发现和睦交往型组织文化一定程度上对企业绩效具有负效应;团结一致型组织文化对于企业绩效具有正效应;而组织结构的柔性程度对于企业绩效具有促进作用。     

组织公民行为与企业绩效实证研究

组织员工的行为对组织的绩效用重要的影响,本文以组织公民行为理论为基础,从组织公民行为出发,运用调查问卷的方式对我国国有企业、私营企业、外资企业抽样调查。对组织公民行为与组织绩效关系进行了检验,结果表明:组织公民行为不但对组织绩效有影响,对员工个人绩效也有影响。论文最后针对组织公民行为,讨论了组织如何利用好组织公民行为来使其提高组织绩效。     

企业资本结构与公司绩效关系的实证研究

资本结构与公司绩效关系的研究无论从理论还是实际上都有非常重要的意义。本文选择长三角地区的114家中小上市公司2011年到2013年的数据进行分析,探索资本结构与公司绩效的具体关联性,力求对企业的发展提供参考。     

企业资本结构与公司绩效关系的实证研究

资本结构与公司绩效关系的研究无论从理论还是实际上都有非常重要的意义。本文选择长三角地区的114家中小上市公司2011年到2013年的数据进行分析,探索资本结构与公司绩效的具体关联性,力求对企业的发展提供参考。     

战略成本与企业绩效关系的实证研究

本文专注于解析战略成本管理与企业绩效之间的互动关系,旨在揭示不同战略成本配置如何影响企业的综合表现。通过综合运用文献回顾、理论探讨及实证分析的方法,对若干企业的运营数据进行了细致剖析。基于这些分析,构建了一个阐释战略成本与各类企业绩效间关联的理论框架。研究发现,战略性成本投入对企业的多维度绩效具有显著的影响作用,特别是创新导向的战略成本在促进企业长期绩效方面扮演着关键角色。这一研究成果为企业如何高效实施战略成本管理提供了坚实的理论基础和实际的操作指南,有助于企业在激烈的市场竞争中优化资源配置,提升整体绩效。     

环境动态性、资本结构与公司绩效关系的实证研究

有关资本结构选择的研究受到了业界、理论界越来越多的关注 ,因为资本结构决定治理结构 ,进而与公司绩效紧密相联。目前 ,国内对资本结构与公司绩效之间关系的研究缺乏理论依据和实证检验。本文通过融合组织经济学和战略管理学理论 ,研究环境动态性对我国上市公司资本结构及公司绩效的关系。文章对深交所截至 2 0 0 1年 1 2月 31日的共 1 5 3家上市公司 ( 765个样本观测值 )的环境动态性、资本结构与公司绩效关系进行了实证研究 ,旨在检验在我国这样一个以环境动态性为主要特征的转轨经济国家 ,上市公司资本结构与公司绩效之间的关系。     

企业创新战略、人力资源战略与绩效管理关系探析

面对全球化发展背景下的复杂态势,时代创新是企业发展必须积极坚守的战略方针.企业的创新改革,有助于保障企业迈向新的台阶.而人力资源在企业创新过程中也发挥着重要的作用.在人力资源战略推动下,企业日常运营的有效性得到保障,同时也将企业的绩效管理与日常运营工作密切联系,在企业成长的不同阶段都具有重要意义.文章针对企业创新、人力资源、绩效三个方面之间的关系进行探究,制定科学的企业创新战略,优化人力资源战略,切实提高企业绩效管理水平.     

战略人力资源管理与物流企业的组织绩效关系

战略人力资源管理对促进物流企业的组织绩效具有很重要的作用,本文主要从战略人力资源管理促进物流企业组织绩效的作用机制、扩大人力资本获取竞争优势、提高物流企业员工的个人绩效以促进组织绩效、组织人力资源管理实践四方面来阐述战略人力资源管理与物流企业的组织绩效的正相关关系。     

Corporate governance and firm performance in Russia: an empirical study

Using the agency and institutional perspectives, this study advances several hypotheses about the board structure–firm performance relationship within Russia. We tested these hypotheses using survey data. Despite a relatively small sample size, predictions from both theoretical perspectives were supported. Specifically, we found a negative relationship between “informal” CEO duality and firm performance. This finding is noteworthy given the 1996 Russian Federal law which prohibits the CEO from also serving as board chair. Also, we found that the more vigorously the firm pursues a retrenchment strategy, the more negative the relationship between proportion of inside directors and firm performance. Overall, these findings suggest that effective corporate governance may be essential to firm performance in Russia.     

组织学习、组织创新与组织绩效之间的关系研究——以武汉市商业银行为例

银行面对金融国际化、自由化等外在环境急剧变化的挑战,维持一定的竞争优势,是企业持续保持良好经营绩效的有效途径。通过对武汉市商业银行组织学习、组织创新与组织绩效之间关系的实证研究,探讨它们之间的相互作用。     

Linking the formal strategic planning process,planning flexibility,and innovativeness to firm performance

This study explores the link between financial performance and the formal strategic planning process, planning flexibility, and innovativeness of 448 firms in a multi-industry sample. The results suggest that firms' formal strategic planning processes and planning flexibility are positively associated, and each is positively related to innovativeness. In addition, innovativeness fully mediates the relationships between firm performance and the formal strategic planning process and planning flexibility.     

市场导向、组织学习创新及组织绩效:基于珠江三角洲企业的实证研究

The purpose of this paper is to examine the relationships among market orientation, learning orientation, organizational innovation and organizational performance through a structural equation modeling approach. This study uses a sample of 143 companies in the Pearl River Delta region of China. Results show that (1) market orientation has no positive direct impact on organizational performance; (2) market orientation has a direct impact on learning orientation; (3) learning orientation has a direct impact on administrative and technical innovation; (4) market orientation has a direct impact on organizational innovation by learning orientation; (5) administrative innovation has a positive direct impact on organizational performance while technical innovation does not impact on organizational performance directly; (6) technical innovation has a positive impact on administrative innovation; (7) learning orientation has an indirect impact on organizational performance through influencing organizational innovation; (8) market orientation has impact on learning orientation, which has an impact on organizational innovation, which in turn has an impact on organizational performance. Managerial implications are discussed, along with suggestions for further research. Translated from Guanli Shijie 管理世界 (Management World), 2006, (2): 80–94, 143     

Top management team heterogeneity and firm performance: An empirical research on Chinese listed companies

An empirical study of the 2001–2002 data from 356 Chinese companies listed in the Shanghai and Shenzhen stock exchanges indicates that within the social context of China the characteristics of a firm’s top management team have a different impact on firm performance from those of foreign countries. Also, the tenure heterogeneity and functional experience heterogeneity of the top management team are inversely related to firm performance. This paper analyzes and discusses the findings in detail and points out areas for future research. Translated from Guanli Pinglun 맜理评论 (Management Review), 2006, 18 (5): 54–60     

Core employee based human capital and revenue productivity in small firms: An empirical investigation

The human capital of a firm, as manifested by the experience and education of its workforce, represents a key resource that improves firm productivity. The current study proposes that task-specific experience is a significant organizational resource for small firms seeking productivity. Utilizing objective data from 1572 core-employees representing 100 small firms in two different industries, this study examines how two types of experience (task-specific and firm-specific) interact with education to influence firm productivity. Results show that the relationship between task-specific experience and productivity is stronger in firms with higher levels of core employee education than in firms with lower levels of core employee education.     

Social capital of entrepreneurs and small firm performance: A meta-analysis of contextual and methodological moderators

Despite a surge of studies examining the role of social capital in the entrepreneurial process, no quantitative assessments exist of the empirical evidence to date. To resolve seemingly conflicting results, we conducted a meta-analysis of the link between entrepreneurs' personal networks and small firm performance and identify new moderators affecting this relationship. Analyses of 61 independent samples indicated that the social capital–performance link was positive and significant (r_c = .211). Effect sizes of weak ties were smaller than those of structural holes, while network diversity had the largest positive effect on performance. Results also showed that the social capital–performance link depends on the age of small firms, the industry and institutional contexts in which they operate, and on the specific network or performance measures used. Based on these findings, we develop recommendations for future research on the contingent value of social capital for small firms.     

公司特征、行业特征和并购战略类型的实证研究

This paper studies 148 related and 169 unrelated acquisition cases conducted by Chinese listed firms from 2001 to 2004 and explores firm and industry characteristics of these firms prior to their acquisition. Results show that there are significant pre-acquisition differences between firms pursuing related acquisition and firms pursuing unrelated acquisition in terms of firm performance, business risk, firm size, proportion of state shares and degree of diversification profile. Except for differences in internal capital as represented by undistributed profit per share, there is no significant difference in other aspects of available resources and industry performance. Translated and revised from Guanli Shijie 管理世界 (Management World), 2007, (3): 130–137     

Team and organizational resources, strategic orientations, and firm performance in a transitional economy

Firms in transitional economies are learning to develop strategies to exploit new market opportunities though bounded by their lack of market experience and resources as well as institutional and cultural heritage. This paper examines the managerial orientations of top managers in the transitional economy of China by focusing on a firm's team and organizational resources. Specifically, the following antecedents motivate a firm to put more emphases on strategic orientations: the firm has an effective top management team, strong managerial competences, and when the firm has ample endowment of slack resources, social network, and support from the institutional environment. Empirical results support that team orientation, managerial competence, social network, and local institutional support are instrumental in developing market-focused strategic orientations. In addition, strategic orientations with heavy emphases on overall low costs and product innovation relate to higher firm performance.     

企业文化与企业绩效的关系研究——一致性和均衡性的观点

Building on the Competing Values Framework (CVF), we investigated the relationship between organizational culture and performance. The perspective of consistency and that of balance were applied to examine the relationship. We tested our hypotheses on a sample of 270 companies in China, which resulted in two major findings. First, the consistency between organizational culture and external environment was found positively associated with organizational performance. Consistency was operationalized as a match between an organization’s current culture and its preferred future culture. Second, balance of organizational culture was found positively correlate with organizational performance. A balanced culture was defined as one in which values of each of the CVF culture types are equally held. Translated and revised from Kexuexue yu kexue jishu guanli 科学学与科学技术맜理(Science of Science and Management of S. & T.), 2007, 28(8): 140–148