企业组织资本、战略前瞻性与企业绩效:基于中国企业的实证研究

Organizational capital is an institutional arrangement in a firm’s production and management activities, which helps integrate all resources in the firm and affect the firm’s strategic choice and performance. This paper classifies organizational capital into three subtypes, namely power orientated capital, norm orientated capital and knowledge orientated capital. Moreover, strategic proactiveness is also brought into this influencing process. Results show that strategic proactiveness fully mediates the effect of power orientated capital on firm performance, but partially mediates that of norm orientated capital. It is also found that neither power nor norm orientated capital affects innovative performance, whereas knowledge orientated capital affects directly both financial performance and innovative performance. The significance of this research is to provide a meaningful supplement to the theory of decision-making-process for the top management team. Suggestions on how to cultivate organizational capital are provided for Chinese enterprises. __________ Translated and revised from Guanli shijie 管理世界 (Management World), 2007, (5): 83–93     

市场导向创新影响组织绩效的基本逻辑

作为现代营销学的基石,市场导向在过去的十几年间一直是战略营销的主要研究流派之一,其中市场导向与绩效间的关系受到了最为广泛的关注。鉴于以往研究普遍缺乏一种理论基础,无法为二者之间的因果关系提供一种解释机制,基于资源基础观(RBV)的视角,同时引入"组织创新"作为调节变量,诠释了市场导向、创新影响组织绩效的基本逻辑,并在理论推演的基础上提出可用于实证分析的概念模型,以及相应的若干研究假设,结论部分同时指出了将这一概念模型拓展至非营利组织领域的可能性。     

市场导向与组织绩效：基于竞争优势视角的实证分析

本文以竞争优势为中介变量，以221家国内企业为分析样本，应用结构方程模型对市场导向与组织绩效之间的关系进行了实证研究。研究结果显示，市场导向通过竞争优势作用于组织绩效，三者之间存在显著的正向因果关系，但市场导向及竞争优势的不同构面对其因变量的影响不一，而环境特征和企业所采取的战略类型对上述因果关系有显著的影响。亦即企业因外部环境及竞争优势的取向不同，实施市场导向的侧重点不同，均会影响企业的经营绩效。这一发现有助于我国企业设计实施市场导向以获取竞争优势，并藉此提升经营绩效。     

组织学习与企业绩效关系实证研究——基于中国建设银行的研究分析

知识经济时代的到来,使企业面临的内外部环境发生急剧变化,知识对企业的绩效和竞争力的决定性影响也越来越突出,因而组织学习正日益受到学术界和企业界的广泛重视.本文基于使用因子分析和主成分分析方法对组织学习和企业绩效关系进行了实证研究,提出了知识学习能力和组织的内外部协调能力与企业绩效关联性,由此得出结论并指出进一步研究方向.     

组织学习、创新与组织绩效的关系研究综述

近年来,许多企业甚至城市都努力构建学习型组织。管理者们也越加重视组织学习和组织创新给企业带来的效益。通过研究和管理实践发现:组织学习和创新会正面影响组织绩效。这不仅是个学术问题,也是企业时间过程中需要解决的问题,因此有必要整理这方面研究的文献。本文主要对组织学习、创新的定义出发,综述组织学习与创新;组织学习与组织绩效;组织创新与组织绩效之间的关系研究。     

开放式创新模式下企业创新网络、组织学习与企业创新绩效关系的实证研究——以浙江省企业为案例

开放式创新模式下,企业创新网络与创新绩效的研究已成一大热点。企业通过创新网络,以期有效整合内外部各类资源,增加竞争力。目前大量的研究证实,企业创新网络对创新绩效具有显著的积极影响,但就企业创新网络影响创新绩效作用机理的研究还显得相对匮乏。本文通过对浙江省90家企业的问卷调查和实证分析,试图剖析开放式创新模式下企业创新网络对创新绩效的影响机制。研究表明,企业创新网络能够促进知识获取、知识共享和知识应用,继而影响创新绩效;组织学习在企业创新网络与创新绩效的关系中起到中介作用。     

人力资源实践、市场导向与组织绩效的关系研究综述

人力资源实践和市场导向都是支持给顾客创造价值的程序,许多研究已经验证,二者均与组织绩效显著相关。在理论文献中,尽管人们已经认识到两个领域之间的联系,但是关于市场导向和人力资源实践两者的研究是两条单独发展的平行的抛物线。本文试图将两者与组织绩效的关系加以梳理,期望有益于以后的研究。     

市场导向与组织绩效间的关系研究

本文通过文献探讨,旨在分析组织的市场导向如何影响企业的创新行为,并提升企业的创新绩效.研究表明,组织的市场导向通过两条路径对企业的绩效产生影响:市场导向-组织学习-组织绩效;市场导向-组织创新-组织绩效.同时,文章指出企业的组织学习和组织创新在组织的市场导向与组织绩效之间扮演着完全中介的角色.     

逆向研发外包与企业创新绩效:基于汽车产业的实证研究

作为嵌入全球创新网络的重要方式,逆向研发外包已成为我国企业驱动创新的战略选择。本文首先从创新资源寻求的视角,结合汽车产业发展的特征性事实,分析了海外研发合作、设立研发中心、并购等逆向研发外包三个维度的创新效应,然后进一步利用汽车上市公司2007~2012年的面板数据,采用固定效应及稳健性回归分析,发现设立海外研发中心和海外并购对创新绩效提升具有显著作用,吸收能力对海外研发中心或海外研发合作与创新绩效的正向关系具有显著的正向调节作用。这些结论为开放式创新背景下新兴市场国家的企业走出去布局海外研发具有重要启示。     

国家文化差异、组织文化差异与企业绩效——基于中外合资企业的实证研究

文化差异是影响合资企业绩效的重要原因.现有的研究大多检验文化差异对绩效的直接影响,本文试图探索文化差异与绩效间接影响的行为过程.基于对106家中外合资企业的实证调查,我们发现,国家文化差异对绩效有正相关关系,组织文化差异与绩效负相关.信任程度能够加强国家文化差异对绩效的正向影响,沟通会减弱组织文化差异对绩效的负向影响.在上述发现的基础上,本文提出了相应的管理启示和建议.     

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。     

Market orientation,product innovation and export performance: evidence from Chinese manufacturers

Based on resource-based view (RBV), this study examines the impact of marketing-related resource (market orientation) and innovation-related resources (innovation orientation and innovation resources) on exporters' performance (new product performance and overall export performance), as well as moderating role of environmental turbulence in the market orientation and export performance link. The questionnaire survey conducted among 220 manufacturing exporters reveals that there exist positive relationships among the constructs in question. This research departs from the majority of past research investigating the relationship among market orientation, product innovation and business performance in three aspects: (1) it examines the impact mechanism how market orientation improves new product performance and export performance through innovation orientation and innovation resources based on RBV, (2) it distinguishes among three constructs involved in product innovation activity, and (3) it extends the research from domestic markets to export markets. We conclude by discussing our contributions, the implications, and possible future extensions.     

An examination of the relationships among market orientation,innovation resources,reputational resources,and company performance in the transitional economy of Slovenia

We investigated relationships among market orientation, innovation and reputational resources, and their impact on market performance and financial performance within the transitional economy of Slovenia. Market orientation related positively to market and financial performance of firms indirectly through innovation and reputational resources. Reputational resources associated positively with loyalty, market share, and sales volume, innovation resources associated positively with market share, and sales volume indirectly through customer loyalty. Selected marketing resources related positively to financial performance indirectly through customer loyalty, market share, and sales volume. The implications of these findings for theory and practice are considered. Copyright © 2007 ASAC. Published by John Wiley & Sons, Ltd.     

High performance work systems and corporate performance: the influence of entrepreneurial orientation and organizational learning

This study investigates the functioning mechanisms of how high performance work systems (HPWS) affect organizational performance. We propose that (HPWS) can positively affect organizational performance through the mediating role of entrepreneurial orientation. An organization with high performance work systems can perform better if it enjoys high level of organizational learning. We design and administer a survey questionnaire to high-level executives or founders of companies from manufacturing and service industries and receive 176 valid responses. The results of the empirical data indicate that the relationship between high performance work systems and corporate performance is more positive when organizational learning is stronger. Entrepreneurial orientation partially mediates the relationship between high performance work systems and organizational performance. This study opens new research avenues by extending and incorporating explanations and predictions of HPWS and entrepreneurial orientation, two areas that largely have been considered independently of each other. Implications for practice and directions for future research are provided.     

Entrepreneurial orientation and firm performance in non-profit service organizations: contingent effect of market orientation

Prior research indicates that an inverted U-shaped relationship exists between entrepreneurial orientation (EO) and firm performance. This study argues that the inverted U-shaped relationship may depend on the level of market orientation (MO). A moderated hierarchical regression based on a sample of 307 non-profit service organizations reveals that an inverted U-shaped relationship exists between each sub-dimension of EO and performance. However, these relationships do not exist for each sub-dimension of MO. When both market intelligence generation and responsiveness are high, the relationship between innovativeness and performance will be in a linear form. Under the condition of high-market intelligence responsiveness, the higher proactiveness will lead to a higher performance level. These findings will better our understanding of the relationship between EO and firm performance.     

Market orientation: Review, refinement, and roadmap

Over the past ten years, significant progress has been made in the market orientation area. Scholarly attention has focused on the definition, measurement, and impact of a market orientation. Attention has also focused on organizational drivers of market orientation and its enhancement. Despite progress, several research challenges remain and rich opportunities exist for further work in the area. This paper critically reviews the state-of-the-art and offers a roadmap for future work in the area. The review primarily focuses on (1) the meaning of market orientation, (2) its relationship with several emerging topics/themes in the literature (e.g., market information processing, organizational learning, knowledge use, industry foresight and driving markets), (3) the quality of market-oriented behaviors, (4) impact of market orientation, and (5) issues in enhancing market orientation. We conclude with a conceptual synthesis and methodological suggestions.     

组织学习及其作用机制的实证研究

The organizational learning construct and its effective mechanism are two research issues. This study is based on a survey of 908 managers and employees from 43 companies in different regions of China. The results of exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) show that organizational learning in Chinese enterprises is a multi-dimensional construct comprising of inter-organizational learning, organization-level learning, collective learning, individual learning, exploitation learning and exploration learning. The results of hierarchical linear modeling (HLM) reveal that the unit-level dimensions of organizational learning affect employee’s satisfaction and emotional commitment through the mediation of individual learning. In organizations characterized by high level of organization-level learning and low level of exploitation learning, there is a strong correlation between employees’ satisfaction/emotional commitment and their turnover intention. Hierarchical regression analysis (HRA) also indicates that organizational learning affects perceived organizational financial performance through the full mediation of organizational innovation. Some implications are discussed for organizational learning research and practice. Translated and revised from Guanli Kexue Xuebao 管理科学学报 (Journal of Management Sciences in China), 2007, 10(5): 48–61     

Relating strategic market orientation and market performance: role of customer value types

A service provider achieves competitive advantage by configuring appropriate strategic orientation and customer value type. This paper addresses three important issues: (i) which customer value type (economical, relational or technical) is important for bank customers? (ii) which strategic market orientation (customer or competitor) helps in achieving the desired value type? and (iii) which value type significantly predicts market performance? We propose that a strategic market orientation pursued by a firm shall influence the customer value it intends to offer so as to maximize the market performance. Using data collected from 538 bank customers, this study reveals that when there is a perfect match between strategic market orientation and value being perceived by its customers, a firm shall achieve strategy-value fit and realize optimal market outcomes in the form of customer satisfaction, acquisition, retention, cross-selling, and up-selling. Furthermore, a bank shall realize maximum level of market performance if it pursues both customer and competitor orientation and endeavors to deliver technical/functional value to its target customers. The paper concludes with managerial implications and future research directions.     

Study on the relations among the customer knowledge management,learning organization,and organizational performance

This article reports the results of a study of customer knowledge management (CKM) of Taiwanese service businesses in China. Over 600 questionnaires were sent out to the Taiwanese directors and staff in 150 Taiwanese service businesses in Kun-Shan City, China, with 322 valid responses included in the study. Four relationships were examined in the study: the correlation between CKM and organizational performance, between CKM and the learning organization, between organizational performance and the learning organization, and finally the effect of the learning organization on the relationship between CKM and organizational performance. Findings and conclusions are discussed.     

Predicting market orientation through internal market orientation as culture and behaviour: an empirical application in Spanish hotels

The aim of this study is to analyse how the internal market orientation, considered from a dual perspective, cultural and behavioural, affects the development of external market-oriented behaviours by improving the attitudinal results (affective commitment and job satisfaction) of the internal customers. An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain). The findings show that (1) the internal market orientation (IMO) has a positive influence on the effective development of market orientation behaviours in managers and supervisors; (2) the IMO has a positive influence on the affective commitment and job satisfaction of hotel managers, but not supervisors; and (3) greater affective commitment and job satisfaction have no significant effect on market orientation behaviours in hotel managers or in supervisors. Based on the study results, the paper concludes with a discussion and implications for practitioners.