信息沟通_管理控制与战略变化速度的关系研究

28420077ScienceResearchManagementVo.l28,No.4July,2007:2005-07-01.:(70271026,70571063):(1977-),(),,,:(1961-),(),,,,,:(1963-),(),,,::1000-2995(2007)04-008-0162王龙伟,李垣,杨建君(西安交通大学管理学院,陕西西安710049):综合考虑组织沟通与管理控制方式对战略变化速度的潜在影响,以及组织沟通对企业管理控制方式的影响,研究了通过信息沟通与控制措施来管理战略变化速度问题基于组织理论和战略管理理论,提出了信息沟通管理控制与战略变化速度之间关系的概念模型与相关假设,并通过585家国内企业调查数据进行了实证检验结果表明,信息沟通有利于战略变化的快速实施,重视信息沟通的企业往往会同时采用战略控制与财务控制;而官僚型企业则更倾向于采用财务控制;战略控制会妨碍战略变化的快速实施,而财务控制会促进战略变化的快速实施:信息沟通;管理控制;战略变化速度:F270:A,,,,,,,,,,1研究问题,[1],,[2,3],,,,,[4]Simons(1994)[5],,,;,,,,4,:163,;,,(1),,,,12研究假设21,,,,,,,,[6],,,,[7],,,Achilles(1999)[8],,,Chattopadhyay(1999)[9],,,,,,,:1:;22,[10]Hoskisson(1988)[11]:,,,,,[12],,[13],,Eisenhardt(1985)[14],,,;:,,,;,,,[11],,,,1642007;,:2:;3:;23[15],,,,,,,[16]Drucker(1997)[17],,,;,,,,,,,,,,,,,:4:;24,,,,,,,,;,,,[18],[19],,,,:5:;6:;25,,,,,,[20],,,,,,:7:;4,:165,[20],,,,,,,,,,,:8:3研究方法31,8,,85019972001,,:,;,,,200227,850,2002825603,18,585,7094%,9701%,11CEO,,899666%,,32,,Likert7,!1-∀!7∀1.Greenbaum(1988)[21],:(1);(2);(3);(4),;(5);(6)2.Samuel(1977)[22],:(1);(2);(3)();(4);(5),3.Hitt(1996)[20],:(1);(2);(3);(4)4.Hitt(1996)[20],:(1);(2);(3);(4)5.Kim(1996)[23]1662007,,:(1),;(2);(3)4分析结果41,;,,,,20,,SPSS100,04,30%,0425,54%,(P005),,Cronbach065,(1),[24]1(%)60.78367.0600.90150.42554.1280.70540.67262.5750.79940.82055.6530.71530.41461.0390.65042,Amos401,(2),2X2203.125X2/df1.1482,GFI0.9721,AGFI0.9531,RMSEA0.0160.05,IFI0.9951,TLI0.9931,CFI0.9951,AIC449.125,CAIC1109.833,,87(3),(0182,P010),1;(0721,P001),(0607,P001),23;(0058,P010),,4(-0085,P010),(0191,P005),56;(-0240,P010),7;(0388,P001),84,:1673P-ValueH1#0.1820.098H2#0.7210.000H3#0.6070.000H4#0.0580.339H5#-0.0850.096H6#0.1910.014H7#-0.2400.069H8#0.3880.0095讨论与启示,87,,,,(0182,P010)Hulya(2002)[25],,,,,,,,,,Malina(2001)[26],,,;,,,,,,(-0240,P010),,,,,,,,(0388,P001),Knight(1993)[27],,,,,,,,,!∀,,,Barringer(1999)[28],,1682007,,,,,,,:,,,,;,,,,,,,,,,,,6结论,,,,,,,;,,,,,:[1]Rajagopalan,M.andSpreitzer,G.M.Towardatheoryofstrategicchange:Amulti-lensperspectiveandintegrativeframework[J].AcademyofManagementReview,1996,22(1):48-79.[2]Hinings,C.R.andRoystonG.TheDynamicsofStrategicchange[M].BasilBlackwel.lNewYork.1988.72-83.[3]Eisenhardt,KM.Speedandstrategicchoice:Howmanagersacceleratedecisionmaking[J].CaliforniaManagementReview,1990,Spring:39-54.[4]D.E.W.Marginson.Managementcontrolsystemsandtheireffectsonstrategyformationatmiddle-managementlevels:evidencefromaU.K.organization[J].StrategicManagementJourna,l2002,23:1019-1031.[5]Simons,R.Hownewtopmanagersusecontrolsystemsasleversofstrategicrenewal[J].StrategicManagementJourna,l1994,15:169-189.[6]Nonaka,I.Theknowledge-creatingcompany[J].HarvardBusinessReview,1991,(November-December):96-104.[7]Senge,P.M.TheFifthDiscipline,theartandpracticeoflearningorganization[M].DoubledayDel,lNewYork.London.1990.112-136.[8]Chilles,A.A,andArthur,G.B.Organizationalchange:areviewoftheoryandresearchinthe1990s[J].JournalofManagement,1999,25(3):293-315.[9]Chattopadhyay,P.,Glick,W.H.,Miller,C.C,andHuber,G.P.Determinantsofexecutivebeliefs:comparingfunctionalconditionsandsocialinfluence[J].StrategicManagementJourna,l1999,20(8):763-790.[10]Lorange,P.,Morton,M.andGhosha,lS.Strategiccontrolsystems[M].West,St.Pau,lMN,1986.12-19.[11]Hoskisson,R.E.andHit,tM.A.StrategiccontrolsystemsandrelativeR&Dinvestmentinlargemulti-productfirms[J].StrategicManagementJourna,l1988,9(6):605-621.[12]Gupta,A.K.SBUstrategies,corporate-SBUrelationsandSBUeffectivenessinstrategyimplementation[J].Academyof4,:169ManagementJourna,l1987,30(3):477-500.[13]Chandler,A.D.ThefunctionsoftheHQunitinthemultibusinessfirm[J].StrategicManagementJourna,l1991,12(specialissue):31-50.[14]Eisenhard,tK.M.Contro:lorganizationalandeconomicapproaches[J].ManagementScience,1985,31(2):134-149.[15]Hage,J.Theoriesoforganizations[M].NewYork:Wiley,1980.137-146.[16]Rossett,iD.K.andDeZoort,F.A.Organizationaladaptationtotechnologyinnovation[J].AdvancedManagementJourna,l1989,54(4):29-33.[17]Drucker,P.F.,Dyson,E.,Handy,C.,Saffo,P.andSenge,P.M.Lookingahead:implicationsofthepresent[J].HarvardBusinessReview,1997,75(5):18-32.[18]Ellsworth,R.R.Subordinatefinancialpolicytocorporatestrategy[J].HarvardBusinessReview,1983,61(6):170-181.[19]Robbins,S.P.EssentialsofOrganizationalBehavior.5thEdition[M].Prentice-Hal,lInc.1997.185-205.[20]Hitt,M.A.,Hoskisson,R.E.,Johnson,R.A.andMoese,lD.D.Themarketforcorporatecontrolandfirminnovation[J].AcademyofManagementJourna,l1996,39(5):1084-1119.[21]Greenbaum,H,H.,Clampitt,P.andWillihnganzS.Organizationalcommunication:Anexaminationoffourinstruments[J].ManagementCommunicationQuarterly,1988,1(2):245-282.[22]Samue,lB.B.andMichae,lA.Communicationinadministrativebureaucracies[J].AcademyofManagementJourna,l1977,20(3):365-377.[23]Kmi,E.andMcIntosh,J.C.Anempiricalstudyonthespeedofstrategicchangeandfirmsurvivalandperformance[J].Journalofappliedbusinessresearch,1996,12(2):35-40.[24]Churchil,lG.A.Aparadigmfordevelopingbettermeasuresofmarketingconstructs[J].JournalofMarketingResearch,1979,16(1):64-73.[25]Hulya,J.Y.Theroleofcommunicationinorganizationalchange