管理学习的过程及来源:上汽集团的案例研究
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摘要
管理学习是能力提升的重要机制。但现有的学术文献主要探讨了技术学习,缺乏对管理学习的研究。为了填补这一文献差距,本文采用案例研究法,以上海汽车集团股份有限公司作为案例,研究了两个问题即管理学习的过程和来源。研究发现,管理学习的过程主要分为预热、制度建设、体系建设和落实与优化四个阶段;管理学习的来源主要有业务协同、人员流动、外部专业机构和内部学习中心四大来源。此外,本文还提出了可以促进企业管理学习的管理启示。
Managerial learning is a key mechanism for leveraging enterprises' competitiveness. Particularly toward enterprises in developing countries,managerial learning is important mechanism for learning managerial knowledge,rules,approaches,and routines from leading enterprises located in developed counties,such as balanced score card,SWOT analysis matrix,target management and so on. Most of previous literatures mainly focus on technological learning aspects of enterprises in latecomer countries,while ignoring the emphasis of managerial learning issues. In the 1990s,there is a relatively concentrated exploration of managerial learning. Some researchers discussed the content,ways and influencing factors of managerial learning based on cases of enterprises located in Soviet Union,China,Hungary,Czech Republic and other countries. Although most of those researches focused on the definition and description of managerial learning practice,limited systematic analysis of learning processes and sources. The paper is constructed to fill the research gap. It focuses on"How enterprises do managerial learning?",which further deconstruct into three sub questions: (1) Identifying the phase characteristics of managerial learning; (2) Exploring the relationship between joint venture and managerial learning; and (3) Analyzing the mechanisms of enterprise obtaining managerial knowledge.Managerial learning becomes an important way for Chinese enterprises to improve their management ability. The research is of significant theoretical and practical value for summarizing the successful experience of managerial learning. Since the reform and opening up,Chinese enterprises have acquired international knowledge through various ways. Take the automobile industry as an example,establishing Sino-foreign joint ventures once became an important way for them to acquire technical knowledge. Although abundant management knowledge is embedded in the joint venture network,most research results focus on the introduction,imitation,catching-up and innovation of hard technology knowledge. The paper explores the related research questions on the basis of managerial learning evidences and lessons from a firm-level single case study. The target case is the SAIC Motor Corporation Limited,which is one of the key enterprises in the Chinese automotive industry. Establishing joint ventures with international enterprises is an important feature of SAIC's development path,and joint ventures turn to be a critical network resource for SAIC to acquire leading technology and management knowledge. From 1985,when SAIC Motor Corporation Limited established joint ventures with Volkswagen,General Motors and Bosch,it has begun to adopt several best management practices,such as quality management,Crosby's zero defect management model,lean production management,project management,stock option incentive plan,and so on. Based on social network theory,the paper discusses the main process and origins of enterprise promoting managerial learning in detail. The main analysis process includes four steps: (1) Collecting data from diverse sources,involving the first-hand semi-constructed interviews of managerial team members,second-hand data of enterprise's annual reports,news reports,and others from website; (2) Organizing raw data in forms of chart and table,and carding managerial learning events; (3) Analyzing managerial learning events to conclude main learning stages and sources of learning; and (4) Summarizing research results and managerial implications for firms.The research results indicateas follows:1. The main process of enterprises' managerial learning involves four stages like warming up,construction of modern corporation system,management system development,and implementation and optimization for new management practice. Management reform plays an important role in the process of managerial learning,and the intensity presents a trend of inverted U-shaped.2. Joint venture plays an important role on the managerial learning process of latecomer enterprises,such as narrowing the gap on managerial levels,and proving knowledge resources,human capitals,and investments on managerial learning. SAIC Motor Corporation Limited has experienced four joint ventures established periods: before joint venture (1955-1984),starting period of joint venture (1985-1999),joint venture boom period (2000-2006) and transformation period (2007-). And it gained managerial resources in the process of developing joint venture.3. The sources of managerial learning refer to four aspects involving business coordination,personnel flows,external professional institutions,and intra-organizational learning center. Because management is the base for business coordination,so the higher the synergy between the two business partners,the more they encourage managerial learning behavior. And the higher the business synergy of the supply chain,the better the managerial learning performance of the jointventure company. Personnel flow is conducive to the diffusion and transfer of management knowledge,and it promotes organizational managerial learning mainly through direct management participation,consultation and supervision function. The higher the position of managers,the greater the influence of their management participation and consultation and supervision and the greater the contribution of such staff's turnover to managerial learning. Consulting companies,as professional organizations for disseminating management knowledge,are important members of enterprise management knowledge network and important channels for enterprises to acquire advanced knowledge from the outside world. Learning center is a full-time institution responsible for the diffusion and transfer of management knowledge within the enterprise; the larger the scale of the enterprise,the more significant the role of learning center.Based on the main research results,the paper constructs an integrated managerial learning framework of the SAIC Motor.The framework indicate that: (1) Joint venture is a learning mechanism for acquiring management knowledge,so the performance appraisal of joint venture should be making based on its contribution to firms' technology learning and managerial learning; and (2) As important as the roles of business tie and political tie,management knowledge tie is a critical part of firms' social network,and it consist of external business partners,some professional institutions,employees and intra-organizational learning centers.In addition,the paper shed new lights on catch-up literature from managerial learning,and provide implications for Chinese enterprises practicing managerial learning from four aspects as follows: (1) Emphasizing both the technological knowledge spillover and the managerial knowledge spillover of joint ventures; (2) Paying attention to the knowledge spillover on the supply chain,and making good use of the relevant business coordination benefits; (3) Highlighting the collaborations with external professional organizations like consultant firms,universities and so on; and (4) Enhancing the investments on the construction of intra-organizational learning centers and developing enterprises' platforms for knowledge sharing.
Managerial learning is a key mechanism for leveraging enterprises' competitiveness. Particularly toward enterprises in developing countries,managerial learning is important mechanism for learning managerial knowledge,rules,approaches,and routines from leading enterprises located in developed counties,such as balanced score card,SWOT analysis matrix,target management and so on. Most of previous literatures mainly focus on technological learning aspects of enterprises in latecomer countries,while ignoring the emphasis of managerial learning issues. In the 1990s,there is a relatively concentrated exploration of managerial learning. Some researchers discussed the content,ways and influencing factors of managerial learning based on cases of enterprises located in Soviet Union,China,Hungary,Czech Republic and other countries. Although most of those researches focused on the definition and description of managerial learning practice,limited systematic analysis of learning processes and sources. The paper is constructed to fill the research gap. It focuses on"How enterprises do managerial learning?",which further deconstruct into three sub questions: (1) Identifying the phase characteristics of managerial learning; (2) Exploring the relationship between joint venture and managerial learning; and (3) Analyzing the mechanisms of enterprise obtaining managerial knowledge.Managerial learning becomes an important way for Chinese enterprises to improve their management ability. The research is of significant theoretical and practical value for summarizing the successful experience of managerial learning. Since the reform and opening up,Chinese enterprises have acquired international knowledge through various ways. Take the automobile industry as an example,establishing Sino-foreign joint ventures once became an important way for them to acquire technical knowledge. Although abundant management knowledge is embedded in the joint venture network,most research results focus on the introduction,imitation,catching-up and innovation of hard technology knowledge. The paper explores the related research questions on the basis of managerial learning evidences and lessons from a firm-level single case study. The target case is the SAIC Motor Corporation Limited,which is one of the key enterprises in the Chinese automotive industry. Establishing joint ventures with international enterprises is an important feature of SAIC's development path,and joint ventures turn to be a critical network resource for SAIC to acquire leading technology and management knowledge. From 1985,when SAIC Motor Corporation Limited established joint ventures with Volkswagen,General Motors and Bosch,it has begun to adopt several best management practices,such as quality management,Crosby's zero defect management model,lean production management,project management,stock option incentive plan,and so on. Based on social network theory,the paper discusses the main process and origins of enterprise promoting managerial learning in detail. The main analysis process includes four steps: (1) Collecting data from diverse sources,involving the first-hand semi-constructed interviews of managerial team members,second-hand data of enterprise's annual reports,news reports,and others from website; (2) Organizing raw data in forms of chart and table,and carding managerial learning events; (3) Analyzing managerial learning events to conclude main learning stages and sources of learning; and (4) Summarizing research results and managerial implications for firms.The research results indicateas follows:1. The main process of enterprises' managerial learning involves four stages like warming up,construction of modern corporation system,management system development,and implementation and optimization for new management practice. Management reform plays an important role in the process of managerial learning,and the intensity presents a trend of inverted U-shaped.2. Joint venture plays an important role on the managerial learning process of latecomer enterprises,such as narrowing the gap on managerial levels,and proving knowledge resources,human capitals,and investments on managerial learning. SAIC Motor Corporation Limited has experienced four joint ventures established periods: before joint venture (1955-1984),starting period of joint venture (1985-1999),joint venture boom period (2000-2006) and transformation period (2007-). And it gained managerial resources in the process of developing joint venture.3. The sources of managerial learning refer to four aspects involving business coordination,personnel flows,external professional institutions,and intra-organizational learning center. Because management is the base for business coordination,so the higher the synergy between the two business partners,the more they encourage managerial learning behavior. And the higher the business synergy of the supply chain,the better the managerial learning performance of the jointventure company. Personnel flow is conducive to the diffusion and transfer of management knowledge,and it promotes organizational managerial learning mainly through direct management participation,consultation and supervision function. The higher the position of managers,the greater the influence of their management participation and consultation and supervision and the greater the contribution of such staff's turnover to managerial learning. Consulting companies,as professional organizations for disseminating management knowledge,are important members of enterprise management knowledge network and important channels for enterprises to acquire advanced knowledge from the outside world. Learning center is a full-time institution responsible for the diffusion and transfer of management knowledge within the enterprise; the larger the scale of the enterprise,the more significant the role of learning center.Based on the main research results,the paper constructs an integrated managerial learning framework of the SAIC Motor.The framework indicate that: (1) Joint venture is a learning mechanism for acquiring management knowledge,so the performance appraisal of joint venture should be making based on its contribution to firms' technology learning and managerial learning; and (2) As important as the roles of business tie and political tie,management knowledge tie is a critical part of firms' social network,and it consist of external business partners,some professional institutions,employees and intra-organizational learning centers.In addition,the paper shed new lights on catch-up literature from managerial learning,and provide implications for Chinese enterprises practicing managerial learning from four aspects as follows: (1) Emphasizing both the technological knowledge spillover and the managerial knowledge spillover of joint ventures; (2) Paying attention to the knowledge spillover on the supply chain,and making good use of the relevant business coordination benefits; (3) Highlighting the collaborations with external professional organizations like consultant firms,universities and so on; and (4) Enhancing the investments on the construction of intra-organizational learning centers and developing enterprises' platforms for knowledge sharing.
引文
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[3]Teece D,Pisano G.The dynamic capabilities of firms:An introduction[J].Industrial and Corporate Change,1994,3(3):537-556.
[4]Fu X,Helmers C,Zhang J.The two faces of foreign management capabilities:FDI and productive efficiency in the UK retail sector[J].International Business Review,2012,21:71-88.
[5]Chen P L,Tan D,Jean R J B.Foreign knowledge acquisition through inter-firm collaboration and recruitmentl implications for domestic growth of emerging market firms[J].International Business Review,2015:1-12.
[6]Villinger R.Post-acquisition managerial learning in central east Europe[J].Organization Studies,1996,17(2):181-206.
[7]Vlachoutsicos C A,Lawrence P R.How managerial learning can assist economic transformation in Russia[J].Organization Studies,1996,17(2):311-325.
[8]李慧群,王伟立.华为的管理模式[M].深圳:海天出版社,2012(11):02.Li Huiqun,Wang Weili.The managerial model of HuaWei.Shenzhen:Haitian Press,2012(11):02.
[9]刘劲松,胡必刚.华为能,你也能[M].北京:北京大学出版社,2015(9):02.Liu Jingsong,Hu Bigang.Huawei can,you can[M].Beijing:Peking University Press,2015(9):02.
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[11]Golembiewski R T.Organizational properties and managerial Learning:Testing alternative models of attitudinal change[J].Academy of Management Journal,1970:13-31.
[12]Abrahamson E.Management fashion[J].Academy of Management Review,1996,21(1):254-285.
[13]Child J,Markoczy L.Host-country managerial behavior and learning in Chinese and Hungarian joint ventures[J].Journal of Management Studies.1993,30(4):611-631.
[14]Soulsby A,Clark E.The emergence of post-communist management in the Czech Republic[J].Organization Studies.1996,17(2):227-247.
[15]Geppert M.Paths of managerial learning in the east german context[J].Organization Studies,1996,17(2):249-268.
[16]Damanpour F,Aravind D.Managerial innovation:Conceptions,processes,and antecedents[J].Management and Organization Review,2012(8):423-454.
[17]Birkinshaw J,Hamel G.,Mol M J.Management innovation[J].Academy of Management Review.2008,33(4):825-845.
[18]Kaplan R S.Innovation action research:Creating new management theory and practice[J].Journal of Management Accounting Research,1998,10:89-118.
[19]苏敬勤,李召敏,吕一博.管理创新过程的关键影响因素探析:理性视角[J].管理学报,2018(8):1174-1182.SU Jingqin,LI Zhaomin,LV Yibo.Analysis of key influencing factors of management innovation process:A pational perspective[J].Chinese Journal of Management,2018(8):1174-1182.
[20]苏中锋,孙燕.不良竞争环境中管理创新和技术创新对企业绩效的影响研究[J].科学学与科学技术管理,2014,35(6):110-118.SU Zhongfeng,SUN Yan.Managerial innovation,technological innovation,and firm performance in dysfunctional competition contexts[J].Science of Science and Management of S.&T.,2014,35(6):110-118.
[21]何益君.市场竞争与企业发展管理创新水平的研究[J].管理观察,2014,6(17):93-94.He Yijun.Study on the Relationship between competition and managerial innovation[J].Management Observer,2014,6(17):93-94.
[22]陆园园,薛镭.社会转型背景下企业管理创新概念模型研究[J].科技进步与对策,2009,26(19):77-81.Lu Yuanyuan,Xue Lei.Study on conceptual model for firms'managerial innovation in social transformation contexts[J].Science&Technology Progress and Policy,2009,26(19):77-81.
[23]Castanias R P,Helfat C E.The managerial rents model:Theory and empirical analysis[J].Journal of Management,2001,27(6):661-678.
[24]Bergh D D,Lim E N K.Learning how to restructure:Absorptive capacity and improvisational views of restructuring actions and performance[J].Strategic Management Journal,2008,29(6):593-616.
[25]赵增耀,王喜.产业竞争力、企业技术能力与外资的溢出效应---基于我国汽车产业吸收能力的实证分析[J].管理世界,2007(12):58-66.Zhao Zengyao,Wang Xi.Industry competition,technological capability and diffusion of foreign investment[J].Management World,2007(12):58-66.
[26]吕一博,苏敬勤.后发国家汽车制造企业技术能力成长路径研究[J].科学学研究,2007,25(5):880-886.LV Yibo,SU Jingqin.Research on the growth path of technical capability of automobile manufacture enterprise in laterdevelopment countries[J].Studies in Science of Science,2007,25(5):880-886.
[27]谢伟.全球生产网络中的中国轿车工业[J].管理世界,2006(12):67-87.Xie Wei.Chinacar industry in global production network[J].Management World,2006(12):67-87.
[28]朱方伟,于淼,孙秀霞.中国汽车合资企业自主创新模式研究[J].科研管理,2013(6):152-160.Zhu Fangwei,Yu Miao,Sun Xiuxia.The independent innovation pattern of automobile joint ventures in China[J].Science Research Management,2013(6):152-160.
[29]Lin Xiaohua.Local partner acquisition of managerial knowledge in international joint ventures:Focusing on foreign management control[J].Management International Review,2005,45(2):219-237.
[30]Tsang E W K.Managerial learning in foreign-invested enterprises of China[J].Management International Review,2001,41(1):29-51.
[31]Khanna T,Palepu K.Why focused strategies may be wrong for emerging markets[J].Harvard Business Review,1997,75(4):41-51.
[32]Masulisa R W,Wang C,Xie F.Globalizing the boardroomThe effects of foreign directors on corporate governance and firm performance[J].Journal of Accounting and Economics,2012,53(3):527-554.
[33]陈继勇,盛杨怿.外商直接投资的知识溢出与中国区域经济增长[J].经济研究,2008(12):39-49.Chen Jiyong,Sheng Yangyi.An empirical study on FDI international knowledge spillovers andregional economic development in China[J].Economic Research Journal,2008(12):39-49.
[34]蔡伟毅,陈学识.国际知识溢出与中国技术进步实证研究[J].世界经济研究,,2010(5):52-57.Cai Weiyi,Chen Xueshi.An empirical study on the relationship between international knowledge spillovers and technology progress in China[J].World Economy Study,2010(5):52-57.
[35]Chatterji A K.Spawned with a silver spoon?Entrepreneurial performance and innovation in the medical device industry[J].Strategic Management Journal,2009,30(2):185-206.
[36]Gummesson E.Marketing-orientation revisited:The crucial role of the part-time marketer[J].European Journal of Marketing,1991,25(2):60-75.
[37]陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法[M].北京:北京大学出版社,2008(6):241.Chen Xiaoping,Xu Shuying,Fan Jingli.Empirical methods in organization and management research[M].Beijing:Peking University Press,2008(6):241.
[38]Gulati R.Network location and learning:The influence of network resources and firm capabilities on alliance formation[J].Strategic Management Journal.1999,20(5):397-420.
[39]Mowery D C,Oxley J E,Silverman B S.Strategic alliances and interfirm knowledge transfer[J].Strategic Management Journal,1996,17(Winter special issue):77-91.
[40]Inkpen A C,Tang E W K.Social capital,networks,and knowledge transfer[J].Academy of Management Review,2005,30(1):146-165.
[41]Barney J.Firm resources and sustained competitive advantage[J].Journal of Management,1991,17(1):99-120.
[2]谢伟.管理学习的定义、特点及影响因素[J].科学学与科学技术管理,2008,29(10):179-183.Xie Wei.Definition,characteristics and influential factors of managerial learning[J].Science of Science and Management of S.&T.,2008,29(10):179-183.
[3]Teece D,Pisano G.The dynamic capabilities of firms:An introduction[J].Industrial and Corporate Change,1994,3(3):537-556.
[4]Fu X,Helmers C,Zhang J.The two faces of foreign management capabilities:FDI and productive efficiency in the UK retail sector[J].International Business Review,2012,21:71-88.
[5]Chen P L,Tan D,Jean R J B.Foreign knowledge acquisition through inter-firm collaboration and recruitmentl implications for domestic growth of emerging market firms[J].International Business Review,2015:1-12.
[6]Villinger R.Post-acquisition managerial learning in central east Europe[J].Organization Studies,1996,17(2):181-206.
[7]Vlachoutsicos C A,Lawrence P R.How managerial learning can assist economic transformation in Russia[J].Organization Studies,1996,17(2):311-325.
[8]李慧群,王伟立.华为的管理模式[M].深圳:海天出版社,2012(11):02.Li Huiqun,Wang Weili.The managerial model of HuaWei.Shenzhen:Haitian Press,2012(11):02.
[9]刘劲松,胡必刚.华为能,你也能[M].北京:北京大学出版社,2015(9):02.Liu Jingsong,Hu Bigang.Huawei can,you can[M].Beijing:Peking University Press,2015(9):02.
[10]Simon L,Davies G.A contextual approach to management learning:The Hungarian case[J].Organization Studies,1996,17(2):269-289.
[11]Golembiewski R T.Organizational properties and managerial Learning:Testing alternative models of attitudinal change[J].Academy of Management Journal,1970:13-31.
[12]Abrahamson E.Management fashion[J].Academy of Management Review,1996,21(1):254-285.
[13]Child J,Markoczy L.Host-country managerial behavior and learning in Chinese and Hungarian joint ventures[J].Journal of Management Studies.1993,30(4):611-631.
[14]Soulsby A,Clark E.The emergence of post-communist management in the Czech Republic[J].Organization Studies.1996,17(2):227-247.
[15]Geppert M.Paths of managerial learning in the east german context[J].Organization Studies,1996,17(2):249-268.
[16]Damanpour F,Aravind D.Managerial innovation:Conceptions,processes,and antecedents[J].Management and Organization Review,2012(8):423-454.
[17]Birkinshaw J,Hamel G.,Mol M J.Management innovation[J].Academy of Management Review.2008,33(4):825-845.
[18]Kaplan R S.Innovation action research:Creating new management theory and practice[J].Journal of Management Accounting Research,1998,10:89-118.
[19]苏敬勤,李召敏,吕一博.管理创新过程的关键影响因素探析:理性视角[J].管理学报,2018(8):1174-1182.SU Jingqin,LI Zhaomin,LV Yibo.Analysis of key influencing factors of management innovation process:A pational perspective[J].Chinese Journal of Management,2018(8):1174-1182.
[20]苏中锋,孙燕.不良竞争环境中管理创新和技术创新对企业绩效的影响研究[J].科学学与科学技术管理,2014,35(6):110-118.SU Zhongfeng,SUN Yan.Managerial innovation,technological innovation,and firm performance in dysfunctional competition contexts[J].Science of Science and Management of S.&T.,2014,35(6):110-118.
[21]何益君.市场竞争与企业发展管理创新水平的研究[J].管理观察,2014,6(17):93-94.He Yijun.Study on the Relationship between competition and managerial innovation[J].Management Observer,2014,6(17):93-94.
[22]陆园园,薛镭.社会转型背景下企业管理创新概念模型研究[J].科技进步与对策,2009,26(19):77-81.Lu Yuanyuan,Xue Lei.Study on conceptual model for firms'managerial innovation in social transformation contexts[J].Science&Technology Progress and Policy,2009,26(19):77-81.
[23]Castanias R P,Helfat C E.The managerial rents model:Theory and empirical analysis[J].Journal of Management,2001,27(6):661-678.
[24]Bergh D D,Lim E N K.Learning how to restructure:Absorptive capacity and improvisational views of restructuring actions and performance[J].Strategic Management Journal,2008,29(6):593-616.
[25]赵增耀,王喜.产业竞争力、企业技术能力与外资的溢出效应---基于我国汽车产业吸收能力的实证分析[J].管理世界,2007(12):58-66.Zhao Zengyao,Wang Xi.Industry competition,technological capability and diffusion of foreign investment[J].Management World,2007(12):58-66.
[26]吕一博,苏敬勤.后发国家汽车制造企业技术能力成长路径研究[J].科学学研究,2007,25(5):880-886.LV Yibo,SU Jingqin.Research on the growth path of technical capability of automobile manufacture enterprise in laterdevelopment countries[J].Studies in Science of Science,2007,25(5):880-886.
[27]谢伟.全球生产网络中的中国轿车工业[J].管理世界,2006(12):67-87.Xie Wei.Chinacar industry in global production network[J].Management World,2006(12):67-87.
[28]朱方伟,于淼,孙秀霞.中国汽车合资企业自主创新模式研究[J].科研管理,2013(6):152-160.Zhu Fangwei,Yu Miao,Sun Xiuxia.The independent innovation pattern of automobile joint ventures in China[J].Science Research Management,2013(6):152-160.
[29]Lin Xiaohua.Local partner acquisition of managerial knowledge in international joint ventures:Focusing on foreign management control[J].Management International Review,2005,45(2):219-237.
[30]Tsang E W K.Managerial learning in foreign-invested enterprises of China[J].Management International Review,2001,41(1):29-51.
[31]Khanna T,Palepu K.Why focused strategies may be wrong for emerging markets[J].Harvard Business Review,1997,75(4):41-51.
[32]Masulisa R W,Wang C,Xie F.Globalizing the boardroomThe effects of foreign directors on corporate governance and firm performance[J].Journal of Accounting and Economics,2012,53(3):527-554.
[33]陈继勇,盛杨怿.外商直接投资的知识溢出与中国区域经济增长[J].经济研究,2008(12):39-49.Chen Jiyong,Sheng Yangyi.An empirical study on FDI international knowledge spillovers andregional economic development in China[J].Economic Research Journal,2008(12):39-49.
[34]蔡伟毅,陈学识.国际知识溢出与中国技术进步实证研究[J].世界经济研究,,2010(5):52-57.Cai Weiyi,Chen Xueshi.An empirical study on the relationship between international knowledge spillovers and technology progress in China[J].World Economy Study,2010(5):52-57.
[35]Chatterji A K.Spawned with a silver spoon?Entrepreneurial performance and innovation in the medical device industry[J].Strategic Management Journal,2009,30(2):185-206.
[36]Gummesson E.Marketing-orientation revisited:The crucial role of the part-time marketer[J].European Journal of Marketing,1991,25(2):60-75.
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