变革型领导行为、战略柔性与企业绩效
|
摘要
领导行为与企业绩效关系的研究一直倍受学术界关注。本研究将战略柔性(资源柔性和能力柔性)作为中介变量,研究动态环境下变革型领导行为对企业绩效的影响并提出研究假设,通过对北京、上海、广东等地区208家上市企业高管的问卷调查及相对应的企业年报获取研究数据并进行数据检验,验证研究假设。研究结果发现,资源柔性和能力柔性在变革型领导行为与企业绩效的关系中具有完全中介作用;环境动态性显著调节变革型领导行为与资源柔性和能力柔性的关系,但对战略柔性与企业绩效的关系无调节作用。本研究的结果说明,动态环境下变革型领导在推动企业变革的过程,要重视战略柔性的作用,引导企业通过转型来适应动态环境,提升企业绩效。
With the continued advancement of economic globalization,the acceleration of technological innovation and the increasingly fierce market competition,enterprise's strategic flexibility need to be improved to adapt to the dynamic environment.Chief Executive Officer( CEO) plays an important role in the process of enterprises' perception of environmental change and improvement of strategic flexibility,because CEO controls key resource of enterprise and influence the formulation and implementation of enterprise strategy. A CEO with transformational leadership can inspire the TMT( Top Management Team) members' proactivity and spirit of dedication,create a good learning environment,stimulate creativity of team members,and affect the improvement of enterprise performance. However,the existing studies on transformational leadership have focused on how transformational leadership behavior affect individual behavior. Although some scholars have studied the influence of transformational leadership behavior on group psychological characteristics from the enterprise level,such as the enterprise culture,entrepreneurship,competition strategy,and organizational learning and innovation research variables,the research is still very limited and also neglect the impact on the develop of organization ability. The research of strategic flexibility mainly studies the formation of strategic flexibility from the view of enterprise resources,products,network structure and other factors. In recent years,scholars have begun to pay attention to the impact of transformational leadership on the formation of corporate strategic flexibility and the role of corporate capability in the " black box" mechanism of corporate performance.Based on the high upper theory,this study introduces strategic flexibility( resource flexibility and capacity flexibility) as the mediating variable to study the mechanism transformational leadership behavior has on enterprise performance in dynamic environment. On the basis of summarizing the existing literature,the research model is constructed and the research hypothesis is proposed. This research uses the combination of questionnaire and second hand data to collect data. To ensure the reliability of the research data,in the measurement of transformational leadership,strategic flexibility and dynamic environment variables,the maturity scale of scholars at home and abroad were used. Through the test by means of " back translation" and pretest in the EMBA students,a formal questionnaire eventually formed. Enterprise performance is assessed through year-end total assets profitability( ROA). Control variables include enterprise age,enterprise assets( logarithmic to the number of employees),the proportion of state-owned shares,corporate asset-liability ratio and industry( divided according to the China securities regulatory commission( CSRC) industry standard,the sample companies come from 15 industries,expressed in 14 virtual variable sample enterprise industry). This study commissioned a third-party consulting company to conduct a questionnaire survey on the senior management team members of listed companies in Beijing,Shanghai,Guangdong and other regions according to the design and requirements of this study,and 208 valid samples were finally obtained.Before data analysis,Cronbach's coefficient was used to test the reliability of the study variables,and confirmatory factor analysis in the structural equation model was used to test the scale's structural validity. The test results show that the scale of transformational leadership behavior and its dimensions,strategic flexibility and its dimensions,and environmental dynamics have good reliability and discriminative validity. Correlation analysis also shows that there is a strong correlation among the variables in this study,and without collinearity problem. In this study,SPSS statistical software was used to test the research hypothesis,and the conclusions showed that :( 1) Strategic flexibility plays a full mediating role in the relationship between transformational leadership behavior and enterprise performance. In a dynamic environment,strategic flexibility,as an " intermediary" capability within an organization,strengthens the competitive advantage of an enterprise by acquiring different resources and improving the utilization rate of resources,thus affects its business performance. This conclusion uncovers the " black box" between individual behavior and corporate performance,and provides a theoretical basis for transformational leadership to enhance corporate performance by developing strategic flexibility in a dynamic environment.( 2) In dynamic environment,the influence of transformational leadership on resource flexibility and ability flexibility is enhanced. When the environment is more dynamic,transformational leadership behavior is more conducive to improving strategic flexibility.( 3) The relationship between strategic flexibility and enterprise performance is not affected by either high dynamic environment or low dynamic environment. Strategic flexibility is a kind of strategic ability for enterprises to obtain high returns.At present,the research on transformational leadership mainly focuses on the influence of individuals on individuals and individuals on the organizational environment,lacking the research on transformational leadership from the enterprise level. Based on the Chinese situation and the introduction of strategic flexibility,this study discusses the mechanism of transformational leadership on strategic ability from the enterprise level,providing a new perspective to further uncover the " black box" of enterprise performance,and at the same time,providing a theoretical basis for Chinese enterprise management practice. In the process of strategic transformation,the strategic leader should transform the dynamic characteristics of the external environment into positive factors to promote the strategic flexibility of the enterprise and improve the business performance by establishing corporate vision,showing consideration for and caring for the subordinates and creating the organizational atmosphere adapting to the dynamic environment.The shortcomings of this study are as follows( 1) This study does not focus on the influence of senior management team members on strategic flexibility. As an important member of strategic decision-making and implementation,the executive team's leadership plays an important role in the formation of strategic flexibility. The formation of strategic flexibility and the improvement of business performance are social results of a long-term interaction between the CEO and the members of the executive team.( 2) The data of this study come from multiple industries. In the future,a specific industry( such as manufacturing industry and high-tech industry) can be selected for further study.( 3) The sample data of this study is a cross-sectional data. In the future,longitudinal data can be introduced to further verify this influence mechanism.
With the continued advancement of economic globalization,the acceleration of technological innovation and the increasingly fierce market competition,enterprise's strategic flexibility need to be improved to adapt to the dynamic environment.Chief Executive Officer( CEO) plays an important role in the process of enterprises' perception of environmental change and improvement of strategic flexibility,because CEO controls key resource of enterprise and influence the formulation and implementation of enterprise strategy. A CEO with transformational leadership can inspire the TMT( Top Management Team) members' proactivity and spirit of dedication,create a good learning environment,stimulate creativity of team members,and affect the improvement of enterprise performance. However,the existing studies on transformational leadership have focused on how transformational leadership behavior affect individual behavior. Although some scholars have studied the influence of transformational leadership behavior on group psychological characteristics from the enterprise level,such as the enterprise culture,entrepreneurship,competition strategy,and organizational learning and innovation research variables,the research is still very limited and also neglect the impact on the develop of organization ability. The research of strategic flexibility mainly studies the formation of strategic flexibility from the view of enterprise resources,products,network structure and other factors. In recent years,scholars have begun to pay attention to the impact of transformational leadership on the formation of corporate strategic flexibility and the role of corporate capability in the " black box" mechanism of corporate performance.Based on the high upper theory,this study introduces strategic flexibility( resource flexibility and capacity flexibility) as the mediating variable to study the mechanism transformational leadership behavior has on enterprise performance in dynamic environment. On the basis of summarizing the existing literature,the research model is constructed and the research hypothesis is proposed. This research uses the combination of questionnaire and second hand data to collect data. To ensure the reliability of the research data,in the measurement of transformational leadership,strategic flexibility and dynamic environment variables,the maturity scale of scholars at home and abroad were used. Through the test by means of " back translation" and pretest in the EMBA students,a formal questionnaire eventually formed. Enterprise performance is assessed through year-end total assets profitability( ROA). Control variables include enterprise age,enterprise assets( logarithmic to the number of employees),the proportion of state-owned shares,corporate asset-liability ratio and industry( divided according to the China securities regulatory commission( CSRC) industry standard,the sample companies come from 15 industries,expressed in 14 virtual variable sample enterprise industry). This study commissioned a third-party consulting company to conduct a questionnaire survey on the senior management team members of listed companies in Beijing,Shanghai,Guangdong and other regions according to the design and requirements of this study,and 208 valid samples were finally obtained.Before data analysis,Cronbach's coefficient was used to test the reliability of the study variables,and confirmatory factor analysis in the structural equation model was used to test the scale's structural validity. The test results show that the scale of transformational leadership behavior and its dimensions,strategic flexibility and its dimensions,and environmental dynamics have good reliability and discriminative validity. Correlation analysis also shows that there is a strong correlation among the variables in this study,and without collinearity problem. In this study,SPSS statistical software was used to test the research hypothesis,and the conclusions showed that :( 1) Strategic flexibility plays a full mediating role in the relationship between transformational leadership behavior and enterprise performance. In a dynamic environment,strategic flexibility,as an " intermediary" capability within an organization,strengthens the competitive advantage of an enterprise by acquiring different resources and improving the utilization rate of resources,thus affects its business performance. This conclusion uncovers the " black box" between individual behavior and corporate performance,and provides a theoretical basis for transformational leadership to enhance corporate performance by developing strategic flexibility in a dynamic environment.( 2) In dynamic environment,the influence of transformational leadership on resource flexibility and ability flexibility is enhanced. When the environment is more dynamic,transformational leadership behavior is more conducive to improving strategic flexibility.( 3) The relationship between strategic flexibility and enterprise performance is not affected by either high dynamic environment or low dynamic environment. Strategic flexibility is a kind of strategic ability for enterprises to obtain high returns.At present,the research on transformational leadership mainly focuses on the influence of individuals on individuals and individuals on the organizational environment,lacking the research on transformational leadership from the enterprise level. Based on the Chinese situation and the introduction of strategic flexibility,this study discusses the mechanism of transformational leadership on strategic ability from the enterprise level,providing a new perspective to further uncover the " black box" of enterprise performance,and at the same time,providing a theoretical basis for Chinese enterprise management practice. In the process of strategic transformation,the strategic leader should transform the dynamic characteristics of the external environment into positive factors to promote the strategic flexibility of the enterprise and improve the business performance by establishing corporate vision,showing consideration for and caring for the subordinates and creating the organizational atmosphere adapting to the dynamic environment.The shortcomings of this study are as follows( 1) This study does not focus on the influence of senior management team members on strategic flexibility. As an important member of strategic decision-making and implementation,the executive team's leadership plays an important role in the formation of strategic flexibility. The formation of strategic flexibility and the improvement of business performance are social results of a long-term interaction between the CEO and the members of the executive team.( 2) The data of this study come from multiple industries. In the future,a specific industry( such as manufacturing industry and high-tech industry) can be selected for further study.( 3) The sample data of this study is a cross-sectional data. In the future,longitudinal data can be introduced to further verify this influence mechanism.
引文
[1]Li J,Tang Y.CEO hubris and firm risk taking in China:The moderating role of managerial discretion[J].Academy of Management Journal,2010,53(1):45-68.
[2]Dutton J E,Duncan R B.The influence of the strategic planning process on strategic change[J].Strategic Management Journal,1987,8(2):103-116.
[3]陈晓红,王思颖,杨立.变革型领导行为对企业绩效的影响机制研究---基于我国中小企业领导人的问卷调查[J].科学学与科学技术管理,2012,33(11):160-171.Chen Xiaohong,Wang Siying,Yang Li.The impact mechanism of transformational leadership on firm performance:Based on a survey of SMEs’leaders[J].Science of Science and Management of S.&T.,2012,33(11):160-171.
[4]Burns J M.Leadership[M].New York:Harper&Row,1978:45-79.
[5]陈建勋.不同维度下高层变革型领导行为影响效果的实证研究[J].经济科学,2010(1):52-61.Chen Jianxun.An empirical study on the effect of leadership change in different dimensions[J].Economic Science,2010(1):52-61.
[6]Judge T A,Rf.P.Transformational and transactional leadership:A meta-analytic test of their relative validity[J].Journal of Applied Psychology,2004,89(5):755-768.
[7]Harris E O L C.Leadership style,organizational culture and performance:Empirical evidence from UK companies[J].International Journal of Human Resource Management,2000,11(4):766-788.
[8]王德才,赵曙明.CEO变革型领导行为、战略柔性与公司企业家精神关系---基于中小企业的实证研究[J].科学学与科学技术管理,2014,35(6):144-153.Wang Decai,Zhao Shuming.CEO transformational leadership,corporate entrepreneurship and strategic flexibility:An empirical study of SMEs[J].Science of Science and Management of S.&T.,2014,35(6):144-153.
[9]Menguc B,Auh S,Shih E.Transformational leadership and market orientation:Implications for the implementation of competitive strategies and business unit performance[J].Journal of Business Research,2007,60(4):314-321.
[10]García,Morales,Víctor J,Lloréns;Montes,Francisco Javier,Verdú;Jover,Antonio J.The effects of transformational leadership on organizational performance through knowledge and innovation[J].British Journal of Management,2008,19(4):299-319.
[11]Colbert A E,Kristof brown A L,Bradley B H,et al.CEOtransformational leadership:The role of goal importance congruence in top management teams[J].Academy of Management Journal,2008,51(1):81-96.
[12]Worren N,Moore K,Cardona P.Modularity,strategic flexibility and firm performance:A study of the home appliance industry[J].Strategic Management Journal,2002,23(12):1123-1140.
[13]罗瑾琏,门成昊,钟竞.动态环境下领导行为对团队创造力的影响研究[J].科学学与科学技术管理,2014,35(5):172-180.Lou Jinlian,Men Chenghao,Zhong Jing.The effect of leadership behavior and team creativity in dynamic environments[J].Science of Science and Management of S.&T.,2014,35(5):172-180.
[14]Bass,B.M..Leadership and performance:Beyond expectations[M].New York:Free Press,1985.
[15]Agle B N,A N J S J,Srinivasan D.Does CEO charisma matter?An empirical analysis of the relationships among organizational performance,environmental uncertainty,and top management team perceptions of CEO charisma[J].Academy of Management Journal,2006,49(1):161-174.
[16]王凤彬,陈建勋.动态环境下变革型领导行为对探索式技术创新和组织绩效的影响[J].南开管理评论,2011,14(1):04-16.Wang Fengbin,Chen Jianxun.The influence of transformational leadership on explorative innovation and organizational performance under dynamic environment[J].Nankai Business Review,2011,14(1):04-16.
[17]Shimizu K,Hitt M A.Strategic flexibility:Organizational preparedness to reverse ineffective strategic decisions[J].A-cademy of Management Executive,2004,18(4):44-59.
[18]Elenkov D S,Manev I M.Top management leadership and influence on innovation:The role of sociocultural context[J].Journal of Management,2005,31(3):381-402.
[19]Zhou K Z,Wu F.Technological capability,strategic flexibility,and product innovation[J].Strategic Management Journal,2010,31(5):547-561.
[20]卢艳秋,赵英鑫,崔月慧,王向阳.组织忘记与创新绩效:战略柔性的中介作用[J].科研管理,2014,35(3):58-65.Lu Yanqiu,Zhao Yingxin,Cui Yuehui,Wang Xiangyang.Organizational unlearning and innovative performance:The mediating role of strategic flexibility[J].Science Research Management,2014,35(3):58-65.
[21]Nadkarni S,Herrmann P.CEO personality,strategic flexibility,and firm performance:The case of the Indian business process outsourcing industry[J].Academy of Management Journal,2010,53(5):1050-1073.
[22]李桦.战略柔性与企业绩效:组织双元性的中介作用[J].科研管理,2012,33(9):87-94.Li Hua.The impact of strategy flexibility on firm performance by using organizational ambidexterity as a meditative variable[J].Science Research Management,2012,33(9):87-94.
[23]Azadegan A,Patel P C,Zangoueinezhad A,et al.The effect of environmental complexity and environmental dynamism on lean practices[J].Journal of Operations Management,2013,31(4):193-212.
[24]刘子安,陈建勋.魅力型领导行为对自主技术创新的影响---机制与情境因素研究[J].中国工业经济,2009(4):137-146.Liu Zian,Chen Jianxun.Charismatic leadership and self-innovation:Mechanism and contingency[J].China Industrial Economics,2009(4):137-146.
[25]Das T K,Elango B.Managing strategic flexibility:Key to effective performance[J].Journal of General Management,1995,20(3):60.
[26]Avolio B.J,Bass B.M,Jung D.I.Re-examining the components of transformational and transactional leadership using the multifactor leadership questionnaire[J].Journal of Occupational&Organizational Psychology,1999,72(12):441-462.
[27]Sanchez R.Preparing for an uncertain future:Managing organizations for strategic flexibility[J].International Studies of Management&Organization,1997,(2):71-94.
[28]Li Y,Liu Y,Duan Y,et al.Entrepreneurial orientation,strategic flexibilities and indigenous firm innovation in transitional China[J].International Journal of Technology Management,2008,41:223-246.
[29]Jansen,Bosch,Volberda H W.Exploratory innovation,exploitative innovation,and performance:Effects of organizational antecedents and environmental moderators[J].Erim Report,2006,52(11):1661-1674.
[30]Reuben M.Baron,David A.Kenny.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations.[J].Journal of Personality&Social Psychology,1986,51(6):1173-1182.
[31]温忠麟,张雷,侯杰泰.有中介的调节变量和有调节的中介变量[J].心理学报,2006,38(3):448-452.Wen Zhonglin,Chang Lei,Hau Kit-tai.Mediated moderator and moderated mediator[J].Acta Psychologica Sinica,2006,38(3):448-452.
[2]Dutton J E,Duncan R B.The influence of the strategic planning process on strategic change[J].Strategic Management Journal,1987,8(2):103-116.
[3]陈晓红,王思颖,杨立.变革型领导行为对企业绩效的影响机制研究---基于我国中小企业领导人的问卷调查[J].科学学与科学技术管理,2012,33(11):160-171.Chen Xiaohong,Wang Siying,Yang Li.The impact mechanism of transformational leadership on firm performance:Based on a survey of SMEs’leaders[J].Science of Science and Management of S.&T.,2012,33(11):160-171.
[4]Burns J M.Leadership[M].New York:Harper&Row,1978:45-79.
[5]陈建勋.不同维度下高层变革型领导行为影响效果的实证研究[J].经济科学,2010(1):52-61.Chen Jianxun.An empirical study on the effect of leadership change in different dimensions[J].Economic Science,2010(1):52-61.
[6]Judge T A,Rf.P.Transformational and transactional leadership:A meta-analytic test of their relative validity[J].Journal of Applied Psychology,2004,89(5):755-768.
[7]Harris E O L C.Leadership style,organizational culture and performance:Empirical evidence from UK companies[J].International Journal of Human Resource Management,2000,11(4):766-788.
[8]王德才,赵曙明.CEO变革型领导行为、战略柔性与公司企业家精神关系---基于中小企业的实证研究[J].科学学与科学技术管理,2014,35(6):144-153.Wang Decai,Zhao Shuming.CEO transformational leadership,corporate entrepreneurship and strategic flexibility:An empirical study of SMEs[J].Science of Science and Management of S.&T.,2014,35(6):144-153.
[9]Menguc B,Auh S,Shih E.Transformational leadership and market orientation:Implications for the implementation of competitive strategies and business unit performance[J].Journal of Business Research,2007,60(4):314-321.
[10]García,Morales,Víctor J,Lloréns;Montes,Francisco Javier,Verdú;Jover,Antonio J.The effects of transformational leadership on organizational performance through knowledge and innovation[J].British Journal of Management,2008,19(4):299-319.
[11]Colbert A E,Kristof brown A L,Bradley B H,et al.CEOtransformational leadership:The role of goal importance congruence in top management teams[J].Academy of Management Journal,2008,51(1):81-96.
[12]Worren N,Moore K,Cardona P.Modularity,strategic flexibility and firm performance:A study of the home appliance industry[J].Strategic Management Journal,2002,23(12):1123-1140.
[13]罗瑾琏,门成昊,钟竞.动态环境下领导行为对团队创造力的影响研究[J].科学学与科学技术管理,2014,35(5):172-180.Lou Jinlian,Men Chenghao,Zhong Jing.The effect of leadership behavior and team creativity in dynamic environments[J].Science of Science and Management of S.&T.,2014,35(5):172-180.
[14]Bass,B.M..Leadership and performance:Beyond expectations[M].New York:Free Press,1985.
[15]Agle B N,A N J S J,Srinivasan D.Does CEO charisma matter?An empirical analysis of the relationships among organizational performance,environmental uncertainty,and top management team perceptions of CEO charisma[J].Academy of Management Journal,2006,49(1):161-174.
[16]王凤彬,陈建勋.动态环境下变革型领导行为对探索式技术创新和组织绩效的影响[J].南开管理评论,2011,14(1):04-16.Wang Fengbin,Chen Jianxun.The influence of transformational leadership on explorative innovation and organizational performance under dynamic environment[J].Nankai Business Review,2011,14(1):04-16.
[17]Shimizu K,Hitt M A.Strategic flexibility:Organizational preparedness to reverse ineffective strategic decisions[J].A-cademy of Management Executive,2004,18(4):44-59.
[18]Elenkov D S,Manev I M.Top management leadership and influence on innovation:The role of sociocultural context[J].Journal of Management,2005,31(3):381-402.
[19]Zhou K Z,Wu F.Technological capability,strategic flexibility,and product innovation[J].Strategic Management Journal,2010,31(5):547-561.
[20]卢艳秋,赵英鑫,崔月慧,王向阳.组织忘记与创新绩效:战略柔性的中介作用[J].科研管理,2014,35(3):58-65.Lu Yanqiu,Zhao Yingxin,Cui Yuehui,Wang Xiangyang.Organizational unlearning and innovative performance:The mediating role of strategic flexibility[J].Science Research Management,2014,35(3):58-65.
[21]Nadkarni S,Herrmann P.CEO personality,strategic flexibility,and firm performance:The case of the Indian business process outsourcing industry[J].Academy of Management Journal,2010,53(5):1050-1073.
[22]李桦.战略柔性与企业绩效:组织双元性的中介作用[J].科研管理,2012,33(9):87-94.Li Hua.The impact of strategy flexibility on firm performance by using organizational ambidexterity as a meditative variable[J].Science Research Management,2012,33(9):87-94.
[23]Azadegan A,Patel P C,Zangoueinezhad A,et al.The effect of environmental complexity and environmental dynamism on lean practices[J].Journal of Operations Management,2013,31(4):193-212.
[24]刘子安,陈建勋.魅力型领导行为对自主技术创新的影响---机制与情境因素研究[J].中国工业经济,2009(4):137-146.Liu Zian,Chen Jianxun.Charismatic leadership and self-innovation:Mechanism and contingency[J].China Industrial Economics,2009(4):137-146.
[25]Das T K,Elango B.Managing strategic flexibility:Key to effective performance[J].Journal of General Management,1995,20(3):60.
[26]Avolio B.J,Bass B.M,Jung D.I.Re-examining the components of transformational and transactional leadership using the multifactor leadership questionnaire[J].Journal of Occupational&Organizational Psychology,1999,72(12):441-462.
[27]Sanchez R.Preparing for an uncertain future:Managing organizations for strategic flexibility[J].International Studies of Management&Organization,1997,(2):71-94.
[28]Li Y,Liu Y,Duan Y,et al.Entrepreneurial orientation,strategic flexibilities and indigenous firm innovation in transitional China[J].International Journal of Technology Management,2008,41:223-246.
[29]Jansen,Bosch,Volberda H W.Exploratory innovation,exploitative innovation,and performance:Effects of organizational antecedents and environmental moderators[J].Erim Report,2006,52(11):1661-1674.
[30]Reuben M.Baron,David A.Kenny.The moderator-mediator variable distinction in social psychological research:Conceptual,strategic,and statistical considerations.[J].Journal of Personality&Social Psychology,1986,51(6):1173-1182.
[31]温忠麟,张雷,侯杰泰.有中介的调节变量和有调节的中介变量[J].心理学报,2006,38(3):448-452.Wen Zhonglin,Chang Lei,Hau Kit-tai.Mediated moderator and moderated mediator[J].Acta Psychologica Sinica,2006,38(3):448-452.