【作者】 李玉刚；

【导师】 白人朴；

【作者基本信息】 中国农业大学 ， 农业机械化工程， 2000， 博士

【摘要】 在世界经济一体化、科学技术飞速发展、市场竞争日益激烈的大趋势下，企业经营环境变得动荡不安，战略管理能力的高低及其行为表现成为企业能否生存并不断取得成功的关键。战略管理行为与人的思维特点、认知模式、文化传统、行为习惯和时代背景密切相关，本文对此进行了较为系统的研究，把研究重点放在战略制定、实施和更新过程中人和组织的行为方面，探讨并建立适合我国企业战略管理的有效组织活动过程。研究内容主要包括：企业家战略管理行为、战略制定行为、战略实施和控制行为、战略更新行为。 企业家是企业的灵魂和统帅，是企业战略管理的核心主体。企业战略管理方面存在的许多问题都与企业家的行为有关，企业家作用发挥的好坏直接决定企业的兴衰。企业家战略行为缺陷的原因，除了自身战略管理思想缺乏和能力不足外，更重要的是我国还存在着一些制约企业家正确发挥战略管理作用的制度、机制和社会文化因素。为了促进企业家战略管理行为的改善，需要提高企业家素质和深化改革双管齐下。首先要解决企业家战略管理激励不足的问题，这需要对企业产权制度、治理结构、激励机制和约束机制等进行科学设计，创造有利于企业家成长和发挥作用的环境。 战略制定是战略管理的第一步。为了制定出科学的战略，企业既要建立正式的战略计划系统，又要善于鼓励战略的自发产生，任何片面的做法都不利于有效的企业战略形成。战略计划部门的主要责任不是制定战略，而是为战略制定工作提供一个平台，更好地发挥战略决策者和其他人的作用。战略创新是企业提高竞争力的重要手段，为了解决企业普遍存在的战略缺乏创新问题，既需要提高对战略制定过程的科学认识，培养创造性思维能力，也需要实施创新激励，并采取支持冒险和宽容失败等措施，消除压抑创新的制度因素和国人的反创新性格对战略创新的制约。 企业战略得不到落实是一个较为普遍的现象。主要原因表现在三个方面：一是战略本身缺乏可行性；二是没有建立起与战略的要求相适应的激励机制和约束机制；三是不良文化的制约。战略实施中最关键的问题是如何实现激励相容，也就是实现战略目标和短期经营目标、组织目标和个人目标的一致。面对战略资源无形化的挑战，在前人的研究基础上，提出了一个包括顾客指标、内部经营指标、创新和学习指标、人力资源指标、财务指标的战略实施绩效衡量指标体系。由于企业自身的原因和社会大环境的影响和制约，目前出现了一种不利于企业战略实施的文化定势。国家应该尽快形成一个有利于企业长期发展的政治和经济环境，企业更应该从自身出发，通过管理制度和运行机制的健全和优化，消除不良文化的影响，促进战略支持型文化的早日形成。 企业的战略更新有渐进式更新和革命式更新两种形式。在新战略明确的情况下，战略更新方式的选择受新战略提供的净收益、旧战略提供的净收益、更新成本等影响，本文给出了判别公式。在快速变革的环境中，由于发展目标和战略方案一开始并不明确，其形成也是逐步的，所以从战略更新的过程来看，表现出一种渐进式特征。本文深入研究了战略转折点的选择问题，发现它受到物的因素和人的因素双重影响，分为四种情况，提出了相应的策略。 战略更新型学习和战略强化型学习都是提高企业竞争力所必需的，但战略更新型学习更有利于心智模式和战略行为的转变。为了迎接21世纪经营环境的新挑战，企业应该建立具有较强的战略更新型学习能力、适应当前动荡和快速变革的经营环境、能够及时提出新的目标、开发具有竞争力的战略、有效实施战略、确保企业生存和发展的组织——战略权变型组织。更多还原

【Abstract】 Based on Chinese cognitive modes, cultural traditions, and behavior customs, the strategic management behavior is systematically studied. The research is focused on the personal behavior and organizational behavior in strategic forl-nulation, impletnentati, and renewal, so as to seek and establish the effective organizational action processes suited to~china抯 strategic management. The research contains mainly four aspects, entrepreneur strategic management behavior, strategic formulating behavior, strategic implementing and controlling behavior, and strategic renewing behavior. An entrepreneur is the soul and captai~i of an enterprise, is the core part of the strategic management. Many problems existing in cprporate strategic management have something to do with the enterprise behavior. The shortcorliings of an enterprise strategic behavior attribute to the entrepreneur lack of strategic concept and ability, futther to the lack of environment that promotes the healthy growth of entrepreneurs. The existing system, mechanism, and social culture also restrict the function of an entrepreneur in strategic management. To solve these problems in the strategic management, we have to solve the problem of motivation shortage for an entrepreneur to cany out strategic manager~ient that needs scientific designing the property right system, governing structure, motivating and ontrolling mechanism of the enterprises. Strategic formulation is the first step of strategic management. For forming a scientific strategy, an enterprise should build not only a formal strategic planning system, but also a mechanism for encouraging an emergent strategy. Putting stress on any one aspect is harmful to the formation of corporate strategy. The main responsibility of a strategic planning department is to offer an arena where the strategic decision-makers and other people can give play to the strategic formation, but not to formulate strategy directly. In turbulnt environment, strategic innovation is the essential condition of the strategic success. In order t solve the problems that strategies lack innovation, it is necessary to understand the process of an effective strategic formation, to take the measures to motivate innovation, to encourage risk-taking and tolerate failure, to remove the institutional and cultural factors that inhabit the innovation. It is a common phenomenon that many strategies can be presently carried out in China. Out of various reasons, the key three ones are tba the strategy itself isn feasible, the motivating and controlling mechanize for the strategy has nt been built up, the bed culture isn supportive to the strategy. Undev the consideration of the formlessness of strategic - resources, author designed a measure index system for strategic performapce, including customer index, internal business index, innovation and learning index, human resource index, financial index. Because of the influence of social environment and enterprise itself, there is a culture that goes against strategic implementation in China. To eliminate the effect of the bad culture on the formation of a strategy- supporting culture, the government should improve political and economic environment, and the enterprise should optimize its management stem and operating mechanism. Strategic renewal has two models, gradual! and revolutionary. When the new strategy is explicit, the selection of renewal model is based on net income from the new strategy, net income from the existing strategy and renewal cost. Author has given a set of formulas for the model selection. In the fast changing environment, the new objective and strategy更多还原