【作者】 魏文忠；

【导师】 陈志军；

【作者基本信息】 山东大学 ， 企业管理， 2014， 博士

【摘要】 企业集团作为一种特殊的经济组织形式在各个国家普遍存在,并在其经济发展中发挥了重要作用。成员企业间的协同是企业集团持续性竞争优势的重要来源。集团内部子公司之间通过协同,对资源进行共享,可以充分发挥内部资源潜力,更有效地利用已有资源,形成优势互补,从而实现集团整体价值的最大化。集团子公司之间的协同点主要存在于营销与研发等价值链环节,子公司间通过这些环节的协同能够获得更大的协同价值。子公司之间的营销协同可以有效降低营销成本,更好地满足客户需求。研究集团内子公司间的营销协同具有重要的理论和现实意义。本研究将集团内子公司间的营销协同分为营销资产协同和营销知识协同,从社会资本的视角探讨了如何提高子公司间的营销资产协同和营销知识协同。企业集团是一种典型的企业间网络,子公司之间既存在经济关系也存在各种社会关系。在企业集团内部网络中,子公司间频繁、密切的联结互动形成了丰富的集团内部社会资本。从社会资本的视角分析,构建了一个子公司营销协同模型,提出子公司的营销协同就是借助社会资本识别营销协同点、共享及整合利用营销资源的活动过程。研究共包括三个方面的内容,一是子公司社会资本对营销协同的影响。主要探讨结构社会资本、关系社会资本及认知社会资本三个维度因素对营销资产协同和营销知识协同的促进作用。二是营销协同与营销绩效的关系,主要探讨营销资产协同和营销知识协同对子公司营销绩效的影响。三是子公司自主权对社会资本与营销协同关系的调节机制。主要探讨不同子公司自主权条件下,社会资本对营销协同的影响是否存在差异以及有何差异。为实现预期研究目标,研究过程中根据需要采用了文献研究、访谈研究和调查研究等方法。首先对企业社会资本、营销资源和营销协同相关文献进行了系统梳理,确定了本文的研究方向,并为实证研究奠定了理论基础。结合文献回顾和实地访谈,本文提出相关研究假设并构建了概念模型。为了检验研究假设和概念模型,选取成立3年及以上的集团子公司为样本,进行了问卷调查。对回收的有效问卷数据,利用SPSS18.0统计软件进行了描述性统计分析、相关性分析和回归分析。研究获得以下几点结论：第一,集团子公司之间频繁的互动形成了丰富的集团内部社会资本,集团内子公司的社会资本也可以从结构、关系和认知三个维度衡量。子公司与集团内部网络中其它节点子公司间联结越多、互动越频繁,则结构社会资本越丰富。子公司对其它公司的信任程度和承诺水平越高,则关系社会资本就越丰富。子公司间对集团共同的愿景目标、文化价值观理解越趋一致,则认知社会资本就越多。我国集团子公司间的密切联系形成了较高水平的社会资本,而三个维度中关系社会资本和认知社会资本的水平又相对较高。第二,子公司的集团内部社会资本对子公司间的横向营销协同具有积极的促进作用。子公司在集团网络中的社会资本是通过彼此间长期的互动形成的,而这种社会资本一旦形成则能够有效地促进子公司间的营销协同。结构社会资本越丰富,子公司识别营销协同点的机会及从集团内部网络中获取营销资源的通道就越多。关系社会资本越丰富,子公司之间越有信心进行协同合作、资源共享。而认知社会资本越丰富,则越能够激励子公司间的营销协同合作,并越有利于营销资源的整合利用。在三个维度中,结构社会资本对营销协同的促进作用最大,关系社会资本的作用次之,而认知社会资本的作用最小。而相对于营销资产协同,子公司三个维度的社会资本对营销知识协同的促进作用都较强。第三,营销协同能显著地提升子公司营销绩效水平。营销资产协同能够使营销资产资源得到更充分的利用,从而获得较高的规模经济效应；由于营销知识具有使用的非磨损性、非排他性和增值性,营销知识协同能带来较大的范围经济效应。营销资产协同和营销知识协同在提升营销绩效水平方面也呈现出一定的差异,其中营销资产协同对子公司营销绩效的提升作用相对更大。这一研究结论可以对子公司绩效差异作出一种新的解释。子公司在集团内部网络中的联结互动会形成不同水平的社会资本,社会资本较丰富的子公司能够实现更高水平的协同,从而获得相对较高的协同利益,显示出更高的绩效水平。第四,子公司自主权对社会资本与营销协同之间的关系具有积极的正向调节作用。母公司对子公司进行适当的授权是一种重要的激励机制,可以促使子公司积极寻求与集团网络中其它子公司的协同合作。子公司的自主权与社会资本的匹配能更有效地促进营销协同水平的提升。在拥有较高水平的营销决策权时,子公司的结构社会资本和关系社会资本越丰富就越有利于促进营销资产协同的实现,子公司的结构社会资本越多也越有利于营销知识协同的实现。在自主权比较低时,过高的关系社会资本则可能导致子公司“过度嵌入”局部网络而降低营销资产协同的水平。本文的创新主要体现在以下三个方面：第一,突破了传统的从公司内外部环境因素角度研究营销协同的局限,从子公司间互动关系视角探究了集团子公司营销协同的影响因素,构建了子公司社会资本、营销协同与营销绩效关系模型并进行了实证检验。第二,探究了子公司社会资本对营销协同影响的作用条件,揭示了子公司自主权对二者关系的调节机制,发现子公司自主权能够强化集团内部社会资本与子公司间横向营销协同的关系。第三,构建了企业集团子公司营销协同评价指标体系,并进行了实证检验。该评价指标体系包括集团子公司营销协同量表和营销绩效量表两个部分。营销协同量表将子公司营销协同分为营销资产协同和营销知识协同两个维度,各通过6个指标衡量子公司间对通用性营销资产和互补性营销知识的共享水平；营销绩效量表从市场和客户两个方面通过6个指标衡量子公司的主观感知绩效水平。经实证数据检验,量表具有较高的信度和效度,可以有效地衡量集团子公司的营销协同水平和营销绩效水平,为今后的集团营销协同实证研究和营销管理实践提供了基础工具。更多还原

【Abstract】 As a special form of economic organization, business group prevails all over the world, and plays a significant role in the economy development. Synergy is an important source of sustained competitiveness for business group. Subsidiary synergy within the group would ensure the potential and the utilization of internal resources, and the formation of complementary advantages, so as to realize the maximization of the overall value of the group. Subsidiary synergy exists mainly on the points of marketing and R&D in the value chain. Through synergy in these links, subsidiary would obtain greater value. For the subsidiaries, marketing synergy can effectively reduce marketing costs and meet customers’needs much better. Thus, it is of both theoretically and practically significance to study subsidiary marketing synergy.In this study, subsidiary marketing synergy in a business group is divided into marketing asset synergy and marketing knowledge synergy. This paper focuses on how to improve the marketing asset synergy and marketing knowledge synergy among subsidiaries from the perspective of social capital. Business group is a typical interorganizational network. There are economic relations and all kinds of social relations among its subsidiaries. In the internal network of a business group, the frequent interactions and close comiections among subsidiaries have generated abundant internal social capital. From the perspective of social capital, a subsidiary marketing synergy model is developed, which reveals that subsidiary marketing synergy is the process of identifying the marketing synergy links with the help of social capital, and sharing and utilizing the marketing resources.The paper is constituted of three parts. First, the impact of subsidiary social capital on marketing synergy. This part mainly discusses the promotion of marketing assets synergies and marketing knowledge synergies, which is basically from structural social capital, relational social capital and cognitive social capital. Second, the relationship between marketing synergy and marketing performance. This part mainly explores the impact of marketing assets synergies and marketing knowledge synergies on subsidiary marketing performance. Third, the moderating effect of subsidiary autonomy on the relationship between social capital and marketing synergy. This part investigates that, with different levels of subsidiary autonomy, whether there would be different impacts from social capital on marketing synergy. If there are any, what are the differences?In order to achieve the anticipated objectives, this study combined three different research methods, which are literature research, interview research and survey research. Firstly, the author systematically combed through the related literature on corporate social capital, marketing resources and marketing synergy, thus determined the research directions and laid the theoretical foundation for the empirical study. On the basis of literature review and the interview, the paper put forward the research hypotheses and developed a conceptual model. To test the research hypothesis and the conceptual model, a survey was conducted with a sample of business group subsidiaries established for3years or over3years. On the basis of176valid questionnaires, descriptive statistical analysis, correlation analysis and regression analysis were conducted using the statistical software of SPSS18.0. This research resulted in the following three conclusions:First, the frequent interactions among the subsidiaries of a business group would bring into abundant internal social capital. The subsidiary social capital can be measured by the three dimensions of structural social capital, relational social capital and cognitive social capital. The more connections and more frequent interactions among subsidiaries within the group network, the more abundant the structural social capital would be. The subsidiaries, with higher level of trust and commitment, would occupy more relational social capital. The subsidiaries, sharing more vision and cultural values with the group, would possess more cognitive social capital. With close interaction in our country, the Chinese group subsidiaries have formed high level of social capital. Among the three dimensions, the relational social capital and the cognitive social capital level are relatively higher.Second, the group internal social capital of a subsidiary has a positive effect on subsidiary marketing synergy. The subsidiary social capital within the group network is formed by the long-term interaction. And once the social capital is formed, it could effectively promote the marketing synergy. With more structural social capital, a subsidiary could obtain more opportunities of identifying marketing synergy links and more channels of acquiring marketing resources from the group internal network. With more relational social capital, subsidiaries would have more confidence in cooperation and resources sharing. With more cognitive social capital, subsidiaries would be stimulated for marketing synergy, which is beneficial for the utilization of marketing resources. In the three dimensions, the structural social capital has the largest effect on marketing synergy. The effect of relational social capital is the secondary, the cognitive social capital’s is the least. Compared with the marketing assets synergy, the subsidiary three dimensions of the social capital have stronger impact on the marketing knowledge synergy.Third, marketing synergy can significantly enhance the subsidiary marketing performance. Marketing asset synergy could guarantee enough utilization of marketing capital resources, thereby achieving a higher scale economy effect. Due to its non-wear, non-exclusive and incremental nature, and marketing knowledge synergy could bring a scope economy effect. Marketing asset synergy and marketing knowledge synergy also shows some differences in improving the marketing performance level. And the former has a more significant effect. The finding could offer a new explanation for the differences in subsidiary performance. With the interactions among the group internal network, subsidiaries would form different levels of social capital. The subsidiary with much more social capital could achieve a higher level of marketing synergy, thus obtain more synergy benefits, which in turn leads to a higher level of performance.Fourth, subsidiary autonomy has a positive moderating effect on the relationship between social capital and marketing synergy. Proper authorization from parent company is an important incentive mechanism, which can promote subsidiaries actively to seek for cooperation with other subsidiaries in the business group network. The fit of subsidiary autonomy and social capital is able to more effectively promote the marketing synergy. With higher levels of marketing autonomy, more abundant structural and relational social capital, more likely the realization of marketing asset synergy; and the structural social capital could also effectively promote the realization of marketing knowledge synergy. With less marketing autonomy, too much relational social capital would cause the subsidiary "overembedded" in local network and reduce the marketing asset synergy.This dissertation makes three contributions. First, it breaks through the traditional limitations of studying marketing synergy from internal and external environmental factors, illustrates the mechanism of subsidiary marketing synergy from the perspective of subsidiary interaction, develops a model about relationship of subsidiary social capital, marketing synergy and marketing performance, and takes the empirical test. Second, it explores the impact of subsidiary social capital on marketing synergy, which reveals the moderating mechanism of subsidiary autonomy on the relationship of the above two, and discovers that subsidiary autonomy could enhance the relationship between the internal social capital and marketing synergy. Third, it develops a subsidiary marketing synergy evaluation index system, and carries on empirical examination. The evaluation index system is composed of the subsidiary marketing synergy scale and the marketing performance scale. For the marketing synergy scale, subsidiary marketing synergy is divided into marketing asset synergy and marketing knowledge synergy. Each, with six items, measures the sharing level of general marketing assets and complementary marketing knowledge among the subsidiaries. For the marketing performance scale, subjective perceived performance level of subsidiaries is measured with six items about market performance and customer performance. Through the empirical test, the scale certifies high level of reliability and validity, which can effectively measure subsidiary marketing synergy and marketing performance, provides a tool for the empirical research on marketing synergy and marketing management practice in the future.更多还原