【作者】 王磊；

【导师】 毕新华；

【作者基本信息】 吉林大学 ， 管理科学与工程， 2015， 博士

【摘要】 随着互联网的日益普及与成熟，下一代互联网、Web2.0、移动计算、云计算、物联网等新兴信息技术的不断涌现与应用，越来越多的组织与个体参与到数字化的价值创造过程之中。人类社会步入到了一个充斥着数据、信息、新兴信息技术的新世纪，当今既没有传统产业，也没有夕阳行业，有的是生生不息的创新与对旧模式的颠覆。败局日日发生，奇迹时时出现，领导者的每一个决策都会引领企业走向成功或是失败。一方面，全新的时代背景下，新兴信息技术对传统领导力的冲击日益增强。另一方面，伴随着信息技术与业务关系的不断变化，信息技术的战略价值也在不断地提升。此外，通过应用信息技术为企业保持原有的竞争优势、获取新的竞争优势的现象越来越普遍。实际上，越来越多的企业领导者们不得不面对当前不断涌现出的各类新兴信息技术对组织运营、管理模式、业务方式等带来的转变与挑战，同时，这个全新的时代背景要求企业通过创新以保持原有的竞争优势、或获取新的竞争优势。全新的时代背景为企业领导力提出了一个全新的战略维度，或者说对企业领导力提出了新内涵；IT战略价值的不断提升为企业领导力提出了一个基于信息化的观测视角，或者说对企业领导力提出了新挑战；竞争优势的重要性为企业领导力提供了一个引领企业有效经营的目标，或者说对企业领导力提出了新要求。这种新内涵、新挑战、新要求强调了领导者的战略思考以及对信息化的战略驾驭能力，本文将这种对企业信息化的领导能力，简称为“信息化领导力”。本文梳理了所有与信息化领导力相关的文献，精选出231篇关于信息化领导力的研究文献，并将其按照研究主题的不同进行了详细论述。通过探讨企业信息化建设过程中领导者们应该发挥的作用，基于过程视角、主体视角对信息化领导力的概念内涵进行了剖析，指出信息化领导力是领导企业正确地部署、配置、融合现代信息技术，引领企业更好地应对信息化挑战的能力，具体表现在企业的领导者们通过面对、认知、学习、采纳信息技术，决策、组织、协调、推进、保障企业的信息化活动，从而使企业中的个体、群体、甚至是组织本身在思维方式、工作行为、工作绩效等方面产生积极的变化，其最终目标是帮助企业获取竞争优势。同时，提出了信息化领导力的五个维度——信息素养与信息化意识、信息化战略决策能力、信息化组织协调能力、信息化推进控制能力、信息化资源保障能力，并给出了信息化领导力的测度量表，并对量表进行了验证。基于信息化领导力形成的前因分析、内因分析、过程分析，提出了信息化领导力的形成机理模型，即信息化领导力是在领导者进行企业信息化建设过程中“干中学”，具体通过理论学习与实践学习的方法，完成了知识获取、知识传递、知识转换、知识积累和知识创新而形成的。领导者之所以会有信息化行为，是因为领导者大脑中存在着信息化的动机，动机通过影响行为意向决定了领导者的行为。而领导者会有信息化动机是受到内在条件的需求驱动和外在条件的诱因作用，这里的内在条件的需求驱动是隐性知识的作用，外在条件的诱因是IT资源。同时，领导者的隐性知识也会通过影响领导者的意识而让领导者产生信息化的动机。隐性知识和IT资源作为关键前因，在信息化领导力的形成过程中起到了十分巨大的作用。通过实证研究，设计了调查问卷，并收集有效问卷181份，对信息化领导力的形成机理模型进行了论证。基于信息化领导力对竞争优势的直接作用分析与间接作用分析，本文对信息化领导力对竞争优势的作用机理进行了论证。通过引入IT支持企业核心能力作为中介变量、环境动态性作为调节变量，提出了信息化领导力对竞争优势的作用机理模型，并通过实证研究，设计了调查问卷，并收集有效问卷353份，对作用机理模型进行了论证。结果表明信息化领导力与竞争优势之间存在正向相关关系，IT支持企业核心能力在其中起到重要的中介作用；同时，环境动态性具有显著的调节作用——在动态环境下，信息化领导力直接影响IT支持企业核心能力，进而间接地影响企业竞争优势；而在静态环境下，信息化领导力可以直接影响企业竞争优势。在稳定的经营环境下，信息化领导力增强企业竞争优势的路径有两条，即信息化领导力→企业竞争优势、信息化领导力→IT支持企业核心能力→竞争优势。探索其背后的实现机制，本研究认为，当市场环境竞争不激烈时，强化企业核心能力的急迫性并不突出，IT与企业中的各项管理活动相结合，往往就能保持或增强企业竞争优势，因此领导者们在企业里做出IT采纳、信息化等IT相关的决策行为能直接给企业带来竞争优势。在动态的经营环境下，信息化领导力不直接对企业竞争优势产生影响，而是通过IT支持企业核心能力这一中介变量对企业竞争优势产生影响，即在动态环境下，信息化领导力增强企业竞争优势的路径为信息化领导力→IT支持企业核心能力→竞争优势。探索其背后的实现机制，本研究认为，当市场环境竞争激烈时，企业间都在比拼各种资源与能力，因此只有集中力量，强化企业核心能力，并通过IT支持企业核心能力才能致胜。各个企业的领导者们必须在战略层面上寻找获取企业竞争优势的突破口，当IT被选为这种突破口时，其必须能够支持企业核心能力才能给企业带来竞争优势。全文在信息化领导力的形成机理和信息化领导力对企业竞争优势的作用机理的基础之上，分别提出了如何提升领导者自身的信息化领导力的建议、如何更好地提升企业竞争优势的建议。从提升领导者自身信息化领导力的角度来看，领导者只有关注“内修”——隐性知识，同时努力“在干中学”——重视学习的重要性，才能够提升其信息化领导力。一方面，领导者应该充分提升个人和组织的隐性知识；另一方面，领导者不仅仅需要参与企业信息化建设过程，更重要的是领导者必须保持一颗学习的心，在信息化建设过程中“干中学”。实际上，只有通过理论与实践的学习，才能真正地将领导者的知识、经验转化为信息化领导力。从发挥信息化领导力在企业中的作用来看，领导者只有懂得在不同的经营环境下对IT应用的侧重点不同，并适时将IT应用在企业核心业务上，配合业务流程再造的方法，才能展现其强有力的信息化领导力对企业的作用，才能最终引领企业获得盈利并走向成功。更多还原

【Abstract】 With the increasing popularity and maturity of the Internet, the Next Generation Internet,Web2.0, Mobile Computing, Cloud Computing, Networking and other advanced informationtechnologies are emerging, more and more organizations and individuals involve in thedigitization of the value creation process. Human society enters into a filled with data,information, advanced information technology in the new century. There are no traditionalindustries or sunset industry today, but there are endless innovation and subversion of the oldmodel. The failure happens from day to day, while the miracle occurs from time to time.Each leader’s decision will lead the business success or failure.On the one hand, under the new background, advanced information technologies impact ontraditional leadership and it is still growing. On the other hand, along with the ever-changingIT and business relations, the strategic value of information technology is constantlyupgrading. In addition, through the application of information technology to maintain theircompetitive advantages of enterprises and to obtain new competitive advantages areincreasingly common phenomenon. In fact, a growing number of business leaders have toface the current challenges which continue to change with the emergence of advancedinformation technologies brought on organizational operations, management, and businessmode and so on. At the same time, this new background requires Leadership throughinnovation to maintain their competitive advantage, or to obtain new competitive advantages.The new corporate leadership background has put forward a new strategic dimension, or hasput forward a new connotation for corporate leadership; IT strategic value and improvecorporate leadership has present a perspective based on the information of the observation,or has raised new challenges for corporate leadership; the importance of a competitiveadvantage for enterprises has provided leadership to guide the organization a valid businessobjectives, or has put forward new requirements for corporate leadership.This new content, the new challenge, and new requirement emphasize the strategic thinkingof information technology and the ability to control the informatization activities ofenterprises, and this paper names it as "Informatization Leadership."This paper reviews all the literature related to informatization leadership, selected out of231papers on informatization leadership, and according to different research themes werediscussed in detail. By exploring the role of business leaders in informatization activitiesshould be played in the process, informatization leadership was analyzed based on theprocess perspective and the subjective perspective. And the concept of informatizationleadership is the ability to lead the organization to correctly deploy, configure, blendinformation technology, so that showing better responds to the challenges of informatization, specifically in the business leaders through face, cognition, learning, adoption of informationtechnology, to make decisions, organize, coordinate, promote, protect corporateinformatization activities, so that individual, group, or even the organization itself has apositive change in the way of thinking, work behavior, job performance, with the ultimategoal is to help companies gain competitive advantages. Meanwhile, the proposedinformatization leadership in five dimensions–Informatization Awareness and InformationLiteracy, Informatization Strategic Decision Ability, Informatization OrganizationalCoordination Ability, Informatization Propulsion Control Ability, and InformatizationResources Guarantee Ability. Then the measurement of informatization leadership was givenand verified.Based on antecedent analysis, internal analysis and process analysis, the formationmechanism model of informatization leadership was proposed, namely informatizationleadership is formatted during the construction process of informatization which can alsocalled “Learning by Doing”, specifically through theoretical study and practical learningmethods, completing the knowledge acquisition, knowledge transfer, knowledge transform,knowledge accumulation and knowledge innovation. The reason why a leader has thebehavior of Informatization is that the leader’s brain has a message of motivation, whichdetermines the leader’s behavior by influencing behavior intention. And the leader has themotivation of informatization is subject to the demand-driven of internal conditions and tothe incentive effect of external conditions. The demand-driven of internal conditions here istacit knowledge, while the incentive effect of external conditions here is IT resources.Meanwhile, tacit knowledge can influence the leader by awareness and let the leaders of themotivation to produce informatization. In this way, tacit knowledge and IT resources as keyantecedents in the formation process of informatization leadership have played a very greatrole. Through empirical research, designed a questionnaire and collected181validquestionnaires, the formation mechanism model of informatization leadership wasdemonstrated. It was found that Informatization Awareness and Information Literacy ismainly formed by the experience, Informatization Strategic Decision Ability is mainlyformed by IT relationship resouces, Informatization Organizational Coordination Ability ismainly formed by IT human resources, Informatization Propulsion Control Ability is mainlyformed by organizational culture, and Informatization Resources Guarantee Ability is mainlyformed by IT technical resources, professional background also plays a role on the formationof informatization leadership.Based on informatization leadership directly effecting on competitive advantages analysisand indirectly effecting on competitive advantages analysis, the effecting mechanism wasdemonstrated. By introducing IT to support their core capabilities as a mediating variable,dynamic environment as the moderator, the mechanism model of informatization leadershipeffecting on competitive advantages was presented. Through empirical research, designed aquestionnaire and collected353valid questionnaires, the mechanism model of informatization leadership effecting on competitive advantages was demonstrated. Theresults show that there is a positive correlation between informatization leadership andcompetitive advantages, IT support of core competence in which plays an importantintermediary role; at the same time, environmental dynamism has significant regulatory role.In a dynamic environment, informatization leadership directly impacts on IT support of corecompetence, and thus indirectly affects the competitive advantage; in a static environment,informatization leadership can directly affect the competitive advantage.In a stable business environment, there are two paths of informatization leadership toenhance the competitive advantages, namely a) informatization leadership affectscompetitive advantages directly, b) informatization leadership affects competitive advantagesthrough IT support of core competence. Exploring implementation mechanisms behind this,this study suggests that, when the market has less competitive, strengthening the corecompetence of urgency is not prominent, IT and management activities in the combinedenterprise, are often able to maintain or enhance their competitiveness advantage, so leaderscan make decisions related to the behavior of IT adoption, and other information in theenterprise can bring a competitive advantage to companies directly.In a dynamic business environment, informatization leadership does not have a direct impacton competitive advantage, but the mediating variable has an impact on competitiveadvantage through IT support enterprise core competencies, namely in a dynamicenvironment, informatization leadership enhancing competitive advantage has only one path,namely informatization leadership affects competitive advantages through IT support of corecompetence. Explore implementation mechanisms behind this, this study suggests that, whenthe market environment is full of competition, competition among enterprises are mainly onthe resources and capabilities, so only focusing and strengthening their core capabilities andability to support their core IT talent to win. Business leaders must find a breakthrough toobtain competitive advantages on a strategic level, and when IT is selected as thisbreakthrough, it must be able to support the core competence in order to give companies acompetitive advantage.In addition, after the validation of informatization leadership’s formation mechanism andinformatization leadership effecting on competitive advantages’ mechanism, two proposalswere presented–how to enhance the leaders’ informatization leadership and how to useinformatization leadership to help the enterprise to obtain competitive advantages.From the perspective of Leaders enhancing their own informatization leadership, the leaderis only concerned about the "Inner Improvement"-tacit knowledge, while trying to"Learning by Doing"-emphasizing on the importance of learning, so that leaders canenhance their informatization leadership. On the one hand, leaders should fully enhanceindividual and organizational tacit knowledge; on the other hand, leaders not only need toparticipate in the enterprise informatization construction process, more importantly, leaders must learn to keep a heart to learn, which means keeping learning in informatization process.In fact, only through the theoretical learing and practical learning, a leader can truly changeknowledge, and experience into informatization leadership.From the perspective of using informatization leadership to help the enterprise to obtaincompetitive advantages, the leaders should realize how to apply IT in different environments,and focus IT applications on the core business with the BPR method. On in this way, leaderscan show their strong informtazaiton leadership and effect on competitive advantages inorder to ultimately lead the business profitable and success.更多还原