【作者】 刘燕；

【导师】 赵曙明；

【作者基本信息】 南京大学 ， 工商管理， 2011， 博士

【摘要】 全球化背景下跨国公司开展海外经营的目的,已经从对母国优势的利用过渡到对海外子公司竞争优势的获取,跨国公司不仅关注子公司的财务绩效,更加关注从分散的海外子公司获取独特竞争优势。在此背景下,海外子公司不再只是母公司战略计划的被动接受者和实施者,而是转变成为积极主动的参与者甚或发起者。在全球化进程日益加速的情境下,只有充分发挥子公司自身的资源优势和经营能力,以主动进取的战略姿态识别环境中存在的机会与威胁并做出及时响应,才能赢取竞争优势和绩效,并为跨国公司做出贡献。在华子公司处于中国转型经济背景下,市场的动荡变化和未来不确定性使之面临的竞争和经营风险加大,对在华子公司的战略适应性提出了更高的要求。因此,在华子公司如何以主动进取的战略导向响应我国经济转型提出的要求,适时进行战略方向的制定、调整或变革,是在华子公司面临的关键而紧迫的现实问题。竞争优势赢取的前提是有效的企业战略管理。战略包含企业想要达到的目标和企业如何达成目标两个方面。前者取决于企业的战略决策,后者取决于企业的战略实施,只有高质量的战略决策加上有效的战略实施才能获得好的绩效。高管团队作为决策主体决定企业的整体发展战略和经营绩效,因此,子公司高管团队的决策效力必然对子公司战略及竞争优势的获取和保持产生重要影响。由于海外子公司是半自治实体,它的运行一方面受到来自母公司全球整合的要求和影响,一方面作为独立运作的经济实体,需要及时地对来自东道国经营环境中不断出现的机会和威胁做出应对决策。双重的力量使子公司的战略决策同时受到母子公司关系和当地环境因素的影响,因此研究海外子公司高管团队的战略决策必须构建针对性的研究模型。基于以上思路,本文以在华子公司竞争优势的获取为基本研究问题,以竞争优势理论、决策和群体决策理论和子公司发展理论及其它延伸理论为基础,通过理论推导和调查问卷统计分析的研究方法,逐层深入地展开论述并循序渐进地解答了三个研究问题：一、构成在华子公司高管团队决策效力的变量有哪些?二、战略导向是否在高管团队决策效力与子公司竞争优势的关系中发挥中介机制作用?三、不同环境条件对高管团队决策效力与战略导向的关系产生怎样的影响?研究提出在华子公司高管团队决策效力取决于三方面的条件输入：一是决策资源,表现为所在国环境信息反映在决策过程中的程度并预测决策质量,以高管团队的管理连结为替代变量；二是决策过程,代表子公司高管团队的决策能力并预测决策质量,以决策全面性为替代变量；三是决策权力,作为来自母公司的条件输入预测决策的有效性,以子公司决策自主权为替代变量。通过实证检验,结果表明本研究所创建的子公司高管团队决策效力构念是合理、可行的,并通过战略导向影响在华子公司竞争优势,其中战略导向在管理连结与竞争优势的关系、决策自主权与竞争优势的关系中都起到部分中介作用,而在决策全面性与竞争优势的关系中则起到完全中介作用。通过数据检验还发现,环境动荡性对在华子公司决策效力的三个变量与战略导向的关系产生不同影响,其中对决策全面性与战略导向的关系起负向调节作用；对决策自主权与战略导向的关系起正向调节作用；而对管理连结与战略导向的关系没有调节作用。本研究具有以下方面的理论贡献。首先,构建了海外子公司高管团队战略决策效力模型,丰富了决策理论的内涵并拓展了应用范围；其次,将战略导向构念引入到海外子公司研究具有突破性,对子公司发展研究增添了新视角；第三,推进了高管团队的决策效力与企业竞争优势获取的路径机制研究；第四,深化了不同环境条件下对子公司决策效力与战略导向关系的理解；第五,丰富了海外子公司竞争优势理论在中国特定情境下的内涵。本研究具有以下实践意义。首先,通过结论说明在华子公司自身需要转变以往的被动角色,以积极主动的战略导向争取获得和保持专有竞争优势。在此过程中要充分利用高管团队构成上的异质性优势,在时间许可范围内尽可能以全面性的决策过程提高决策效力;同时,在华子公司高管团队应积极发展外部管理连结,以争取更多的决策信息资源和制度支持,提高战略决策效力。从跨国公司母公司角度看,应该转换观念,把跨国管理的重心放在研究如何协调和促进子公司的积极主动发展与支持跨国公司总体战略目标的实现相一致,而不是以集中化的组织控制剥夺在华子公司的自主权和发展愿望。为使竞争优势来源更加多元化,跨国公司应采取激励机制或措施,促进在华子公司形成积极主动的战略导向。更多还原

【Abstract】 In the context of globalization, the purpose of transnational corporations operating overseas have been focused on acquiring competitive advantages from subsidiaries rather than making use of competitive advantages of parent company. Multinational corporations are not only concerned about the subsidiary’s financial performance, but also getting unique competitive advantage from the scattered overseas subsidiaries. In this context, subsidiaries are no longer just passive implementers and recipients of the parent company’s strategic plan but transform into active participants or sponsors. In the accelerating process of globalization, only giving full play to resources advantages and operating capacity of subsidiaries as well as displaying proactive strategic postures to identify of environmental opportunities and threats and making a timely response can subsidiaries win competitive advantages and performance. Subsidiaries in China which are operating in the context of China’s transition economy, facing of market turbulence and uncertainty of future changes, should put forward higher strategy adaptability to deal with increased competition and business risk. Therefore, how to make a proactive response to the request of China’s economic transformation as well as how to adjust or change the strategic direction timely are the critical and urgent issues of the subsidiaries in China.The premise to obtain competitive advantages lies on effective strategic management. Strategy includes two issues:what the firm’s goals and how to achieve the goals. The former depends on the firm’s strategic decision-making as well as the latter depends on the implementation of firm’s strategy. Only high quality decision-making coupled with effective implementation can firms get better performance. Top management team as the decision-making body makes the overall development strategy and business performance of firms. Therefore, the decision-making effectiveness by top management team of Subsidiaries in China must have important influence on strategic and competitive advantage of subsidiaries. Because subsidiaries are semi-autonomous entity, it operates on the one hand by the request from the parent company’s global integration, on the other hand by the opportunities and threats from the host country business environment. The dual powers make subsidiary be influenced by the parent-subsidiary relationship and local environmental factors. So it should be established targeted research model to study top management team decision-making in subsidiaries.Based on above ideas, this paper is focus on the basic research question of competitive advantage of MNC subsidiaries in China. The study is based on the theory of competitive advantage, decision-making, subsidiary development and other extended theory. It drills down and gradually expands the discussion to answer the three research questions through theoretical analysis and statistical analysis of survey research methods:First, which are the variables being constituted to the effective decision-making of top management team in subsidiary in China? Second, whether the strategic orientation play the mediation role between the decision-making effectiveness and subsidiary’s competitive advantage? Third, what kind of impact do the different environmental conditions exert on the relationship between decision-making effectiveness and strategic orientation?This paper proposes that decision-making effectiveness of top management team in subsidiaries in China is constituted by three variables, namely one is the extent of environmental information being reflected in the decision-making process, using the construct of managerial ties to represent; the second is characteristics of subsidiary decision-making process, using the construct of decision-making comprehensiveness to represent; the third is the extent of power which is delivered by parent company to subsidiaries, using the construct of decision-making autonomy to represent. The empirical test results show that the top management team decision-making effectiveness influences the competitive advantage of subsidiaries in China through the role of strategic orientation, in particularly, strategic orientaion is fully mediated the relationship of decision-making comprehensiveness and competitive advantage; strategic orientation is partly mediated the relationship of managerial ties and competitive advantage; as well as strategic orientation is partly mediated the relationship of decision-making autonomy and competitive advantage. The empirical test also found that environmental turbulence effect on the relationship between decision-making effectiveness and strategic orientation in subsidiary in China, In particularly, environmental turbulence negatively moderate the relationship between decision-making comprehensiveness and strategic orientation, and positively moderate the relationship between decision-making autonomy and the strategic orientation. But it has no influence on the relationship between managerial ties and strategic orientation.This study has the theoretical significance as following:First, it builds a strategic decision-making effectiveness model of top management team of subsidiaries in China, so enriches the connotation of decision-making theory and expands its scope of application; Second, to introduce the strategic orientation construct into the study of overseas subsidiaries makes contribution to the subsidiary development theory; Third, it promotes the study of path mechanism with the relationship of decision-making effectiveness and competitive advantage; The fourth, it deepens the understanding of the relationship between decision-making effectiveness and strategic-orientation under different environmental conditions; The fifth, it riches theory meaning of competitive advantage of overseas subsidiaries in particular context of China.From a practical perspective, this research calls attention to that subsidiaries in China should change the passive role of past to be a proactive role in strategic orientation for gain the special competitive advantage. In this process, top management team need to take full advantage of the heterogeneous composition of the team member, as far as possible within the time permitting to improve decision-making effectiveness by a comprehensive decision-making process. In the meanwhile, top management team in subsidiary in China should develop managerial ties actively to obtain more decision-making information resources and institutional support to improve the strategic decision-making effectiveness. From the perspective of parent company, it should be converted ideas to focus on cross-border management of how to coordinate and promote subsidiary’s developement to support and consistent with the multinational overall strategic objectives rather than focus on controlling subsidiaries and preventing the aspirations of develop independently of subsidiaries. In order to get more diversified sources of competitive advantages, multinational corporations should take the incentive mechanisms or measures to promote a proactive strategic orientation of subsidiaries in China 。更多还原