企业战略变革为何步履艰难?——基于“认知-行为”视角的企业战略变革案例研究  

Strategic Change for Firms Effectuating Arduously?: A Case Study on Strategic Change for Firms Based on Perspective of 'Cognition-and-Behavior'

作　　者：万晓榆[1] 金振宇[1] 古志辉[2] 李薇[1] 

机构地区：[1]重庆邮电大学经济管理学院,重庆400065 [2]南开大学国际商学院,天津300071

出　　处：《科学学与科学技术管理》2011年第12期123-131,共9页Science of Science and Management of S.& T.

基　　金：国家自然科学基金项目"不完全市场中的投资者福利问题研究"(70802032);教育部人文社会科学项目"网络产业技术标准联盟治理机制与协同效应研究"(10YJC630125)

摘　　要：基于单一案例研究法,对某国企的战略变革过程进行了剖析。采用扎根理论分析方法和内容分析技术对深度访谈(个人访谈75人次,小组访谈34组次)获得的资料进行质性研究,结果表明:企业战略变革受到变革认知与变革行为(主要指团队协作和变革路径选择)2个层面共3个主要范畴(含9个子范畴)的影响,每个子范畴对战略变革的影响程度会因为员工职业角色和变革的地域环境不同而存在显著差异。Strategic change poses great significance to the subsistence and development of a firm. Based on a sin- gle case related the strategic change process of a state-owned large enterprise, this article revealed a qualitative re- search on the documents acquired from in-depth interviews （including 75 one-by-one interviews and 34 interviews in groups） utilizing the methods of grounded theory and content analysis. It demonstrates that staff＇s cognition and behavior （including 3 primary categories： cognition of changing, team cooperation and the path of changing） interfere the strategic change dominantly. The degree of the influence from the 9 sub-categories included in the 3 categories distinguishes by another two factors： different roles and various environments.

关 键 词：战略变革 认知理论 电信运营企业 

分 类 号：F272.2[经济管理—企业管理]