跨文化视角下高管团队冲突对产品创新的影响——以中美为例  

The Impact of Top Management Team Conflict on New Product Development from a Perspective of Culture—Taking China and the United States as an Example

作　　者：胡高[1] 葛玉辉[1] 

机构地区：[1]上海理工大学管理学院,上海200093

出　　处：《科技管理研究》2015年第15期10-13,27,共5页Science and Technology Management Research

基　　金：国家社科基金项目"团队过程视角下的高层梯队特征对企业行为和绩效的影响研究"(11BGL014);国家软科学研究计划项目"复杂多变环境下科技型企业高管团队自反性行为对企业绩效的影响机制研究"(2013GXQ4D165);上海市教委科研创新重点项目"基于团队自反的TMT认知特征演化对企业绩效的影响研究"(14ZS117)

摘　　要：透过跨文化视角,探索中美两国高管团队(TMT)冲突对产品创新的影响。首先通过对冲突类型和产品创新阶段分解,发现认知冲突有利于产品创新萌芽阶段,但易转变为情感冲突,因此不利于实现阶段。基于此结论,再从霍夫斯泰德文化维度、文化思想和企业模式3个角度对比中美文化特点,发现中国文化抑制团队冲突,不利产品创新萌芽阶段,有利于产品创新实现阶段;美国文化鼓励团队冲突,有利于产品创新萌芽阶段,不利于产品创新实现阶段。This study explores how top management team （TMT） conflict impacts new product development from cultural perspective. First of all, through disassembling the form of conflict and the process of new product development, this study finds that cognitive conflict positively affects the initiation state of new product development, but negatively in the imple- mentation stage of new product development because it changes into emotional conflict easily. Based on this result, this study compared the different cultural characteristics, including Hofstede＇ s cultural dimensions, cultural thoughts and en- terprise model, between China and the United State, then finds that Chinese culture prevents TMT conflict, and has nega- tive effect on the initiation state of new product development but positive effect on the implementation stage. While Ameri- can culture promotes TMT conflict, and has positive effect on the initiation stage but negative effect on the implementation stage.

关 键 词：高管团队 冲突 产品创新 文化 

分 类 号：F272.92[经济管理—企业管理]