子公司角色对集团内部管控模式的影响研究  

Research on the Impact of Subsidiary Roles on Mode of Management Control in Group Company

作　　者：朱方伟[1] 杨筱恬[1] 蒋梦颖 王大刚[1] 

机构地区：[1]大连理工大学管理与经济学部

出　　处：《管理学报》2015年第10期1418-1428,共11页Chinese Journal of Management

基　　金：国家自然科学基金资助项目(71372085;71171033);辽宁省教育厅人文社会科学重点研究基地专项资助项目(ZJ2013010)

摘　　要：在企业集团经营多元化的趋势下,子公司竞争优势的逐渐凸显,使得集团内部差异化管控逐步成为学者们关注的重点。通过多案例研究方法,以同一集团内充当不同子公司角色的4家全资子公司为分析单元,基于权力配置的视角,探究子公司角色影响集团内部管控模式选择的机制。研究结果表明,子公司角色可以从战略重要性和内部规范性两个维度的特点共同表征,分为主力型、新兴型、贡献型、开拓型4种类型,对应适配于不同的管控模式;同时,这两个维度对集团内部管控模式的影响作用也不尽相同,战略重要性是促进集团对子公司集权管控的主要因素。With the trend of group company＇ s diversification, subsidiaries＇ competitive advanta- ges gradually stand out, which makes scholars pay more attention to the research on the internal dif- ferentiated control in group company. This study delves into the impact of subsidiary roles on mode of management control in group company by multi-case study method, through analyzing the unit of four different-role＇s of wholly-owned subsidiary attached to the same group company from the perspective of power allocation. The conclusion shows that subsidiary roles would be represented by strategic im- portance and internal normalization, and as results, subsidiary roles can be divided into four types in- cluding main subsidiary, emerging subsidiary, contributing subsidiary and exploiting subsidiary, which adapt to different modes of management control. Furthermore, the conclusion shows that stra- tegic importance and internal normalization have different impacts on the mode of management control in group company, and strategic importance drives group company to take centralized management and control on subsidiary.

关 键 词：管控模式 子公司角色 战略重要性 内部规范性 权力配置 

分 类 号：C93[经济管理—管理学]