董事长—总经理的异质性、权力差距和融洽关系与组织绩效——来自上市公司的证据  

Chairman-CEO Heterogeneity, Power Differential, Rapport and Organizational Performance

作　　者：张建君[1] 张闫龙[1] 

机构地区：[1]北京大学光华管理学院

出　　处：《管理世界》2016年第1期110-120,188,共11页Journal of Management World

基　　金：国家自然科学基金项目"高管团队内的权力差距与公司绩效的关系及其作用机制研究"(71572003)和"企业社会责任与政治行为的关系及前因后果研究"(71172022)的成果

摘　　要：高层管理团队(TMT)的结构和过程与组织绩效之间的关系在文献中得到了大量的研究,但什么样的团队组合才能促进组织绩效并没有一致的结论。我们认为,高效的高管团队应该具备3个特点:异质性和由此带来的互补;适当的权力差距;融洽的工作关系。基于中国上市公司的数据,我们分析了董事长和总经理之间的异质性、权力差距和融洽关系与组织绩效之间的关系。结果表明,二者之间的异质性、权力差距和融洽关系都与组织绩效呈现正相关。我们的研究提供了一个关于高管团队结构和过程的综合模型,扩展和丰富了高阶梯队理论,对管理实践也有重要启示。The relationship between the structure and process of Top Management Team(TMT) and organizational performance has attracted extensive scholarly attention, but the question on what kind of structural configuration can improve performance remains unsolved. We argue that to keep TMT effective, three features are important: TMT heterogeneity,power differential, and rapport. Our empirical analysis based on China 's publicly listed companies provides consistent evidence supporting our arguments. The results show that Chairman-CEO demographic heterogeneity, power differential, and rapport reflected by tenure overlap are all positively associated with organizational performance. Our study thus provides a relatively comprehensive model of effective TMT structure and process, which extends and enriches upper echelons perspective. Our study also has practical implications.

关 键 词：高管团队 异质性 权力差距 融洽关系 组织绩效 

分 类 号：F272.91[经济管理—企业管理] F272.5[经济管理—国民经济]