企业战略变革路径选择:基于168个上市公司的经验证据  

The Choice of Path for Enterprise Strategic Change:Based on the Empirical Evidence of 168 Listed Companies

作　　者：甘家武[1] 王益 王晓明 GAN Jia-wu;WANG Yi;WANG Xiao-ming(International Business School,Yunnan University of Finance and Economics,Kunming,Yunnan 650211;Finance Office,Yunnan University of Finance and Economics,Kunming,Yunnan 650211)

机构地区：[1]云南财经大学国际工商学院,云南昆明650211 [2]云南财经大学财务处,云南昆明650211

出　　处：《商学研究》2022年第4期47-56,共10页Commercial Science Research

基　　金：国家自然科学基金项目(71863034);云南省哲学社会科学规划项目(YB2017015)。

摘　　要：本文以2019年沪深A股168个上市公司为案例,将内部情境和企业外部环境进行结合,运用模糊集定性比较分析法来挖掘企业高程度战略变革的路径。研究发现:(1)单个要素不会使企业产生高程度的战略变革,企业战略变革是多个前因条件共同作用的结果;(2)冗余资源和行业复杂性是导致企业战略变革的关键条件;(3)存在5条组态路径使得企业产生高程度的战略变革,分别是稳中求变型、高管助推型、长期视角型、高管主导型、资源丰富型。在实际中,企业为了更好地适应外部环境、增强自身核心竞争力,需根据实际情况选择适合自身的路径进行战略变革。This paper takes 168 listed companies in Shanghai and Shenzhen A shares in 2019 as a case,combines the internal situation with the external environment of the company,and uses the fuzzy set qualitative comparative analysis method to explore the path of enterprise strategic change.The study finds that:(1)A single factor will not cause a high degree of enterprise strategic change,and the enterprise strategic change is the result of the joint action of multiple antecedents.(2)Redundant resources and industry complexity are the keys to enterprise strategic change.(3)There are 5 configuration paths that enable enterprises to produce a high degree of strategic change,namely,seeking change while maintaining stability,executive-assisted,long-term perspective,executive-led,and resource-rich.In practice,in order to better adapt to the external environment and enhance their core competitiveness,enterprises need to chooseappropriate path for their own strategic change according to the actual situation.

关 键 词：企业战略变革 模糊集定性比较分析 组态路径 

分 类 号：F272.1[经济管理—企业管理] F279.23[经济管理—国民经济]