CEO更替对国有企业克服结构束缚实现战略更新的影响——基于一汽集团的纵向单案例研究  

The Impact of CEO Turnover on State-Owned Enterprises to Overcome Structural Constraints and Achieve Strategic Renewal——Vertical Single Case Based on FAW Group

作　　者：葛宝山[1] 赵丽仪 GE Baoshan;ZHAO Liyi(Jilin University,Changchun,China)

机构地区：[1]吉林大学商学与管理学院

出　　处：《管理学报》2022年第10期1430-1441,共12页Chinese Journal of Management

基　　金：国家自然科学基金资助重大项目(72091313,72091315);国家自然科学基金资助项目(71972083)。

摘　　要：结合社会认知理论和“战略-结构-绩效”范式,选取一汽集团进行典型案例研究。基于“CEO更替—战略更新—结构调整”三阶段动态平衡视角,探索国有企业战略形成微观机理,同时揭示内外部环境影响下企业战略指导组织结构调整的具体过程。研究发现:在外部情境与企业内部因素促使下,国家或董事会通过遴选机制选出新任CEO,即国有企业发生CEO更替;新任CEO与高层管理团队(TMT)达成战略共识,实现个体层面认知到组织层面企业战略形成的跨越;在新战略指导下,国有企业发生“高度集权—高度分权—相对集权”的组织治理结构变革。This study conducts a typical case study on FAW Group by combining the social cognitive theory and the paradigm of “strategy-structure-performance”. This study explores the micro mechanism of strategy formation of state-owned enterprise from the perspective of three-stage dynamic balance of “CEO replacement-strategy renewal-structure adjustment”,and reveals the specific process mechanism of enterprise strategy guiding organizational structure adjustment under the influence of internal and external environment. The results show that under the promotion of external and internal factors, the state or the board of directors elect new CEOs through the selection mechanism, and CEO replacement occurs in state-owned enterprises;the new CEO and TMT reached a strategic consensus, realizing the leap from individual level cognition to organizational level enterprise strategy;under the guidance of the new strategy, the organizational governance structure of state-owned enterprises has undergone a process of “high centralization-high decentralization-relative centralization”.

关 键 词：国有企业 创新驱动创业 战略更新 治理结构变革 单案例研究 

分 类 号：C93[经济管理—管理学]