高管团队社会网络、运作过程与绩效间关系研究
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摘要
20世纪80年代以来,基于经营环境的复杂性和动态性特征,企业战略领导研究重点开始由CEO或单个的领导者转向高层管理团队。西方学者对高层管理团队的组成、结构、行为过程及它们对组织绩效的影响展开了富有成效的探索,并形成了丰富的研究成果。由于制度特征和文化背景的差异,西方高管团队理论是否适用于中国企业,以及探索中国本土高层管理团队理论正成为我国学者关注的重要领域。因此基于中国企业情境,研究我国高层管理团队理论具有一定的理论价值和现实意义。
本文以中国一拖集团有限公司为研究对象,以社会网络理论为分析视角,综合规范研究和实证研究方法,揭示高层管理团队的社会网络特征、团队运作过程与组织绩效之间的作用机理。主要研究高层管理团队的社会网络特征与团队运作过程的关系；社会网络特征与团队绩效和组织绩效关系；团队运作过程与团队绩效和组织绩效的关系等。本文的主要研究结论为：社会网络的群体中心性对团队信任、团队绩效和组织绩效均具有正向影响作用,且群体中心性能够抑制团队情绪冲突,但不会降低团队认知冲突；团队信任中的工作导向信任和关系导向信任对团队绩效和组织绩效均有显著正向影响作用,且团队工作导向信任能够抑制团队认知冲突,关系导向信任能够抑制团队情绪冲突；团队冲突中的认知冲突和情绪冲突对组织绩效有负向影响,情绪冲突对团队绩效有负向作用,但认知冲突对团队绩效的正向作用不显著；团队绩效与组织绩效正相关。
本文的创新：(1)基于社会网络分析角度研究高层管理团队理论是一个尝试,论文构建的TMT社会网络特征、团队运作过程与绩效之间作用机理的理论模型具有一定创新性,有利于丰富高管团队领域的相关理论研究；(2)研究认为就中国企业特别是国有大中型企业的高层管理团队而言,团队成员并非处在一个平等的地位上,主要领导人对团队的特征、运作过程、组织绩效等方面有着举足轻重的作用,实践中应该慎重选拔高管团队领导人,在理论研究时也应该区分领导人与其它高层管理者的功能。(3)研究结论验证了中国文化的“弥散性”特点,即工作与个人生活之间的界限是模糊的,人们往往将工作中与团队其他成员的认知冲突转变为生活中基于私人关系中的情绪冲突,从而导致认知冲突对组织绩效的正向作用变得不显著,这与西方研究结论是不一致的。(4)中国国有企业在建立高层管理团队时,不仅要考虑成员在技能和特质方面的互补性,同时要考虑他们是否愿意在整个团队中扮演追随者和助手的角色。
Since the 80s of the 20th century, business environment is becoming more complex and displaying dynamic characteristics, business strategy research priorities changed from CEO or individual leaders to top management team. Western scholars have launched a fruitful exploration of top management team composition, structure, operating process and their impact on organizational performance, and have formed a rich research results. As the differences between China and western countries in system characteristics and cultural backgrounds, whether western top management team theories are applicable to Chinese companies, as well as exploring local top management team theories are becoming more and more urgent and have became important research areas concerned to Chinese scholars. Therefore, researches on local top management team theories have a certain theoretical and practical significance.
This paper took the YTO Group Co., Ltd. in China for example, viewed from the social network theory perspective, combined specification and empirical research methods and revealed the affect mechanism between social network characteristics of the top management team, team operating process and organizational performance. This paper studied the relationship between social network characteristics of top management team and the team operating process, relationship between social network characteristics, team performance and organizational performance, and relationship between team operating process, team performance and organizational performance.Main conclusions of this paper are as follows:social network centrality has a positive influence to team trust, team performance and organizational performance. At the same time social network centrality can inhibit team emotional conflicts, but will not reduce the team cognitive conflict. Work-oriented trust and relationship-oriented trust have a significant positive effect on both the team performance and organizational performance. Work-oriented trust can inhibit cognitive conflict and relationship-oriented trust can inhibit the team emotional conflict. Cognitive conflict and emotional conflict both have a negative influence on organizational performance. Emotional conflict has a negative effect on team performance, but the positive effect of the cognitive conflict on team performance was not significant. Team performance and organizational performance are positively related.
Innovations of this paper are as follows:(1) Based on social network theory to research top management team is an attempt. The paper has built a theoretical model between TMT social network characteristics, team operating process, and performance, which is an innovative work having rich theoretical significance. (2) This study suggests that concerned to top management team in Chinese enterprises, particularly in China's state-owned medium and large enterprises, all the team members are not in an equality position. The main leader of the team plays a significant role in team characteristics, operating processes and organizational performance, which tells us to select team leaders carefully and when doing research we should distinguish between leaders and ordinary top management functions. (3) Research findings of this paper demonstrate the "diffuse" feature of Chinese culture, that is, Chinese people tend to blur the boundaries between work and personal life and tend to turn their cognitive conflict with other members during working into emotional conflicts, leading to cognitive conflict's positive effects on organizational performance became much less significant, this conclusion is inconsistent with the West's.(4) As far as Chinese state-owned enterprise concerned when building top management team, we should not only consider the complementary nature of team members in skills and characteristics, but also consider whether they are they are willing followers and willing to play the role of assistant in the team.
本文以中国一拖集团有限公司为研究对象,以社会网络理论为分析视角,综合规范研究和实证研究方法,揭示高层管理团队的社会网络特征、团队运作过程与组织绩效之间的作用机理。主要研究高层管理团队的社会网络特征与团队运作过程的关系；社会网络特征与团队绩效和组织绩效关系；团队运作过程与团队绩效和组织绩效的关系等。本文的主要研究结论为：社会网络的群体中心性对团队信任、团队绩效和组织绩效均具有正向影响作用,且群体中心性能够抑制团队情绪冲突,但不会降低团队认知冲突；团队信任中的工作导向信任和关系导向信任对团队绩效和组织绩效均有显著正向影响作用,且团队工作导向信任能够抑制团队认知冲突,关系导向信任能够抑制团队情绪冲突；团队冲突中的认知冲突和情绪冲突对组织绩效有负向影响,情绪冲突对团队绩效有负向作用,但认知冲突对团队绩效的正向作用不显著；团队绩效与组织绩效正相关。
本文的创新：(1)基于社会网络分析角度研究高层管理团队理论是一个尝试,论文构建的TMT社会网络特征、团队运作过程与绩效之间作用机理的理论模型具有一定创新性,有利于丰富高管团队领域的相关理论研究；(2)研究认为就中国企业特别是国有大中型企业的高层管理团队而言,团队成员并非处在一个平等的地位上,主要领导人对团队的特征、运作过程、组织绩效等方面有着举足轻重的作用,实践中应该慎重选拔高管团队领导人,在理论研究时也应该区分领导人与其它高层管理者的功能。(3)研究结论验证了中国文化的“弥散性”特点,即工作与个人生活之间的界限是模糊的,人们往往将工作中与团队其他成员的认知冲突转变为生活中基于私人关系中的情绪冲突,从而导致认知冲突对组织绩效的正向作用变得不显著,这与西方研究结论是不一致的。(4)中国国有企业在建立高层管理团队时,不仅要考虑成员在技能和特质方面的互补性,同时要考虑他们是否愿意在整个团队中扮演追随者和助手的角色。
Since the 80s of the 20th century, business environment is becoming more complex and displaying dynamic characteristics, business strategy research priorities changed from CEO or individual leaders to top management team. Western scholars have launched a fruitful exploration of top management team composition, structure, operating process and their impact on organizational performance, and have formed a rich research results. As the differences between China and western countries in system characteristics and cultural backgrounds, whether western top management team theories are applicable to Chinese companies, as well as exploring local top management team theories are becoming more and more urgent and have became important research areas concerned to Chinese scholars. Therefore, researches on local top management team theories have a certain theoretical and practical significance.
This paper took the YTO Group Co., Ltd. in China for example, viewed from the social network theory perspective, combined specification and empirical research methods and revealed the affect mechanism between social network characteristics of the top management team, team operating process and organizational performance. This paper studied the relationship between social network characteristics of top management team and the team operating process, relationship between social network characteristics, team performance and organizational performance, and relationship between team operating process, team performance and organizational performance.Main conclusions of this paper are as follows:social network centrality has a positive influence to team trust, team performance and organizational performance. At the same time social network centrality can inhibit team emotional conflicts, but will not reduce the team cognitive conflict. Work-oriented trust and relationship-oriented trust have a significant positive effect on both the team performance and organizational performance. Work-oriented trust can inhibit cognitive conflict and relationship-oriented trust can inhibit the team emotional conflict. Cognitive conflict and emotional conflict both have a negative influence on organizational performance. Emotional conflict has a negative effect on team performance, but the positive effect of the cognitive conflict on team performance was not significant. Team performance and organizational performance are positively related.
Innovations of this paper are as follows:(1) Based on social network theory to research top management team is an attempt. The paper has built a theoretical model between TMT social network characteristics, team operating process, and performance, which is an innovative work having rich theoretical significance. (2) This study suggests that concerned to top management team in Chinese enterprises, particularly in China's state-owned medium and large enterprises, all the team members are not in an equality position. The main leader of the team plays a significant role in team characteristics, operating processes and organizational performance, which tells us to select team leaders carefully and when doing research we should distinguish between leaders and ordinary top management functions. (3) Research findings of this paper demonstrate the "diffuse" feature of Chinese culture, that is, Chinese people tend to blur the boundaries between work and personal life and tend to turn their cognitive conflict with other members during working into emotional conflicts, leading to cognitive conflict's positive effects on organizational performance became much less significant, this conclusion is inconsistent with the West's.(4) As far as Chinese state-owned enterprise concerned when building top management team, we should not only consider the complementary nature of team members in skills and characteristics, but also consider whether they are they are willing followers and willing to play the role of assistant in the team.
引文
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