创业资源、创业战略与创业绩效关系研究
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摘要
在科技迅猛发展、环境日益复杂与竞争日趋激烈的知识经济时代,市场环境的快速变化,产品生命周期缩短、优势模仿、市场需求多元化等增加了创业的难度,使得在创业活动中对所需创业资源的获取与整合及利用,以及配套性创业战略的制定与执行变得越来越复杂,要求也越来越高,这无疑对创业活动顺利开展及其成功提出了巨大的挑战。那对融入创业网络中的创业企业而言,应该对哪些创业资源加以获取、整合及利用并通过制定与实施配套性的创业战略以提升创业绩效呢?基于此,本文带着这一重要问题开展了后续整个篇章的研究。
本文先是对这一重要的研究问题加以解构,分解为“创业资源如何直接及间接影响创业企业绩效”、“在不同的环境及组织结构情景下创业资源如何进一步影响创业绩效”、“企业该如何动态地适配创业资源及战略以持续地提升其创业绩效?”这三个基本的子问题。接着对与本文研究问题相关的理论研究成果进行回顾与述评,以此理论依据为基础形成了本文预设的研究假设,并构建了基于研究假设之上的研究模型,随后进行了计量统计分析以及典型性案例研究,依次解答了本文提出的三个子问题。经过全文分析与论证,得出的主要研究结论如下：
第一、创业资源对提升创业绩效产生了积极的促进作用,这与先前的一些研究成果论断吻合。基于研究内容与目的,本文将创业资源划分为资金资源、人才资源、管理资源、信息资源、科技资源、政策资源,经分析检验得出这些创业资源对创业绩效均直接产生了显著地积极影响,表明资金资源、人才资源、管理资源、信息资源、科技资源、政策资源越丰富,越能显著地提升创业绩效,并且在这些资源当中人才资源最为重要,它发挥了最大的积极影响作用,资金资源发挥的次大的积极影响作用,也是创业活动中不可或缺的重要要素之一,然后依次为信息资源、科技资源、政策资源、管理资源,管理资源虽只发挥了最小的促进作用,但这种直接显著的积极影响也不容忽视。
第二、创业资源对创业战略、创业战略对创业绩效均产生影响作用,创业战略发挥了部分中介作用。为了充分探究创业战略的重要作用,本文根据研究内容与目的将创业战略解构为成本领先战略与差异化战略。研究结果显示,创业资源对创业战略有积极影响,其中,当资金资源、人才资源、信息资源越丰富,越有利于推进创业战略中的成本领先战略或差异化战略这两种的制定与实施；而当管理资源越丰富,则越有利于推进成本领先这一战略的制定与实施。并且,成本领先战略与差异化战略对创业绩效均产生了显著地正向影响,比起成本领先战略,差异化战略对提升创业企业的创业绩效产生了更大的促进作用。同时,从创业资源作用于创业战略,创业战略进一步作用于创业绩效,以及创业资源直接作用于创业绩效的作用方向及大小可推导出,创业资源对创业绩效的直接作用较为有限,而通过创业战略的部分中介作用发挥出了更大的效果。
第三、环境动态性、组织结构有机性在创业资源影响创业绩效的机制中基本发挥了调节作用。研究结果显示,环境动态性与组织结构有机性本身不是创业绩效的影响因素,而是调节因素。就环境动态性而言,在资金资源、人才资源、管理资源、政策资源作用于创业绩效中均发挥了负向调节影响作用,即在动态性越高的环境中,环境的快速变化及其当中不确定性因素会带来不利影响,往往越易消弱这些资源对提升创业绩效应有的积极促进作用；而在信息资源、科技资源作用于创业绩效中则发挥了正向调节影响作用,即在动态性越高的环境中,环境的快速变化往往使得市场与技术信息变得更为重要,并且加快了新技术与新知识的传播与扩散,也使新出现的产品开发与创新机会大大增加,从而进一步强化了信息资源、科技资源对创业绩效的正向影响作用。并且,就组织结构有机性而言,在资金资源、人才资源、管理资源、信息资源、科技资源作用于创业绩效中均发挥了正向调节影响作用,即组织结构有机性越高,往往表现为一种简洁而灵活的有机式组织,越有利于这些资源的获取、整合及利用,从而进一步强化它们对创业绩效的正向影响作用；而在政策资源作用于创业绩效中没有发挥调节影响作用,由于政策资源属于宏观层面的不可控影响要素,往往并不会仅仅因组织结构的柔性变化,而进一步增强或消弱政策资源对创业绩效的正向影响作用。
第四、企业年龄、企业规模均难以显著地提升创业绩效,这与已有的一些研究结果不太一致。已有的多数有关创业管理、创业绩效的理论与实践研究论断显示,随着企业规模与年龄的不断增大,往往能够对创业企业特别是高新技术创业型企业的创业活动及其效果带来积极的影响作用。对此,本研究对产生这一验证结果给出的可能性原因与解释为：企业年龄、企业规模在短期内均为不可控因素,企业难以在短期内马上通过对它们的改变以快速提升其创业绩效,且从本研究样本问卷的描述性统计分析结果中可知,受访的样本企业主要以高新技术创业型民营企业为主,这些企业普遍年龄较小、规模不大,使得企业年龄、企业规模难以发挥其的积极影响作用,因此在对创业绩效的影响上表现出无显著性。
本文研究得出的上述研究结论,不仅对创业领域的相关理论研究进行了一定的补充与完善,也对创业活动实践提供了重要的现实指导意义。今后应继续结合实际并紧密跟踪国内外相关研究进展,逐步深入地完善该主题的研究。
In the era of knowledge economy with booming technology, increasingly complex environment and fierce competition, it becomes more difficult to conduct entrepreneurship because of curtailed product life cycle, imitation of advantages and diversified market demand, which also makes the exploitation and combination of entrepreneurial resources and the establishment of corresponding strategy more complex. It is no doubt a big challenge for entrepreneurship. Therefore, as for the entrepreneurship firm embedded in the entrepreneurial networks, what resources should acquire and combine and how to establish corresponding strategy in order to enhance entrepreneurial performance indeed need deliberate consideration. Based on these questions, this paper conducts subsequent research.
We first divide the question into three sub-questions, namely how entrepreneurial resources directly and indirectly influence entrepreneurial performance, how entrepreneurial resources influence entrepreneurial performance under different environment and organizational structure context, and how entrepreneurship firms dynamically match the entrepreneurial resources and strategy to enhance entrepreneurial performance. And then we review relative theoretical research, formulate the research hypothesises and establish the research framework. At last, we conduct statistical research and typical case study to test the three questions above. Through the analysis, we come to several main conclusions.
Firstly, entrepreneurial resources have a positive effect on entrepreneurial performance which supports the preceding research result. Based on the research content and goal, we divide the entrepreneurial resources into financial resources, human resources, management resources, information resources, technological resources, policy resources, and find that theses resources all have directly effect on entrepreneurial performance which reflects that the more financial resources, human resources, management resources, information resources, technological resources and policy resources firms owns, the better entrepreneurial performance firms will have. We also rank the importance of the resources and the conclusion shows that human resources is the most important above, financial resources take second place, followed by information resources, technological resources and policy resources, management resources. It is noteworthy that management resources play the least important role, but the positive and significant effect should not be neglected.
Secondly, the effect of entrepreneurial resources on entrepreneurial strategy and effect of entrepreneurial strategy on entrepreneurial performance are both confirmed, and the entrepreneurial strategy plays a mediating role. In order to fully explore the role of entrepreneurial strategy, we divide the entrepreneurial strategy into cost leadership strategy and differentiation strategy. The result shows that entrepreneurial resources have a positive effect on entrepreneurial strategy, among that financial resources, human resources and information resources are conducive to both cost leadership strategy and differentiation strategy, management resources is conducive to cost leadership strategy. The result also shows that both cost leadership strategy and differentiation strategy have a positive effect on entrepreneurial performance and compared to cost leadership strategy, the differentiation strategy plays a greater role. At the same time, we can conclude from the direct effect of entrepreneurial resources on entrepreneurial strategy, effect of entrepreneurial strategy on entrepreneurial performance and effect of entrepreneurial resources on entrepreneurial performance that entrepreneurial resources have a limited direct effect on entrepreneurial performance and the mediating effect is more significant.
Thirdly, environmental dynamism and organization structure organism play a moderating effect on the influence of entrepreneurial resources on entrepreneurial performance. The result shows that environmental dynamism and organization structure organism are not influencing factors of entrepreneurial performance, but moderating factors. As for environmental dynamism, it plays a negative effect on the influence of financial resources, human resources, management resources and policy resources on entrepreneurial performance and plays a positive effect on the influence of information resources, technological resources on entrepreneurial performance, which means that the dynamic change of environment makes the market and technology information more important, accelerates the spread and diffusion of new technology and knowledge, and also improve the chance of new product development and innovation and finally increases the influence of entrepreneurial resources on entrepreneurial performance. As for organization structure organism, it plays a positive effect on the influence of financial resources, human resources, management resources, information resources, technological resources on entrepreneurial performance and plays a nonsignificant effect on the influence of policy resources on entrepreneurial performance, which means that the flexible organization structure can facilitate the acquisition, integration and exploitation of the above resources and finally increases the influence of entrepreneurial resources on entrepreneurial performance. Because policy resources is a kind of macro-level uncontrollable factor which can't change with the organization structure, so organization structure organism doesn't play a moderating effect between policy resources and performance.
At last, the index of firm age and firm size don't have a significant positive effect on entrepreneurial performance which contradicts with a lot of extant researches. Extant researches on entrepreneurial management and entrepreneurial performance show that with the growing of firm age and size, it can play a positive role in enhancing the performance of entrepreneurial firms, especially high-tech entrepreneurial firms. In view of this, we think the reason is that firm age and firm size are not controllable in short periods and firms are difficult to change them quick enough to enhance performance. Through the descriptive analysis, we can see that analyzed firms are mainly high-tech private firms which are young and small, so the age and size don't play a positive role.
The results we put forward above not only fill in the gap in entrepreneurship research field, but also direct the entrepreneurship practice. Although we have conducted rich research in this field, there are still a lot research questions to explore.
本文先是对这一重要的研究问题加以解构,分解为“创业资源如何直接及间接影响创业企业绩效”、“在不同的环境及组织结构情景下创业资源如何进一步影响创业绩效”、“企业该如何动态地适配创业资源及战略以持续地提升其创业绩效?”这三个基本的子问题。接着对与本文研究问题相关的理论研究成果进行回顾与述评,以此理论依据为基础形成了本文预设的研究假设,并构建了基于研究假设之上的研究模型,随后进行了计量统计分析以及典型性案例研究,依次解答了本文提出的三个子问题。经过全文分析与论证,得出的主要研究结论如下：
第一、创业资源对提升创业绩效产生了积极的促进作用,这与先前的一些研究成果论断吻合。基于研究内容与目的,本文将创业资源划分为资金资源、人才资源、管理资源、信息资源、科技资源、政策资源,经分析检验得出这些创业资源对创业绩效均直接产生了显著地积极影响,表明资金资源、人才资源、管理资源、信息资源、科技资源、政策资源越丰富,越能显著地提升创业绩效,并且在这些资源当中人才资源最为重要,它发挥了最大的积极影响作用,资金资源发挥的次大的积极影响作用,也是创业活动中不可或缺的重要要素之一,然后依次为信息资源、科技资源、政策资源、管理资源,管理资源虽只发挥了最小的促进作用,但这种直接显著的积极影响也不容忽视。
第二、创业资源对创业战略、创业战略对创业绩效均产生影响作用,创业战略发挥了部分中介作用。为了充分探究创业战略的重要作用,本文根据研究内容与目的将创业战略解构为成本领先战略与差异化战略。研究结果显示,创业资源对创业战略有积极影响,其中,当资金资源、人才资源、信息资源越丰富,越有利于推进创业战略中的成本领先战略或差异化战略这两种的制定与实施；而当管理资源越丰富,则越有利于推进成本领先这一战略的制定与实施。并且,成本领先战略与差异化战略对创业绩效均产生了显著地正向影响,比起成本领先战略,差异化战略对提升创业企业的创业绩效产生了更大的促进作用。同时,从创业资源作用于创业战略,创业战略进一步作用于创业绩效,以及创业资源直接作用于创业绩效的作用方向及大小可推导出,创业资源对创业绩效的直接作用较为有限,而通过创业战略的部分中介作用发挥出了更大的效果。
第三、环境动态性、组织结构有机性在创业资源影响创业绩效的机制中基本发挥了调节作用。研究结果显示,环境动态性与组织结构有机性本身不是创业绩效的影响因素,而是调节因素。就环境动态性而言,在资金资源、人才资源、管理资源、政策资源作用于创业绩效中均发挥了负向调节影响作用,即在动态性越高的环境中,环境的快速变化及其当中不确定性因素会带来不利影响,往往越易消弱这些资源对提升创业绩效应有的积极促进作用；而在信息资源、科技资源作用于创业绩效中则发挥了正向调节影响作用,即在动态性越高的环境中,环境的快速变化往往使得市场与技术信息变得更为重要,并且加快了新技术与新知识的传播与扩散,也使新出现的产品开发与创新机会大大增加,从而进一步强化了信息资源、科技资源对创业绩效的正向影响作用。并且,就组织结构有机性而言,在资金资源、人才资源、管理资源、信息资源、科技资源作用于创业绩效中均发挥了正向调节影响作用,即组织结构有机性越高,往往表现为一种简洁而灵活的有机式组织,越有利于这些资源的获取、整合及利用,从而进一步强化它们对创业绩效的正向影响作用；而在政策资源作用于创业绩效中没有发挥调节影响作用,由于政策资源属于宏观层面的不可控影响要素,往往并不会仅仅因组织结构的柔性变化,而进一步增强或消弱政策资源对创业绩效的正向影响作用。
第四、企业年龄、企业规模均难以显著地提升创业绩效,这与已有的一些研究结果不太一致。已有的多数有关创业管理、创业绩效的理论与实践研究论断显示,随着企业规模与年龄的不断增大,往往能够对创业企业特别是高新技术创业型企业的创业活动及其效果带来积极的影响作用。对此,本研究对产生这一验证结果给出的可能性原因与解释为：企业年龄、企业规模在短期内均为不可控因素,企业难以在短期内马上通过对它们的改变以快速提升其创业绩效,且从本研究样本问卷的描述性统计分析结果中可知,受访的样本企业主要以高新技术创业型民营企业为主,这些企业普遍年龄较小、规模不大,使得企业年龄、企业规模难以发挥其的积极影响作用,因此在对创业绩效的影响上表现出无显著性。
本文研究得出的上述研究结论,不仅对创业领域的相关理论研究进行了一定的补充与完善,也对创业活动实践提供了重要的现实指导意义。今后应继续结合实际并紧密跟踪国内外相关研究进展,逐步深入地完善该主题的研究。
In the era of knowledge economy with booming technology, increasingly complex environment and fierce competition, it becomes more difficult to conduct entrepreneurship because of curtailed product life cycle, imitation of advantages and diversified market demand, which also makes the exploitation and combination of entrepreneurial resources and the establishment of corresponding strategy more complex. It is no doubt a big challenge for entrepreneurship. Therefore, as for the entrepreneurship firm embedded in the entrepreneurial networks, what resources should acquire and combine and how to establish corresponding strategy in order to enhance entrepreneurial performance indeed need deliberate consideration. Based on these questions, this paper conducts subsequent research.
We first divide the question into three sub-questions, namely how entrepreneurial resources directly and indirectly influence entrepreneurial performance, how entrepreneurial resources influence entrepreneurial performance under different environment and organizational structure context, and how entrepreneurship firms dynamically match the entrepreneurial resources and strategy to enhance entrepreneurial performance. And then we review relative theoretical research, formulate the research hypothesises and establish the research framework. At last, we conduct statistical research and typical case study to test the three questions above. Through the analysis, we come to several main conclusions.
Firstly, entrepreneurial resources have a positive effect on entrepreneurial performance which supports the preceding research result. Based on the research content and goal, we divide the entrepreneurial resources into financial resources, human resources, management resources, information resources, technological resources, policy resources, and find that theses resources all have directly effect on entrepreneurial performance which reflects that the more financial resources, human resources, management resources, information resources, technological resources and policy resources firms owns, the better entrepreneurial performance firms will have. We also rank the importance of the resources and the conclusion shows that human resources is the most important above, financial resources take second place, followed by information resources, technological resources and policy resources, management resources. It is noteworthy that management resources play the least important role, but the positive and significant effect should not be neglected.
Secondly, the effect of entrepreneurial resources on entrepreneurial strategy and effect of entrepreneurial strategy on entrepreneurial performance are both confirmed, and the entrepreneurial strategy plays a mediating role. In order to fully explore the role of entrepreneurial strategy, we divide the entrepreneurial strategy into cost leadership strategy and differentiation strategy. The result shows that entrepreneurial resources have a positive effect on entrepreneurial strategy, among that financial resources, human resources and information resources are conducive to both cost leadership strategy and differentiation strategy, management resources is conducive to cost leadership strategy. The result also shows that both cost leadership strategy and differentiation strategy have a positive effect on entrepreneurial performance and compared to cost leadership strategy, the differentiation strategy plays a greater role. At the same time, we can conclude from the direct effect of entrepreneurial resources on entrepreneurial strategy, effect of entrepreneurial strategy on entrepreneurial performance and effect of entrepreneurial resources on entrepreneurial performance that entrepreneurial resources have a limited direct effect on entrepreneurial performance and the mediating effect is more significant.
Thirdly, environmental dynamism and organization structure organism play a moderating effect on the influence of entrepreneurial resources on entrepreneurial performance. The result shows that environmental dynamism and organization structure organism are not influencing factors of entrepreneurial performance, but moderating factors. As for environmental dynamism, it plays a negative effect on the influence of financial resources, human resources, management resources and policy resources on entrepreneurial performance and plays a positive effect on the influence of information resources, technological resources on entrepreneurial performance, which means that the dynamic change of environment makes the market and technology information more important, accelerates the spread and diffusion of new technology and knowledge, and also improve the chance of new product development and innovation and finally increases the influence of entrepreneurial resources on entrepreneurial performance. As for organization structure organism, it plays a positive effect on the influence of financial resources, human resources, management resources, information resources, technological resources on entrepreneurial performance and plays a nonsignificant effect on the influence of policy resources on entrepreneurial performance, which means that the flexible organization structure can facilitate the acquisition, integration and exploitation of the above resources and finally increases the influence of entrepreneurial resources on entrepreneurial performance. Because policy resources is a kind of macro-level uncontrollable factor which can't change with the organization structure, so organization structure organism doesn't play a moderating effect between policy resources and performance.
At last, the index of firm age and firm size don't have a significant positive effect on entrepreneurial performance which contradicts with a lot of extant researches. Extant researches on entrepreneurial management and entrepreneurial performance show that with the growing of firm age and size, it can play a positive role in enhancing the performance of entrepreneurial firms, especially high-tech entrepreneurial firms. In view of this, we think the reason is that firm age and firm size are not controllable in short periods and firms are difficult to change them quick enough to enhance performance. Through the descriptive analysis, we can see that analyzed firms are mainly high-tech private firms which are young and small, so the age and size don't play a positive role.
The results we put forward above not only fill in the gap in entrepreneurship research field, but also direct the entrepreneurship practice. Although we have conducted rich research in this field, there are still a lot research questions to explore.
引文
[1]Aderson, E.& Sullivan, M. The Antecedents and Consequences of Customer Satisfaction for Firms. Marketing Science,1993,12(2),125-143.
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