中国家族企业组织创新研究
|
摘要
在现实经济生活中,以家族企业为主体的中国民营企业,已经成为与国企、外企并驾齐驱的国民经济“三驾马车”之一,但是企业理论对中国家族企业这一私有企业主体关注却不够充分。另一方面,不确定性环境下的中国家族企业的战略转型和可持续发展亟需进行组织创新,然而关于中国家族企业组织创新的相关研究将企业组织视为给定的对象,对管理组织“本身”的研究重视不够。因此,本文的研究将在一定程度上深化对中国家族企业管理组织的研究,从私营企业主体的角度丰富中国企业理论的视角;本研究还将为中国家族企业组织创新实践提供理论借鉴,并在某种程度上为政府的私有经济管理提供理论参考。因而本研究具有一定的理论和实践意义。
本文综合运用经济学、管理学、社会学和心理学等多学科知识,将企业理论、组织理论、创新理论作为研究的理论基础,从“理论、问题和对策”的路径,主要回答为什么要创新、创新什么、如何创新、创新得怎么样。实质上是对中国家族企业组织创新的创新源、创新内容、创新过程控制、创新评价和创新系统进行全方位的研究,以期形成中国家族企业组织创新研究理论的初步体系,为后起研究者作好铺垫。
本文主要内容可分为三大部分:第一部分为理论研究,包括第一、二章;第二部分为现状和问题分析,主要是第三章,以及第一章和后续各章中关于现状和问题的阐述;第三部分为对策建议,范围则包括第四至第十章。全篇重点研究的主要问题如下:
1.构建中国家族企业组织创新理论模式新框架。本文从探讨家族企业组织创新的结构、流程和文化等核心要素及其相互关系出发,构建了由创新源、创新内容、创新过程控制、创新评价和创新系统等体系组成的中国家族企业组织创新理论模式分析新框架。从一定程度上深化了中国家族企业组织创新研究对管理组织本身的探讨,也从私有企业主体的角度部分地充实了中国企业理论的研究内涵。
2.研究中国家族企业“平行组织结构”特点对组织创新的影响和对策。本文借鉴家族企业战略研究中的“平行计划流程”理论,提出了中国家族企业存在由“家族企业”和“企业家族”所组成的“平行组织结构”的观点。家族企业组织目标的一致性、强大凝聚力和良好的合作意愿与信息交流机会,使家族企业能够成为组织效能极高的组织;但家族成员之间利益冲突、违规行为和内讧就会导致家族企业比其他组织更加无效。本文较为深入地分析中国家族企业组织结构设计理念、规模、领导、层次、职能和形态等方面存在的问题,并针对性地提出平衡家族与企业组织结构之间的关系、构建相互依赖的团队式组织结构体系、运用权变理论指导家族企业组织结构创新等相关对策建议。
3.拓展中国家族企业组织流程创新的分析视角。本文从流程理念、生产流程和管理流程、信息系统开发流程等方面拓展中国家族企业组织流程创新的分析视角,并提出了推动中国家族企业组织流程持续改善、用信息化促进生产与管理流程之间和谐关系的建立等相关对策,在一定程度上弥补了中国家族企业组织流程研究的不足。
4.探究中国家族企业组织文化的特点与问题对策。本文由利他主义、传统家族等级文化因子、现代管家理论效应和家族企业家心智模式与对外利己本性等企业文化特点出发,从理念、制度、机制和习规等企业文化视角,对中国家族企业文化的优势、问题及其根源进行系统、理性和客观的分析,并从家族企业家的培养、企业伦理观的树立、企业文化路径的设计和中西方优秀企业文化的融合等方面提出了创新对策,从某种程度上丰富了中国家族企业文化研究的内容。
5.提出由驱动和认同双向过程组成的和谐组织过程模式。本文借鉴力场理论构建的和谐组织过程模式认为,组织过程包括驱动和认同两个同时存在的对立统一过程。前者主要从组织主体的角度,研究组织创新的征兆识别、组织诊断及创新活动的设计、实施、评估和后续行动等显性的逻辑程序;后者则主要从组织成员的角度,研究对组织创新的接触震动、抵制性冲突到接受认同的隐性的逻辑程序。和谐组织的形成就是这两种对立过程相互作用的结果,组织创新过程控制就是要运用时机选择、方式设计、进程安排和阻力管理等策略,以达到驱动过程和认同过程的对立统一,促成组织过程的和谐。其中,标准化驱动过程模式的运用应遵循非线性和动态化原则、系统化原则和权变化原则,以保证实施的效果和针对性。
6.分析中国家族企业组织创新系统的宏观风险并提出政策建议。从创新系统分析的框架出发,中国家族企业未来的组织创新要密切关注宏观风险,包括法律、市场准入、服务歧视和中介滞后等。这就需要政府管理部门从创新环境、结构创新、流程创新和文化创新方面来发挥宏观指导、推动和支持作用,促进中国家族企业为建设和谐社会、实现共同富裕做贡献。从这个角度而言,中国家族企业组织创新研究,也是一件事关中国经济理论创新和中华民族复兴的重要事情。
三个案例的研究为本文增加了理论相关性的实证说服力,也可以为中国家族企业实际操作提供参考。
In the reality of economic life,China's private sector,mainly presented in the form of family businesses,has grown into one of the three driving forces of the national economy development together with foreign-invested and state-owned economy.However,in contract to the attractive role family businesses play in the development of Chinese market economy system and harmonic society,firm theory pays inadequate attention to China's Family Business(CFB) which is presented as the main body of private economy.On the other hand,under uncertain enviroment, organizational innovation is strongly needed for CFB to conduct strategic transformation and sustainable development.Unfortunately,the sporadic study on the organizational innovation of CFB deems corporate organization as targeted object and ignores the study on the management organization itself.Therefore,this article is to deepen the study on the managing organization of CFB,and enrich Chinese firm theories and extend the visual angle of Chinese economics innovation from the perspective of regarding private economy as study object.This article also provides theoretical guidance for the organizational innovation practice of CFB and for the government's private economy management and harmonic society building. Therefore,this article is of theoretical and practical importance.
By taking overall advantage of knowledge from various subjects including economics,management science,sociology and psychology,this article,on the basis of firm theory,organizational theory,innovation theory and family business theory, and connecting normative and positive researches,model demonstration and logic reasoning,micro and macro,history and reality,conducts comparison analysis,case study and further brings up proposals and suggestions,and mainly responses to questions such as "why innovate" "Innovate what How innovate" and "Innovation progress",through the approaches of "theory-question-solution".Substantially,it is making an overall study on the innovation source,innovation conten,innovation process,innovation resistance,innovation valuation and innovation system of organizational innovation of CFB and its aim is to form a basic system on the study theory of organization innovation of CFB as to set a favorable basis for following researchers.
This article can be divided into three parts.PartⅠ,theory study,includes chapter one to chapter two.PartⅡ,current situation and difficulties analysis,is mainly including the chapter three and some contents in chapter one and other chapters.PartⅢ,solutions and proposals,is including chapter four to chapter ten.The following important results can be derived from this article' theory study.
Establish a new framework for the organizational innovation theory model analysis of CFB This article starts from the structure,process,culture and other core dements of organizational innovation of CFB and their relations,and then establishes a new framework for the organizational innovation theory model analysis of CFB.This framework is composed of innovation source,innovation content, innovation process control,innovation evaluation,and innovation system.In some degree,this article deepens the study theory from the organizational innovation of CFB on the managing organization itself,and partially enriches China's firm theory study from the perspective of private sector as a main body.
Conduct a study on the impacts caused by the Parallel Organizational Structure (POS) characteristics of CFB,and put forward according proposals This article adopts the Parallel Planning Process theory in the business strategic study for reference to bring up the POS characteristics composed of Family Business and Business Family existing in CFB.The consistency on the organizational objective, benevolent cooperative willingness and adequate communication opportunities enable the family business an organization with high efficiency.However,in the event of interest conflicts,regulation violation behaviors or internal contradiction occurring among family members,family businesses are more inefficient than other organizations.This article thoroughly analyses the existing problems in the designing concept,scale,leadership,layer,function and form of the organizational structure in CFB,and then puts forward the proposals and suggestions to balance the relations between family and corporate organizational structure,establish an interdependent team pattern organizational structure system and utilize contingency idea to guide the CFB's organizational structure innovation.
Extend the analysis angle of CFB's organizational process innovation This article extends the analysis angle of CFB's organizational process innovation from process theory,production process,management process and information technology system development process,and raises proposals to promote the consistent improvement of CFB's organizational process innovation,and to establish the harmonic relations between production and management processes by use of information technology.Therefore,the shortage of the CFB's organizational process study is in certain degree compensated.
Study the characteristics of and proposals for the problems of CFB's organizational culture Starting from altruism,traditional stratum culture,modern stewardship theory,leadership mental model,selfishness and other corporate culture characteristics,this article conducts a systematic,rational and objective analysis for the characteristics,advantages,problems and sources of China's family business culture from the concept,institution,mechanism and customs and regulations and other corporate culture perspectives.Subsequently,it brings up innovation solutions from the nourishment of family business entrepreneurs,establishment of corporate ethic,design of corporate culture development route and Chinese and western outstanding corporate culture fusion.CFB's culture study contents are in some extent enriched.
Put forward the Harmony Organizational Process Model(HOPM) organized by the driving and recognizing two-way process This article takes the HOPM based on the field theory for reference and comes to a conclusion that organizational process comprises of two contradicted and simultaneous processes,i.e. driving and recognizing processes.The former,from the perspective of organizational body,makes researches on the sign recognizing and organizational diagnosis of the organizational innovation,and on the design,implementation, valuation and subsequent activities and other explicit logical procedures.On the other hand,the latter,from the organizational members,conducts studies on the implicit logical procedures of organizational innovation from contact trembling to resistant conflict to acceptance and recognizing.The harmonic organization is formed by the interplay of the above two contradicted processes.In the meantime, the organizational innovation process control is going to adopt opportunity pick-up, method design,progress arrangement and resistance management to realize the unity of driving and recognizing processes and the harmony of the organization.Besides, the adoption of standardized driving process model should abide non-lineal and dynamic principles,systematic principles,and contingency principles to ensure the implementation effect and pertinence.
Analyze the macro-risks of CFB's organizational innovation system and raise proposals Based on the framework of innovation system analysis,the future CFB's organizational innovation requires close focus on macro-risks,including legal, market access,service discrimination and agency lagging behind etc.In this case,the encouragement,guidance and support from the government are needed.The government should enhance its role in macro-guidance,promotion and support of innovation environment,structural innovation,process innovation and cultural innovation,and pilot CFB to make contribution for the building of harmonic society and achievement of common prosperity.In this sense,the study on the organizational innovation of family businesses is highly concern with Chinese economic theory innovation,and even the Chinese national revitalization.
Three cases provide solid evidence for this article and enable it more convincing,and also can be used as reference for CFB's practice.
本文综合运用经济学、管理学、社会学和心理学等多学科知识,将企业理论、组织理论、创新理论作为研究的理论基础,从“理论、问题和对策”的路径,主要回答为什么要创新、创新什么、如何创新、创新得怎么样。实质上是对中国家族企业组织创新的创新源、创新内容、创新过程控制、创新评价和创新系统进行全方位的研究,以期形成中国家族企业组织创新研究理论的初步体系,为后起研究者作好铺垫。
本文主要内容可分为三大部分:第一部分为理论研究,包括第一、二章;第二部分为现状和问题分析,主要是第三章,以及第一章和后续各章中关于现状和问题的阐述;第三部分为对策建议,范围则包括第四至第十章。全篇重点研究的主要问题如下:
1.构建中国家族企业组织创新理论模式新框架。本文从探讨家族企业组织创新的结构、流程和文化等核心要素及其相互关系出发,构建了由创新源、创新内容、创新过程控制、创新评价和创新系统等体系组成的中国家族企业组织创新理论模式分析新框架。从一定程度上深化了中国家族企业组织创新研究对管理组织本身的探讨,也从私有企业主体的角度部分地充实了中国企业理论的研究内涵。
2.研究中国家族企业“平行组织结构”特点对组织创新的影响和对策。本文借鉴家族企业战略研究中的“平行计划流程”理论,提出了中国家族企业存在由“家族企业”和“企业家族”所组成的“平行组织结构”的观点。家族企业组织目标的一致性、强大凝聚力和良好的合作意愿与信息交流机会,使家族企业能够成为组织效能极高的组织;但家族成员之间利益冲突、违规行为和内讧就会导致家族企业比其他组织更加无效。本文较为深入地分析中国家族企业组织结构设计理念、规模、领导、层次、职能和形态等方面存在的问题,并针对性地提出平衡家族与企业组织结构之间的关系、构建相互依赖的团队式组织结构体系、运用权变理论指导家族企业组织结构创新等相关对策建议。
3.拓展中国家族企业组织流程创新的分析视角。本文从流程理念、生产流程和管理流程、信息系统开发流程等方面拓展中国家族企业组织流程创新的分析视角,并提出了推动中国家族企业组织流程持续改善、用信息化促进生产与管理流程之间和谐关系的建立等相关对策,在一定程度上弥补了中国家族企业组织流程研究的不足。
4.探究中国家族企业组织文化的特点与问题对策。本文由利他主义、传统家族等级文化因子、现代管家理论效应和家族企业家心智模式与对外利己本性等企业文化特点出发,从理念、制度、机制和习规等企业文化视角,对中国家族企业文化的优势、问题及其根源进行系统、理性和客观的分析,并从家族企业家的培养、企业伦理观的树立、企业文化路径的设计和中西方优秀企业文化的融合等方面提出了创新对策,从某种程度上丰富了中国家族企业文化研究的内容。
5.提出由驱动和认同双向过程组成的和谐组织过程模式。本文借鉴力场理论构建的和谐组织过程模式认为,组织过程包括驱动和认同两个同时存在的对立统一过程。前者主要从组织主体的角度,研究组织创新的征兆识别、组织诊断及创新活动的设计、实施、评估和后续行动等显性的逻辑程序;后者则主要从组织成员的角度,研究对组织创新的接触震动、抵制性冲突到接受认同的隐性的逻辑程序。和谐组织的形成就是这两种对立过程相互作用的结果,组织创新过程控制就是要运用时机选择、方式设计、进程安排和阻力管理等策略,以达到驱动过程和认同过程的对立统一,促成组织过程的和谐。其中,标准化驱动过程模式的运用应遵循非线性和动态化原则、系统化原则和权变化原则,以保证实施的效果和针对性。
6.分析中国家族企业组织创新系统的宏观风险并提出政策建议。从创新系统分析的框架出发,中国家族企业未来的组织创新要密切关注宏观风险,包括法律、市场准入、服务歧视和中介滞后等。这就需要政府管理部门从创新环境、结构创新、流程创新和文化创新方面来发挥宏观指导、推动和支持作用,促进中国家族企业为建设和谐社会、实现共同富裕做贡献。从这个角度而言,中国家族企业组织创新研究,也是一件事关中国经济理论创新和中华民族复兴的重要事情。
三个案例的研究为本文增加了理论相关性的实证说服力,也可以为中国家族企业实际操作提供参考。
In the reality of economic life,China's private sector,mainly presented in the form of family businesses,has grown into one of the three driving forces of the national economy development together with foreign-invested and state-owned economy.However,in contract to the attractive role family businesses play in the development of Chinese market economy system and harmonic society,firm theory pays inadequate attention to China's Family Business(CFB) which is presented as the main body of private economy.On the other hand,under uncertain enviroment, organizational innovation is strongly needed for CFB to conduct strategic transformation and sustainable development.Unfortunately,the sporadic study on the organizational innovation of CFB deems corporate organization as targeted object and ignores the study on the management organization itself.Therefore,this article is to deepen the study on the managing organization of CFB,and enrich Chinese firm theories and extend the visual angle of Chinese economics innovation from the perspective of regarding private economy as study object.This article also provides theoretical guidance for the organizational innovation practice of CFB and for the government's private economy management and harmonic society building. Therefore,this article is of theoretical and practical importance.
By taking overall advantage of knowledge from various subjects including economics,management science,sociology and psychology,this article,on the basis of firm theory,organizational theory,innovation theory and family business theory, and connecting normative and positive researches,model demonstration and logic reasoning,micro and macro,history and reality,conducts comparison analysis,case study and further brings up proposals and suggestions,and mainly responses to questions such as "why innovate" "Innovate what How innovate" and "Innovation progress",through the approaches of "theory-question-solution".Substantially,it is making an overall study on the innovation source,innovation conten,innovation process,innovation resistance,innovation valuation and innovation system of organizational innovation of CFB and its aim is to form a basic system on the study theory of organization innovation of CFB as to set a favorable basis for following researchers.
This article can be divided into three parts.PartⅠ,theory study,includes chapter one to chapter two.PartⅡ,current situation and difficulties analysis,is mainly including the chapter three and some contents in chapter one and other chapters.PartⅢ,solutions and proposals,is including chapter four to chapter ten.The following important results can be derived from this article' theory study.
Establish a new framework for the organizational innovation theory model analysis of CFB This article starts from the structure,process,culture and other core dements of organizational innovation of CFB and their relations,and then establishes a new framework for the organizational innovation theory model analysis of CFB.This framework is composed of innovation source,innovation content, innovation process control,innovation evaluation,and innovation system.In some degree,this article deepens the study theory from the organizational innovation of CFB on the managing organization itself,and partially enriches China's firm theory study from the perspective of private sector as a main body.
Conduct a study on the impacts caused by the Parallel Organizational Structure (POS) characteristics of CFB,and put forward according proposals This article adopts the Parallel Planning Process theory in the business strategic study for reference to bring up the POS characteristics composed of Family Business and Business Family existing in CFB.The consistency on the organizational objective, benevolent cooperative willingness and adequate communication opportunities enable the family business an organization with high efficiency.However,in the event of interest conflicts,regulation violation behaviors or internal contradiction occurring among family members,family businesses are more inefficient than other organizations.This article thoroughly analyses the existing problems in the designing concept,scale,leadership,layer,function and form of the organizational structure in CFB,and then puts forward the proposals and suggestions to balance the relations between family and corporate organizational structure,establish an interdependent team pattern organizational structure system and utilize contingency idea to guide the CFB's organizational structure innovation.
Extend the analysis angle of CFB's organizational process innovation This article extends the analysis angle of CFB's organizational process innovation from process theory,production process,management process and information technology system development process,and raises proposals to promote the consistent improvement of CFB's organizational process innovation,and to establish the harmonic relations between production and management processes by use of information technology.Therefore,the shortage of the CFB's organizational process study is in certain degree compensated.
Study the characteristics of and proposals for the problems of CFB's organizational culture Starting from altruism,traditional stratum culture,modern stewardship theory,leadership mental model,selfishness and other corporate culture characteristics,this article conducts a systematic,rational and objective analysis for the characteristics,advantages,problems and sources of China's family business culture from the concept,institution,mechanism and customs and regulations and other corporate culture perspectives.Subsequently,it brings up innovation solutions from the nourishment of family business entrepreneurs,establishment of corporate ethic,design of corporate culture development route and Chinese and western outstanding corporate culture fusion.CFB's culture study contents are in some extent enriched.
Put forward the Harmony Organizational Process Model(HOPM) organized by the driving and recognizing two-way process This article takes the HOPM based on the field theory for reference and comes to a conclusion that organizational process comprises of two contradicted and simultaneous processes,i.e. driving and recognizing processes.The former,from the perspective of organizational body,makes researches on the sign recognizing and organizational diagnosis of the organizational innovation,and on the design,implementation, valuation and subsequent activities and other explicit logical procedures.On the other hand,the latter,from the organizational members,conducts studies on the implicit logical procedures of organizational innovation from contact trembling to resistant conflict to acceptance and recognizing.The harmonic organization is formed by the interplay of the above two contradicted processes.In the meantime, the organizational innovation process control is going to adopt opportunity pick-up, method design,progress arrangement and resistance management to realize the unity of driving and recognizing processes and the harmony of the organization.Besides, the adoption of standardized driving process model should abide non-lineal and dynamic principles,systematic principles,and contingency principles to ensure the implementation effect and pertinence.
Analyze the macro-risks of CFB's organizational innovation system and raise proposals Based on the framework of innovation system analysis,the future CFB's organizational innovation requires close focus on macro-risks,including legal, market access,service discrimination and agency lagging behind etc.In this case,the encouragement,guidance and support from the government are needed.The government should enhance its role in macro-guidance,promotion and support of innovation environment,structural innovation,process innovation and cultural innovation,and pilot CFB to make contribution for the building of harmonic society and achievement of common prosperity.In this sense,the study on the organizational innovation of family businesses is highly concern with Chinese economic theory innovation,and even the Chinese national revitalization.
Three cases provide solid evidence for this article and enable it more convincing,and also can be used as reference for CFB's practice.
引文
1 史晓芳、贾林男:《民企已占经济增量70%至80%》,中华工商时报2007年2月1日。
1 更为详细的中国家族企业组织失衡问题分析将在第四、五、六章中展开讨论。
1 胡印斌:《厉以宁“炮轰”家族制》,燕赵都市报,2001年05月01日。
1 本文后续内容的研究如无特殊说明,将主要以中国私营企业为样本:一方面是因为现实中有关家族企业的专门统计数据很难获得;另一方面则是如前文所述,中国的私营企业90%都是家族企业。因此,本文使用私营企业作为研究样本,将不会影响研究中关于中国家族企业所得出的主要结论。
1 贺志峰:《论家族企业的定义与重要性》,《企业家理论与企业成长国际研讨会会议论文集》,广州:2001年。
1 见王凤彬2002为Daft的《组织理论与设计》第七版所写的“译者前言”。
1 如中山大学“中国家族企业研究中心”、厦门大学“企业发展战略研究中心”等。
1 王凤彬:《企业管理组织变革的理论与实践》,中国人民大学出版社,1994年版。
2 袁安照、余光胜:《现代企业组织创新》,山西经济出版社,1998年版。
1 芮明杰:《管理学:现代的观点》,上海人民出版社,1999年版。
1 郑海航:《企业组织学导论》,中国劳动出版社,1990年版。
1 根据郑海航《关于企业组织学的学科体系探讨》(《中国工业经济研究》1990年第4期)整理而成。
1 张钢:《我国企业组织创新的源与模式研究》,《科学管理》2001年第2期。
1 张正明:《晋商兴衰史》,山西古籍出版社,2001年版。
1 姚贤涛、王连娟:《中国家族企业现状、问题与对策》,企业管理出版社,2002年版。
1 甘德安:《中国家族企业研究》,中国社会科学出版社,2002年版。
2 吴振坤:《中国私营经济健康发展之道》,广东教育出版社,1997年版。
1 下面的主要数据均引自黄孟复、胡德平:《中国民营经济发展报告No3(2005-2006)》(社会科学文献出版社,2006年版)
1 本论文完稿之时,《物权法》已获全国人大通过。
1 详细的组织运行问题分析将在随后的相关章节具体展开。
1张科、蓝海林:《国外企业组织结构理论与变革研究初探》,《商场现代化》,2006年第6期。
1彼得·F·德鲁克等:《知识管理》,中国人民大学出版社,1999年版。
1 笔者参与了本案例调研的全过程。
2 出于对研究对象的尊重,对其相关名称一律以“X”称呼。
1王凤彬:《企业组织的过程变革——兼评企业再造理论对传统组织理论的挑战》,《经济理论与经济管理》,1996年第3期。
1李刚、游传新:《企业流程的创新管理》,《统计与决策》,2003年第6期
1袁友军:《论民营企业内部经营管理过程中的关系主义》,《学术交流》,2004年第9期。
1本案例引自胡新、韦炜《小型民营企业生产经营管理业务流程重组研究》,《工业工程与管理》2003年第2期
1河北企业文化研究课题组:《企业文化创新的实质和趋势》,《企业文化与管理》2005年第11期。
1刘平青:《家族企业研究中的理论问题辨析》,《湖北经济学院学报》,2004第1期。
1吴楚汉:《我国私营企业可持续发展成长初探》,中共中央党校出版社,2001年版。
1徐全忠、郝玉梅:《我国家族企业文化建设存在的问题与对策》,《北方经济》,2006年第13期。
1 本案例引自刘伟萍《中国民营企业管理制度与发展模式案例·精评》,机械工业出版社,2002年版。
1 迈克尔·科伦索:《组织变革改善策略——组织演进与变革》,经济管理出版社,2003年版。
1 Hall,R.H.Organizations:structures,processes,and outcomes.Prentice Hall,2001
1 根据肖东生、谢荷锋:《构建企业组织创新评价指标体系的思考》,《工厂管理》,2001年第5期整理。
1 根据芮明杰《管理学:现代的观点》(上海人民出版社,1999年版)的相关内容整理。
1 吴德贵:《企业组织变革五大趋势》,《企业改革与管理》,2000年第1期。
1 下述相关数字预测主要引自黄孟复、胡德平《中国民营经济发展报告No3(2005-2006)》(社会科学义献出版社,2006)。
1 肖敏驹:《并购并不总是成功》,《.中外管理》,1998年第9期。
1 欧阳晓明:《民营企业如何更好地“走出去”》,《光明日报》2007年03月01日。
1 厉以宁:《经济学创新,时代与改革的呼唤》,《光明日报》2007年02月13日。
[1]白石.家族企业问题讨论综述.经济理论与经济管理,2003,7
[2]包发根.管理创新再创家族企业新优势.浙江经济,2006,4
[3]曹德骏.家族企业研究的几个理论问题.财经科学,2002,6
[4]陈躬林.家族企业,有待于正确评价的企业制度.东南学术.福州:2002,1
[5]陈合胜.家族企业组织形态分析.零陵学院学报.2003,5
[6]陈建华.企业组织创新过程中风险的识别研究.商业研究,2004,23
[7]陈凌.面向网络时代的中国家族企业研究.学术研究,2001,5
[8]陈然方.信任、隐性激励与家族企业成长的三阶段模型.当代经济科学,2005,2
[9]陈书奇.我国家族企业组织创新的障碍及对策探析.河南教育学院学报,2004,4
[10]陈言.日本家族企业文化功过.商业文化,2005,6
[11]陈永昌.市场经营新主体—民营经济论略.北方论丛,2005,1
[12]陈永志,郑若娟.略论中国家族企业制度创新.经济学家,2005,3
[13]程书强.我国家族企业存在发展的理论分析.理论导刊,2005,1
[14]储小平.家族企业研究,一个具有现代意义的话题.中国社会科学,2000,5
[15]储小平,李怀祖.信任与家族企业的成长.管理世界,2003,6
[16]达庆利,王愚,万伦来.虚拟企业结构模型及运作机制——一种类生物化的分析视角.清华大学出版社,2004
[17]戴洪德.学习型企业的文化特色.中外企业文化,2004,8
[18]戴鑫.组织变革绩效评价的相关研究评述.现代管理科学,2006,1
[19]邸杨,孙聃.实现企业组织变革平稳过渡的主要障碍及对策.中国软科学,1998,2
[20]刁秋梅,李金东.现代企业的组织创新.经营与管理,2001,9
[21]房茂涛,尹一安.探析中国家族企业文化现状及其重塑.北方经贸,2006,2
[22]冯进路,葛华.组织创新研究主要流派及发展趋势.郑州轻工业学院学报,2002,4
[23]傅靖.企业流程再造的理念创新及流程探析.现代管理科学,2005,11
[24]付锦峰.民营企业管理创新的动力机制研究.郑州经济管理干部学院学报,2004,1
[25]甘德安等.中国家族企业研究.中国社会科学出版社,2002
[26]高波.中国家族企业的成长—文化约束与文化创新.经济学研究,2005,3
[27]高煦照.家族企业理论研究综述.平原大学学报,2004,1
[28]管霞.中国家族企业管理创新的思考.北方经贸,2005,5
[29]郭韬.我国企业组织创新中的问题与对策研究.北方经贸,2004,5
[30]郭跃进.家族企业经营管理.经济管理出版社,2003
[31]郭志文.90年代美国大企业的组织变革及其启示.经济师,1999,11
[32]韩凤晶,石春生.组织创新模式综述.商业研究,2005,7
[33]韩经纶,郑秀芝.当代家族企业研究综述与展望.华侨大学学报,2004,1
[34]何波,何跃,陈瑜.企业组织结构创新的现状及发展趋势研究.西南民族大学学报,2004,11
[35]何圣东.国外家族企业制度变迁的比较及启示.经济纵横,2002,8
[36]贺永顺.准确理解和把握“学习型组织”的实质.中外企业文化,2004,8
[37]贺志峰.论家族企业的定义与重要性.企业家理论与企业成长国际研讨会会议论文集. 广州:2001
[38]胡印斌.厉以宁“炮轰”家族制.燕赵都市报,2001(05-01)
[39]胡昱.学习型组织的本质是学习型的组织文化.中外企业文化,2004,8
[40]胡昱.企业流程再造的创新体系分析.商业研究,2005,5
[41]胡星,韦炜.小型民营企业生产经营管理业务流程重组研究.工业工程与管理,2003,2
[42]黄津孚.现代企业组织与人力资源管理.人民日报出版社,1994
[43]黄津孚.持续经营的对策.企业管理,2005,9
[44]黄孟复,胡德平.中国民营经济发展报告No3(2005-2006).社会科学文献出版社,2006
[45]惠智.企业流程再造系统性的再思考:[硕士学位论文].北京:北京化工大学,2003
[46]霍彬.现代企业组织创新的新动向——超越边界的组织设计.新疆财经,2004,4
[47]姜晨,刘汉民.组织演化理论研究进展.经济学动态,2005,7
[48]金东日.现代企业组织理论与管理.天津大学出版社,2003
[49]李东.“家族理性”与家族企业治理的几个问题.学术交流,2004,2
[50]李东.家族理性——家族企业研究的新假设.南开经济研究,2005,1
[51]李东红.企业组织结构变革的历史、现实与未来.清华大学学报(哲学社会科学版),2000,3
[52]李富永,吕政.家族控股并不过时.中华工商时报,2002(11-1)
[53]李刚,游传新.企业流程的创新管理.统计与决策,2003,6
[54]李贺.基于知识管理的企业组织创新研究:[博士学位论文].吉林大学,2006
[55]李维安等.公司治理.南开大学出版社,2001
[56]李维安.网络治理:内涵、结构、机制与价值创造.天津社会科学,2005,5
[57]李旭辉.家族企业的优劣势分析及发展对策.经济与管理,2005,2
[58]李怡文,刘杰.中小民营企业信息化建设策略研究.计算机应用与软件,2006,9
[59]李易曾.高速成长的民营企业如何进行组织结构转型.上海企业,2003,7
[60]李自如,黄荣.现代企业的组织创新.中南工业大学学报(社会科学版),2000,3
[61]廉勇,李宝山.中外家族企业前沿理论研究综述.财经科学,2006,1
[62]林国志.对我国家族企业可持续发展的几点新认识.渤海大学学报,2005,2
[63]林山,黄培伦.现代企业的组织创新.科技与管理,2003,1
[64]林喜乐.文化变革:组织变革的关键.市场周刊·研究版,2005,12
[65]林燕.未来企业组织结构展望.企业研究,2002,11
[66]刘航.组织创新理论与企业可持续发展.天津职工现代企业管理学院学报,2005,2
[67]刘景江.网络环境下制造企业组织创新的机理与模式研究:[博士学位论文].浙江:浙江大学,2004
[68]刘平青.家族企业研究中的理论问题辨析.湖北经济学院学报,2004,1
[69]刘伟萍.中国民营企业管理制度与发展模式案例·精评.机械工业出版社,2002
[70]刘璇华.基于核心能力的企业组织创新研究:[博士学位论文].暨南大学,2003
[71]刘迎秋,黄泰岩.民营经济发展的问题与出路.经济理论与经济管理,2003
[72]刘玉生.家族企业存在和变革的一种文化分析.泉州师范学院学报,2005,1
[73]刘志迎,王伟浩.高新技术企业组织创新理论研究综述.太原理工大学学报(社会科学版),2003,3
[74]卢福财,刘满芝.信任扩展与家族企业创新发展.中国工业经济,2002,9
[75]卢玮.中国家族企业发展的经营环境分析.湖北财经高等专科学校学报,2004,2
[76]鲁亚曦.中国家族企业的背景与前景.经济管理文摘,2001,23
[77]吕肖东,张涛,何贵兵.家族企业继任过程研究综述.人才开发,2005 2
[78]麻兴斌,蒋衔武,尹燕霞.企业组织变革管理中的矛盾分析与对策.山东社会科学,2002,4
[79]马新建,李晋三.企业组织创新的涵义、新潮及其趋势.现代管理科学,1999,4
[80][法]曼弗雷德·凯茨·德·维里尔.金钱与权力——家族企业的兴衰之道.机械工业出版社,1999
[81]孟领.两方组织变革模型综述.首都经济贸易大学学报,2005,1
[82]明文.家族制企业并非落后产业组织.经济参考报,2002,(10-08)
[83]奈杰尔·金、尼尔·安德森.组织创新与变革.清华大学出版社,2002
[84]牛建宏,郭弋菲.中国民营企业发展问题:合作与组织变革.生产力研究,2006,7
[85]欧晓波.中国民营企业组织变革中出现的问题及对策.大众科技,2005,12
[86]庞华,杜蕾.从浙江经验看我国民营企业的组织战略.北方经济,2004,6
[87]彭亚敏.我国家族企业组织变革的探讨.扬州教育学院学报,2006,1
[88]欧阳晓明.民营企业信息化调研报告(上、下).中华工商时报,2004,11,11
[89]容和平,桑强.论学习型组织与企业创新.税收与企业,1999,4
[90]芮明杰.流程再造.经济科学出版社,1998
[91]芮明杰.管理学:现代的观点.上海人民出版社,1999
[92]桑强.企业组织变革的系统科学思考.科学决策,2001,6
[93]桑强.分工与企业组织创新.管理科学,2003,2
[94]桑强.以流程再造为中心的组织变革模式.管理科学,2004,2
[95]桑强.企业业务流程的重新设计.煤炭经济研究,2005,2
[96]佘海燕。企业文化创新的实质和趋势.教育科研论坛,2005,11
[97]石本仁.中国私营经济的发展回顾与现状分析.暨南学报,2005,3
[98]石峰,陈南岳.家族企业理论综述.南华大学学报,2005,4
[99]宋峰.企业组织设计理论的发展框架.科学管理研究,1998,5
[100]苏启林,欧晓明.西方家族企业理论研究现状.外国经济与管理,2002,12
[101]苏启林,钟乃雄.海外华人家族企业组织管理与分布特征.外国经济与管理,2004,9
[102]唐俐.民营经济对国家的贡献及发展优势分析.重庆工商大学学报,2005,3
[103]唐绍欣.中国家族企业:传统与现代解析.东南大学学报,2004,3
[104]田野.企业组织创新的生态学透视.山东工商学院学报,2004,5
[105]田也壮,方淑芬.企业组织塑性理论.哈尔滨工业大学出版社,2001
[106]王凤彬.企业管理组织变革的理论与实践.中国人民大学出版社,1994
[107]王凤彬.企业组织的过程变革——兼评企业再造理论对传统组织理论的挑战.经济理论与经济管理,1996,3
[108]王凤彬.现代企业的组织与再组织.浙江人民出版社,1997
[109]王凤彬.领导者与现代企业组织.经济管理出版社1997年版
[110]王凤彬.企业内部市场交易费用分析.中国工业经济,2005,1
[111]王凤彬.跨职能团队中的综合性控制及其与信任的关系.财经问题研究,2006,1
[112]王核成.民营企业的组织变革.企业改革与管理,2001,3
[113]王坤,马小永.徽商与晋商:官商·家族经营.兵器工业出版社,2001
[114]王莉.关于中国家族企业发展的社会环境.大同职业技术学院学报,2004,1
[115]王明琳,周生春.西方国家家族企业代理问题研究现状.外国经济与管理,2005,6
[116]王萍.我国家族企业文化探析.现代经济探讨,2005,3
[117]王萍.我国家族企业持续发展的文化解析.企业经济,2005,4
[118]王通讯.论现代企业的组织变革趋势.中国人才,1999,12
[119]王旭.论企业组织变革的质量.商业时代,2006,5
[120]王宣喻.私营企业内部治理结构演变模式研究.经济科学,2002,3
[121]王英.美国的企业组织变革理论.外国经济与管理,1995,6
[122]韦前.我国近年有关家族企业与家族式管理问题的研究综述.学术研究,2001,5
[123]卫刚.企业组织创新研究:[硕士学位论文].天津:天津财经大学,2002
[124]邬爱其,贾生华,陈宏辉.企业成长过程中的企业家能力转换与家族企业组织演替.外国经济与管理,2003,6
[125]吴楚汉.我国私营企业可持续发展成长初探.中共中央党校出版社,2001
[126]吴德贵.企业组织变革五大趋势.企业改革与管理,2000,1
[127]吴冬梅.公司治理结构运行与模式.经济管理出版社,2001
[128]吴京芳.信息成本与企业组织变革趋势.经济管理,2000,6
[129]吴京芳.西方企业组织变革趋势.企业活力,2001,6
[130]吴培良,郑明身,王凤彬.组织理论与设计.中国人民大学出版社,1997
[131]夏春玉,王鑫.论我国中小家族企业的三项修炼.经济管理,2002,3
[132]肖东生,谢荷锋.构建企业组织创新评价指标体系的思考.工厂管理,2001,5
[133]肖东生.论企业组织创新风险.南华大学党报,2002,1
[134]肖东生.基丁驱力系统障碍的企业组织创新风险分析.经济与管理研究,2002,3
[135]谢海军.家族企业制度创新的深层次文化障碍.重庆社会科学,2006,9
[136]谢卫红.组织结构理论述评.华南理工大学学报,2002,4
[137]谢舜龙,刘军栋.论民营企业研发活动的“过程管理”.特区经济,2005,12
[138]徐全忠,郝玉梅.我国家族企业文化建设存在的问题与对策.北方经济,2006,13
[139]许建业.家族企业可持续发展的组织结构分析.江汉大学学报,2003,1
[140]闫书哲,薜敏.企业组织创新的推动因素分析.市场周刊·财经论坛,2003,9
[141]阎海峰,王端旭.现代组织理论与组织创新.人民邮电出版社,2003
[142]杨碧波.组织变革之首——企业组织结构的分析与诊断.经济管理学报,1997,2
[143]杨静.论现阶段中国家族企业文化的再造:[硕士学位论文].西南大学,2006
[144]杨静,姜华.关于组织变革的绩效评价的研究.河北建筑科技学院学报,2006,1
[145]杨雪梅.商业银行组织创新机制理论与实证研究:[博士学位论文].浙江:浙江大学,2005
[146]姚明龙,王远军.国外家族企业研究最新进展述评.浙江社会科学,2004,6
[147]姚贤涛,王连娟.中国家族企业现状、问题与对策.企业管理出版社,2002
[148]叶国灿.论家族企业控制权的转移与内部治理结构的演变.管理世界,2004,4
[149]叶航.利他行为的经济学解释.经济学家,2005,3
[150]叶亚飞.家族企业及其文化建设存在的问题与对策.商场现代化,2006,5
[151]叶宜强.企业管理的业务流程问题.中国计算机报,2002-11-11-B15
[152]易元红.浅论民营企业组织变革,科技创新月刊,2005,5
[153]应焕红.家族企业制度创新.北京:社会科学文献出版社,2005.2
[154]于斌.企业组织创新趋势探析.中国流通经济,2005,3
[155]于静涛.我国民营企业集团组织结构中存在的问题与出路.平原大学学报,2000,1
[156]余斌,周煊.如何解决民营企业与职业经理人之间的委托代理问题.中外企业家,2003,2
[157]余功文,李海婴.家族企业的组织结构与组织效能.武汉理工大学学报·信息与管理工程版,2003,4
[158]余立智.关于民营企业“家族制锁定”现象的经济学解释.财经论丛,,2002,1
[159]袁安照,余光胜.现代企业组织创新.山西经济出版社,1998
[160]袁洁秋,牛春巧等.中国家族企业问题的文化根源.企业改革与管理,2005,12
[161]袁友军.论民营企业内部经营管理过程中的关系主义.学术交流,2004,9
[162]詹华庆.民营企业组织结构设计思考.四川省情,2003,9
[163]曾楚宏,林丹明.国内外关于当前企业组织变革的研究综述.经济纵横,2003,5
[164]张长立.西方管理组织理论创新研究.吉林人民出版社,2006
[165]张钢.企业组织创新的内在逻辑过程研究.科学管理研究,2000,5
[166]张钢.我国企业组织创新的源与模式研究.科学管理,2001,2
[167]张宏伟.家族企业组织层面研究的新进展.经济理论与经济管理.2005,1
[168]张科,蓝海林.国外企业组织结构理论与变革研究初探.商场现代化,2006,6
[169]张隆高.德鲁克的管理思想.南开管理评论,1999,3
[170]张嵩伟.中国家族企业的存在发展及管理状况综述.市场周刊·研究版,2005,S3
[171]张维迎.西方企业理论的演进与最新发展.经济研究,1994,11
[172]张议元,马建辉.谈家族企业文化创新.经济论坛,2006,6
[173]张余华.家族企业存在的理论基础与研究状况.科技进步与对策,2003,4
[174]张正明.晋商兴衰史.山西古籍出版社,2001
[175]赵连荣,付淼.浅析我国中小民营企业的组织变革对策.经济论坛,2005,15
[176]郑海航.企业组织学导论.中国劳动出版社,1990
[177]郑海航.中国企业理论五十年.经济科学出版社,1999
[178]郑海航,曾少军.对家族企业发展趋势的研究.经济理论与经济管理,2003,9
[179]郑海航.企业组织论.经济管理出版社,2004
[180]郑海航.中国企业家成长问题研究.经济管理出版社,2006
[181]郑明身.企业组织创新与竞争力.经济管理,2002,11
[182]中国民(私)营经济研究会.中国私营经济年鉴2002年版.中华工商联合出版社,2003
[183]钟朋荣.家族企业生而有道.中外管理,2002,1
[184]周红紫,潘钇璇.我国家族企业战略制定影响因素分析.科研管理2005年增刊
[185]周立新.转轨时期中国家族企业组织演进研究.北京:经济管理出版社,2005
[186]周茂清.国外企业组织结构的演变、发展趋势及我国企业组织结构的变革.南京社会科学增刊,2000
[187]周其仁.市场里的企业:一个人力资本与非人力资本的特别合约.经济研究.1996(6)
[188]周阳敏.家族企业的制度经济研究.企业家理论与企业成长国际研讨会会议论文集.广州:2001
[189]周莹.从文化视角审视家族企业组织结构.乡镇企业研究,2004,5
[190]朱伟民.组织理论与组织创新研究.商业经济与管理,2006,1
[191]邹波,张思复,段鹰.基于流程的民营中小企业管理体系构建研究.重庆大学学报,2003,2
[192]邹进文.中国民营经济的历史演进.广州社会主义学院学报,2005,2
[193]阿尔奇安,德姆塞茨.生产、信息费用和经济组织.财产权利与制度变迁[M].上海三联书店,1994.59-95
[194]彼得·圣吉.第五项修炼——学习型组织的艺术与实务.上海三联书店,1998
[195]理查德·L·达大特.组织理论与设计.第七版.清华大学出版社,2003
[196]哈罗德·孔茨,海因茨·韦里克.管理学.第九版.经济科学出版社,1993
[197][美]科斯.企业的性质.论生产的制度结构[M].上海三联书店,1994.1-24
[198]卡洛克,沃德.家族企业战略计划.中信出版社,2002
[199]迈克尔·波特.竞争战略.华夏出版社,1997
[200]迈克尔·科伦索.组织变革改善策略——组织演进与变革.经济管理出版社,2003
[201][美]钱德勒.看得见的手[M].商务印书馆,1987
[202]A·A·Berle & Means,G.C.The Modern Corporation and Private Property.Harvourt,Brace and World,inc.,New York,revised edition.1967
[203]A.L.Carsrnd.Meanderings of a Ressurected Psychologist,or Lessons Learned inCreating a Family Business Program.Entrepreneurship Theory and Practice.Fall,1994.39-40
[204]Adrian Cadbuty.Family Firms and their Governance:Creating Tomorrow's Company from Today's[J].Egon Zehnde International,2000
[205]Alchian,A &Woodward,S.The Firm is Dead,Long Live the Firm:A Review of Oliver E.Williamson's.The Economic Institutions of Capitalism Journal of Economi c Literature,Vol.ⅩⅩⅣ,1998.65-79
[206]Anderson,N.and King,N.Innovation in Organizations in C.L.Cooper and I.T.Roberston(eds),International Review of Industrial and Organizational Psychology Volume 8,1993.1-34
[207]Anthony P.Guratola.Family Business Values and Estate Planning.Strategic Finance,October,2000
[208]Andrew S.Grove.Navigation Strategic Inflection Points.Business Strategy Review 8(3),1997
[209]Andrew S.Grove.Only the Paranoid Survive.Harper Collins,1998
[210]Aydin,C.E.and Rice,R.E.Social worlds,individual differences and implementation:Predicting attitudes toward a medical information system.Information and Management 20,1991.119-36
[211]Barney,J.B & Ouchi,W.G.Organizational Economics.Jossey Bass Publishers,SanFrancisco,London,1986.8-9
[212]Berghe & Carchon.Corporate Governance Practices in Flemish Family Business[R].Working Paper Series,2001
[213]Burke,W.W.Organizational change is not a linear process.New York:Sage Publications,2002
[214]C.M.Daily and M.J.Dollinger.Family Firms Are Different.Review of Business,13(1),1991.3-5
[215]Choi,Rungtusanatham and Kim.Continuous Improvement on the Shopfloor:Lessons from Small and Midsize firms.Business Horizons,Nov.-Dec.1997
[216]Cole.Women in Family Business[J].Family Business Review,10(4),1997.353-371
[217]Colenso,M.(ed.).Kaizen Strategies for Improving Team Performance.Financial Times Prentice Hall,1999
[218] Damanpour F. Innovation Type, Radicalness, and the Adoption Process. Communication Research, 15(5), 1988. 545-567.
[219] Daniel L. McConaughy and Michael C. Walker. Founding Family Controlled Firms: Efficiency and Value. Review of Financial Economics, Vol.7.No.1, 1-19
[220] Darshan Bachkaniwala, Mike Wright and Monder Ram: Succession in South Asian Family Business in the UK. International Small Business Journal, 19 (4), 2000.
[221] Davis. Challenges Facing Company in the Gulf Region [J]. Family Business Review 13(3),2000.217-237
[222] Dean A. Shepherd and Andre Zacharakis. Structuring Family Business Succession: An Analysis of the Future Leader's Decision Making. Entrepreneurship Theory and Practice,Summer, 2000
[223] Demsetz,H. The Theory of the Firm Revisited, in Williamson,O.E(ed). The Nature of The Firm. Oxford University Press, 159-178
[224] Dianna C. Preece and Greg Filbeck. Family Friendly Firms: Does It Pay to Care?.Financial Services Review, 8, 1999.47-60
[225] Donald Getz and Jack Carlsen. Characteristics and Goals of Family and Owner-operated Businesses in the Rural Tourism and Hospitality Sectors. Tourism Management, 21,2000.547-560
[226] E.F. Fama and M.C. Jensen. Speration of Ownership and Control. Journal of Law and Economics, 26, 1983.301-25
[227] E. Kepner. The Family and the Firm: A Co-evolutionary Perspective. Organizational Dynamics, 12(1), 1983.58-70
[228] Edgar H. Schein. Organizational Culture and Leadership (second edition). Jossey Bass Inc., 1992
[229] Ericsson. Women, Family, and Small Business in Later 19th Sweden [J].History of Family,(6),2001.225-239
[230] Filbeck & Lee. Financial Management Techniques in Family Business[J]. Family Business Review, 13(3), 2000.201-216
[231] Francis Fukuyama. Trust:The Social Virtues and The Creation of Prosperity. Hamish Hamilton Ltd, London, 1995
[232] Gatignon, H., Tushman, M. L., Smith. W & Anderson P. A structural approach to assessinginnovation: construct development of innovation locus, type, and characteristics.Management Science, 2002.48
[233] Grover V., Kettinger W.J. and Teng J.T.C. Business process change in the 21st century.Business and Economic Review, Jan: Mar., 2000.14-18.
[234] H. Demsetz. The Structure of Ownership and the Theory of the Firm. Journal of Law and Economics, 26, 1983.75-90
[235] H. Demsetz, K. Lehn. The Structure of Corporate Ownership: Causes and Consequences.Journal of Political Economy, 93 (6), 1985.55-77
[236] H. Levinson. Conflicts That Plague the Family Business. Harvard Business Review,49,1971.90-98
[237] Hall, R.H. Organizations: structures, processes, and outcomes. Prentice Hall, 2001
[238] Hamel, G and Pralahad, C.K. Competing for the Future. Harvard Business Press, 1994
[239] Hammer, M. & Champy, J. Reengineering the corporation: A manifesto for business revolution.Harper Collins, New York, 1993
[240] Harriosn. Organizational Trailblazers. Canadian Business Review, 1995
[241] Harrison, D.B. Shaping the Organization of the Future. Canadian Business Review 22(4),1995
[242] Hatch, M. J. The dynamics of organizational culture. Academy of Management Review,18(4), 1993.657-693
[243] Hesselbein, F., Goldsmith, M. & Somerville. Leading for innovation and organizing for results.Jossey-Bass, 2001
[244] Imai.M. Gemba Kaizen.McGraw-Hill,1997
[245] J. G Longenecker and J. E. Schoen. Management Succession in the Family Business.Journal of Small Business Management, 16 (3), 1978
[246] Jack Tittenburn. Private Versus Public Enterprises. Janus Publishing Company, London,1996
[247] James L. Gibson, John M. Ivancevich, James H. Donnelly. Organizations-Behavior, Structure. Processes(10th edition). McGraw-Hill, 2000
[248] James M.Hunt and Wendy C.Handler. The Practice of Family Firm Leaders. Journal of Developmental Enterpreneurship, Vol.4, No.2. Fall/Winter, 1999
[249] James S. Harvey, Jr. Owner as Manager: Extended Horizons and the Family Firm. International Journal of the Economics of Business, vol.6, No.1, 1999.41-55
[250] Jensen, M.C & Meckling,W. Theory of the Firm: Managerial Behavior, Agency Costs, and Ownership Structure. Journal of Financial Economics,3(4),1976.305-360
[251] Joseph E.McCann.Design Principles for an Innovating Company. Academy of Management Executive 5, May 1991. 76-93.
[252] Joseph E. McCann, III and Anna Y. Leon-Guerrero. Strategic Goals and Practices of In novative Family Businesses. Journal of Small Business Management,39(1),2001.50-59
[253] Josef Ehmer. Family and Business Among Master Artisans and Entrepreneurs: The Case of 19th-century. History of Family, 6, 2001. 187-202
[254] Jusin Longnecker, Carlos Moore, and William Petty. Small Business Management.South-Western College Publishing, 2000
[255] Kaplan.R.S. and Norton.D.P. The Balanced Scorecard. Harvard Business School Press, 1996
[256] Kimberly, J.R. Managerial Innovation. in P.C. Nystrom and W.H. Starbuck (eds) Handbook of Organizational Design, Oxford: Oxford University Press, 1981
[257] King, N. Modeling the innovation process: An empirical comparison of approaches.Journal of Occupational and Organizational Psychology 65,1992. 89-100
[258] Knight, K. A descriptive model of the infra-firm innovation process. Journal of Business, 40, October, 1967.478-496
[259] Kotter, J. Leading Change. Harvard Business Press,1996
[260] Kotter and Rothbard. Cultural Change at Nissan Motors. Harvard Business Schoolcase 9-491-079,1993
[261] Kotter,J.P. and Schlesinger,L. A..Choosing strategies for change. Harvard Busin-ess Review,March-April, 1979.106-114.
[262] L.B.Barnes and S.A.Hershon. Transferring Power in the Family Business Program.Entrepreneurship Theory and Business Review,24(3), 1976.105-114
[263] M.C.Jensen, W.Meckling. Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure. Journal of Financial Economics,3(2),1976.6-60
[264] M.Doris Theune, ed. Planning for Succession in the Family Business. Trust and Estate, July, 2000
[265] M.F.R. Kets de Vries.The Dynamics of Family Controlled Firms. Organizational Dy namics,21,1993.59-71
[266] M.H.Morris, R.O.Williams, J.A.Allen and R.A.Avila. Correlates of Success in Family Business Transitions. Journal of Busiiness Venturing, 12(5),1997.341-422
[267] M.Fox, V.Nilakant and R.T.Hamilton. Managing Succession in Family-owned Businesses.International Small Business Journal, 15(1),1997.15-25
[268] Mark Goyder, N.A.Hartley. Tomorrow's Company. Royal Society of Arts,1995
[269] Matteson&Ivancevich. Management and Organizational Behavior Classics (6th edition). McGraw-Hill, 1996
[270] Meyer, J.M. & Rowan, B. Institutionalized organizations: Formal structure as myth and ceremony.American Journal of Sociology, 83, 1977. 340-363
[271] Michael.C.Jensen & Willian.H.Mecking. Theory of the firm: Managerial Behavior,Agency Costs and Ownership Structure ,3 J. Fin. Econ, 1976. 305-306
[272] Muyzika, Breuning and Rossel. The Secret of New Growth in Old German "Mittelstand"Companies, Europe Management Journal, 15(2), 1997
[273]Nancy.J.Miller, Harriet McLeod, et al. Managing Family Business in Small Communities. Journal of Small Business Management,39(l), 2001. 73-87
[274] Nancy Upton, Elisabeth J.Teal, and Joe T.Felan. Strategic and Business Planning Practices of Fast Growth Family Firms. Journal of Small Business Management,39(1), 2001. 60-72
[275] P.GHolland and W.R.Boulton. Balancing the Family and the Business in Family Business. Business Horizons, 27(2), 1984.16-21
[276] Paul E. Dascher and William G Jens, Jr. Family Business Succession Planning.Business Horizons, September-October, 1999
[277] Peter Carey, Reger Sinmett, and George Tanewski. Voluntary Demand for Internal and External Auditing by Family Businesses. Auditing, Supplement 2000
[278] Peter S.Davis and Paula D.Harveston. The Phenomenon of Substantive Conflict in the Family Firm: A Cross-generational study. Journal of Small Business Management,39(1),2001. 14-30
[279] Phillip M.Perry. Keep the Family Business on Track. National Jewelry, February 1,2001
[280] Phyllis M.Cowan and Paul D.Milne. The Family Business History: A Catalyst to a Successful Succession Plan. CPA Consultant, August/September,2001
[281] Pramodita Sharma, Jess H.Chua and James J. Chrisman. Perceptions About the Extend of Succession Planning in Canadian Family Firms. Canadian Journal of Administrative Sciences, 17(3), 2000
[282] R.A.Litz. The Family Business:Toward definitional clarity. Academy of Management Journal, 1995
[283] R.Beckhard and W.Dyer Jr. Managing Continuity in Family-owned Business. Organizational Dynamics, 12(1),1983.5-12, 59-65
[284] R.Stulz. Managerial Control of Voting Rights:Financing Policies and the Market for Corporate Control. Journal of Financial Economics, 20(1), 2000. 25-54
[285] Ralph Chami. What's Different about Family Business [R] UND & IMF Working Paper, (10), 1999
[286] Richard H.Hall. Organizations——Structure, Processes, & Outcomes. Prentice Hall,1991
[287] Richard L.Daft, Essentials of Organization Theory and Design. South-Western College Publishing, 1998
[288] Richard N. Osborn, James G. Hunt, Lawrence R. Jauch. Organization Theory: An Integrated Approach. John Wiley & Sons, 1980
[289] Robbins.H. and Finley.M. Why Change Doesn't Work, Why Initiatives Go Wrong and How to Try Again—and Succeed, Orion Business, 1997
[290] Robert B. Duncan .Characteristics of Perceived Environments and Perceived Enviro nment Uncertainty. Administrative Science Quarterly 17, 1972
[291] Roers, E.M. Diffusion of Innovations. 3rd edition, New York: Free Press, 1983
[292] S.Birley. Succession in the Family Firm: The Inheritors View. Journal of Small Business Management,July, 1986
[293] S.Birley and D. Muzyka(eds). A.Lank. Making Sure the Dynasty Does Not Become a Dallas. Mastering Enterprise, Pitman, London. 1997
[294] S.Cromie, B.Stephenson, and D.Monteith. The Management of Family Firms: An Empirical Investigation. International Small Business Journal, 13, 1995. 11-34
[295] S. G Redding. This is Not the Case in Eastern Societies,in The Spirit of Chinese Capitalism, de Gruyter, New York, 1990
[296] Schaffer, R.H. and Thomson, H. A. Successful Change Programming Begin with Results. Harvard Business Review on Change, 1998
[297] Shafritz, J.M.,& Ott, J.S. Classics of organization theory (Third Edition). Pacific Grove, CA:BtrookslCole Publishing Company, 1992
[298] Sharma & Rao. Successor Attributes in Indian and Canadian Family Firms: a Comparative Study [J]. Family Business Review,13(4), 2000. 313-330
[299] Smith. Management Succession and Financial Performance of Family Controlled Firms [J]. Journal of Corporate Finance,(5), 1999. 341-368
[300] Smith, B. and Hall, S. Taking AA Insurance from Recovery to Sustainable Growth.Long Range Planning,31(4), 1998
[301] Sorge, A., et al. (ed.). The IEBM Handbook of Organizational Behavior. 沈阳: 辽宁教育出版社(英文影印版) ,1998
[302] Stepher Martin and David Parker. The Impact of Privatization-Ownership and Corporate in the UK, Routledge, 1997
[303] Sue Birley, Dennis Ng and Andrew Godfrey. The Family and the Business. The Governance of Smaller Businesses, December, 1999. 598-608
[304] Thomas E.Kaplan, Gerard George and GW.Rimler. Research Note University-sponsored Family Business Programs: Program Characteristics, Perceived Quality and Member Satisfaction. Entrepreneurship Theory and Practice, Spring, 2000
[305] Tom Ericsson. Women, Family, and Small Business in Late Nineteenth Century Sweden.History of the Family, 6, 2001. 225-239
[306] Van de Ven, A., Angle, H.L. and Poole, M.S. Research on the Management of Inn ovation: The Minnesota Studies. New York: Harper & Row, 1989
[307] W.C.Handler and K.E.Kram. Succession in Family Firms: The Problem of Resistance.Family Business Review, 1(4), 1988. 361--381
[308] W.F.Cascio. Costing Human Resources: The Financial Impact of Behavior in Organizations. PWS-Kent, Boston, 1991
[309] W.Richard Scott. Organizations: Rational, Natural, and Open Systems. Pretence Hall,1998
[310] Wellington, P. Kaizen Strategies for Customer Care, Pitman, 1997
[311] West, M.A. and Fair, J. L. Innovation at Work: Psychological Perspectives. Social Behavior 4, 1989. 15-30
[312] Williamson, O.E. The Economic Institutions of Capitalism. The FreePress, 1985
[313] Williamson, O.E. Antitrust Economics: Mergers, Contracting and Strategic Behavior.Basil Black-well, 1987
[314] Williamson, O.E. Comparative Economic Organization: The Analysis of Organization:The Analysis of Discrete Structural Alternatives, Administrative Science Quarterly,36, 1991. 269-296
[315] Williamson, O.E. The Economics of Organization: the Transaction Cost Approach.American Journal of Sociology, Vol.87, No.3, 1981. 548-577
[316] Xu Xiaonian, Yanwang. Owenership Structure and Corporate Governance in Chinese Stock Companies. China Economic Review, 10, 1999. 75-78
[317] Zaltman, G, Duncan, R. and Holbek, J. Innovations and Organizations. New York:Wiley, 1973
[318] Robert B. Duncan .Characteristics of Perceived Environments and Perceived Enviro nment Uncertainty. Administrative Science Quarterly 17, 1972
1 更为详细的中国家族企业组织失衡问题分析将在第四、五、六章中展开讨论。
1 胡印斌:《厉以宁“炮轰”家族制》,燕赵都市报,2001年05月01日。
1 本文后续内容的研究如无特殊说明,将主要以中国私营企业为样本:一方面是因为现实中有关家族企业的专门统计数据很难获得;另一方面则是如前文所述,中国的私营企业90%都是家族企业。因此,本文使用私营企业作为研究样本,将不会影响研究中关于中国家族企业所得出的主要结论。
1 贺志峰:《论家族企业的定义与重要性》,《企业家理论与企业成长国际研讨会会议论文集》,广州:2001年。
1 见王凤彬2002为Daft的《组织理论与设计》第七版所写的“译者前言”。
1 如中山大学“中国家族企业研究中心”、厦门大学“企业发展战略研究中心”等。
1 王凤彬:《企业管理组织变革的理论与实践》,中国人民大学出版社,1994年版。
2 袁安照、余光胜:《现代企业组织创新》,山西经济出版社,1998年版。
1 芮明杰:《管理学:现代的观点》,上海人民出版社,1999年版。
1 郑海航:《企业组织学导论》,中国劳动出版社,1990年版。
1 根据郑海航《关于企业组织学的学科体系探讨》(《中国工业经济研究》1990年第4期)整理而成。
1 张钢:《我国企业组织创新的源与模式研究》,《科学管理》2001年第2期。
1 张正明:《晋商兴衰史》,山西古籍出版社,2001年版。
1 姚贤涛、王连娟:《中国家族企业现状、问题与对策》,企业管理出版社,2002年版。
1 甘德安:《中国家族企业研究》,中国社会科学出版社,2002年版。
2 吴振坤:《中国私营经济健康发展之道》,广东教育出版社,1997年版。
1 下面的主要数据均引自黄孟复、胡德平:《中国民营经济发展报告No3(2005-2006)》(社会科学文献出版社,2006年版)
1 本论文完稿之时,《物权法》已获全国人大通过。
1 详细的组织运行问题分析将在随后的相关章节具体展开。
1张科、蓝海林:《国外企业组织结构理论与变革研究初探》,《商场现代化》,2006年第6期。
1彼得·F·德鲁克等:《知识管理》,中国人民大学出版社,1999年版。
1 笔者参与了本案例调研的全过程。
2 出于对研究对象的尊重,对其相关名称一律以“X”称呼。
1王凤彬:《企业组织的过程变革——兼评企业再造理论对传统组织理论的挑战》,《经济理论与经济管理》,1996年第3期。
1李刚、游传新:《企业流程的创新管理》,《统计与决策》,2003年第6期
1袁友军:《论民营企业内部经营管理过程中的关系主义》,《学术交流》,2004年第9期。
1本案例引自胡新、韦炜《小型民营企业生产经营管理业务流程重组研究》,《工业工程与管理》2003年第2期
1河北企业文化研究课题组:《企业文化创新的实质和趋势》,《企业文化与管理》2005年第11期。
1刘平青:《家族企业研究中的理论问题辨析》,《湖北经济学院学报》,2004第1期。
1吴楚汉:《我国私营企业可持续发展成长初探》,中共中央党校出版社,2001年版。
1徐全忠、郝玉梅:《我国家族企业文化建设存在的问题与对策》,《北方经济》,2006年第13期。
1 本案例引自刘伟萍《中国民营企业管理制度与发展模式案例·精评》,机械工业出版社,2002年版。
1 迈克尔·科伦索:《组织变革改善策略——组织演进与变革》,经济管理出版社,2003年版。
1 Hall,R.H.Organizations:structures,processes,and outcomes.Prentice Hall,2001
1 根据肖东生、谢荷锋:《构建企业组织创新评价指标体系的思考》,《工厂管理》,2001年第5期整理。
1 根据芮明杰《管理学:现代的观点》(上海人民出版社,1999年版)的相关内容整理。
1 吴德贵:《企业组织变革五大趋势》,《企业改革与管理》,2000年第1期。
1 下述相关数字预测主要引自黄孟复、胡德平《中国民营经济发展报告No3(2005-2006)》(社会科学义献出版社,2006)。
1 肖敏驹:《并购并不总是成功》,《.中外管理》,1998年第9期。
1 欧阳晓明:《民营企业如何更好地“走出去”》,《光明日报》2007年03月01日。
1 厉以宁:《经济学创新,时代与改革的呼唤》,《光明日报》2007年02月13日。
[1]白石.家族企业问题讨论综述.经济理论与经济管理,2003,7
[2]包发根.管理创新再创家族企业新优势.浙江经济,2006,4
[3]曹德骏.家族企业研究的几个理论问题.财经科学,2002,6
[4]陈躬林.家族企业,有待于正确评价的企业制度.东南学术.福州:2002,1
[5]陈合胜.家族企业组织形态分析.零陵学院学报.2003,5
[6]陈建华.企业组织创新过程中风险的识别研究.商业研究,2004,23
[7]陈凌.面向网络时代的中国家族企业研究.学术研究,2001,5
[8]陈然方.信任、隐性激励与家族企业成长的三阶段模型.当代经济科学,2005,2
[9]陈书奇.我国家族企业组织创新的障碍及对策探析.河南教育学院学报,2004,4
[10]陈言.日本家族企业文化功过.商业文化,2005,6
[11]陈永昌.市场经营新主体—民营经济论略.北方论丛,2005,1
[12]陈永志,郑若娟.略论中国家族企业制度创新.经济学家,2005,3
[13]程书强.我国家族企业存在发展的理论分析.理论导刊,2005,1
[14]储小平.家族企业研究,一个具有现代意义的话题.中国社会科学,2000,5
[15]储小平,李怀祖.信任与家族企业的成长.管理世界,2003,6
[16]达庆利,王愚,万伦来.虚拟企业结构模型及运作机制——一种类生物化的分析视角.清华大学出版社,2004
[17]戴洪德.学习型企业的文化特色.中外企业文化,2004,8
[18]戴鑫.组织变革绩效评价的相关研究评述.现代管理科学,2006,1
[19]邸杨,孙聃.实现企业组织变革平稳过渡的主要障碍及对策.中国软科学,1998,2
[20]刁秋梅,李金东.现代企业的组织创新.经营与管理,2001,9
[21]房茂涛,尹一安.探析中国家族企业文化现状及其重塑.北方经贸,2006,2
[22]冯进路,葛华.组织创新研究主要流派及发展趋势.郑州轻工业学院学报,2002,4
[23]傅靖.企业流程再造的理念创新及流程探析.现代管理科学,2005,11
[24]付锦峰.民营企业管理创新的动力机制研究.郑州经济管理干部学院学报,2004,1
[25]甘德安等.中国家族企业研究.中国社会科学出版社,2002
[26]高波.中国家族企业的成长—文化约束与文化创新.经济学研究,2005,3
[27]高煦照.家族企业理论研究综述.平原大学学报,2004,1
[28]管霞.中国家族企业管理创新的思考.北方经贸,2005,5
[29]郭韬.我国企业组织创新中的问题与对策研究.北方经贸,2004,5
[30]郭跃进.家族企业经营管理.经济管理出版社,2003
[31]郭志文.90年代美国大企业的组织变革及其启示.经济师,1999,11
[32]韩凤晶,石春生.组织创新模式综述.商业研究,2005,7
[33]韩经纶,郑秀芝.当代家族企业研究综述与展望.华侨大学学报,2004,1
[34]何波,何跃,陈瑜.企业组织结构创新的现状及发展趋势研究.西南民族大学学报,2004,11
[35]何圣东.国外家族企业制度变迁的比较及启示.经济纵横,2002,8
[36]贺永顺.准确理解和把握“学习型组织”的实质.中外企业文化,2004,8
[37]贺志峰.论家族企业的定义与重要性.企业家理论与企业成长国际研讨会会议论文集. 广州:2001
[38]胡印斌.厉以宁“炮轰”家族制.燕赵都市报,2001(05-01)
[39]胡昱.学习型组织的本质是学习型的组织文化.中外企业文化,2004,8
[40]胡昱.企业流程再造的创新体系分析.商业研究,2005,5
[41]胡星,韦炜.小型民营企业生产经营管理业务流程重组研究.工业工程与管理,2003,2
[42]黄津孚.现代企业组织与人力资源管理.人民日报出版社,1994
[43]黄津孚.持续经营的对策.企业管理,2005,9
[44]黄孟复,胡德平.中国民营经济发展报告No3(2005-2006).社会科学文献出版社,2006
[45]惠智.企业流程再造系统性的再思考:[硕士学位论文].北京:北京化工大学,2003
[46]霍彬.现代企业组织创新的新动向——超越边界的组织设计.新疆财经,2004,4
[47]姜晨,刘汉民.组织演化理论研究进展.经济学动态,2005,7
[48]金东日.现代企业组织理论与管理.天津大学出版社,2003
[49]李东.“家族理性”与家族企业治理的几个问题.学术交流,2004,2
[50]李东.家族理性——家族企业研究的新假设.南开经济研究,2005,1
[51]李东红.企业组织结构变革的历史、现实与未来.清华大学学报(哲学社会科学版),2000,3
[52]李富永,吕政.家族控股并不过时.中华工商时报,2002(11-1)
[53]李刚,游传新.企业流程的创新管理.统计与决策,2003,6
[54]李贺.基于知识管理的企业组织创新研究:[博士学位论文].吉林大学,2006
[55]李维安等.公司治理.南开大学出版社,2001
[56]李维安.网络治理:内涵、结构、机制与价值创造.天津社会科学,2005,5
[57]李旭辉.家族企业的优劣势分析及发展对策.经济与管理,2005,2
[58]李怡文,刘杰.中小民营企业信息化建设策略研究.计算机应用与软件,2006,9
[59]李易曾.高速成长的民营企业如何进行组织结构转型.上海企业,2003,7
[60]李自如,黄荣.现代企业的组织创新.中南工业大学学报(社会科学版),2000,3
[61]廉勇,李宝山.中外家族企业前沿理论研究综述.财经科学,2006,1
[62]林国志.对我国家族企业可持续发展的几点新认识.渤海大学学报,2005,2
[63]林山,黄培伦.现代企业的组织创新.科技与管理,2003,1
[64]林喜乐.文化变革:组织变革的关键.市场周刊·研究版,2005,12
[65]林燕.未来企业组织结构展望.企业研究,2002,11
[66]刘航.组织创新理论与企业可持续发展.天津职工现代企业管理学院学报,2005,2
[67]刘景江.网络环境下制造企业组织创新的机理与模式研究:[博士学位论文].浙江:浙江大学,2004
[68]刘平青.家族企业研究中的理论问题辨析.湖北经济学院学报,2004,1
[69]刘伟萍.中国民营企业管理制度与发展模式案例·精评.机械工业出版社,2002
[70]刘璇华.基于核心能力的企业组织创新研究:[博士学位论文].暨南大学,2003
[71]刘迎秋,黄泰岩.民营经济发展的问题与出路.经济理论与经济管理,2003
[72]刘玉生.家族企业存在和变革的一种文化分析.泉州师范学院学报,2005,1
[73]刘志迎,王伟浩.高新技术企业组织创新理论研究综述.太原理工大学学报(社会科学版),2003,3
[74]卢福财,刘满芝.信任扩展与家族企业创新发展.中国工业经济,2002,9
[75]卢玮.中国家族企业发展的经营环境分析.湖北财经高等专科学校学报,2004,2
[76]鲁亚曦.中国家族企业的背景与前景.经济管理文摘,2001,23
[77]吕肖东,张涛,何贵兵.家族企业继任过程研究综述.人才开发,2005 2
[78]麻兴斌,蒋衔武,尹燕霞.企业组织变革管理中的矛盾分析与对策.山东社会科学,2002,4
[79]马新建,李晋三.企业组织创新的涵义、新潮及其趋势.现代管理科学,1999,4
[80][法]曼弗雷德·凯茨·德·维里尔.金钱与权力——家族企业的兴衰之道.机械工业出版社,1999
[81]孟领.两方组织变革模型综述.首都经济贸易大学学报,2005,1
[82]明文.家族制企业并非落后产业组织.经济参考报,2002,(10-08)
[83]奈杰尔·金、尼尔·安德森.组织创新与变革.清华大学出版社,2002
[84]牛建宏,郭弋菲.中国民营企业发展问题:合作与组织变革.生产力研究,2006,7
[85]欧晓波.中国民营企业组织变革中出现的问题及对策.大众科技,2005,12
[86]庞华,杜蕾.从浙江经验看我国民营企业的组织战略.北方经济,2004,6
[87]彭亚敏.我国家族企业组织变革的探讨.扬州教育学院学报,2006,1
[88]欧阳晓明.民营企业信息化调研报告(上、下).中华工商时报,2004,11,11
[89]容和平,桑强.论学习型组织与企业创新.税收与企业,1999,4
[90]芮明杰.流程再造.经济科学出版社,1998
[91]芮明杰.管理学:现代的观点.上海人民出版社,1999
[92]桑强.企业组织变革的系统科学思考.科学决策,2001,6
[93]桑强.分工与企业组织创新.管理科学,2003,2
[94]桑强.以流程再造为中心的组织变革模式.管理科学,2004,2
[95]桑强.企业业务流程的重新设计.煤炭经济研究,2005,2
[96]佘海燕。企业文化创新的实质和趋势.教育科研论坛,2005,11
[97]石本仁.中国私营经济的发展回顾与现状分析.暨南学报,2005,3
[98]石峰,陈南岳.家族企业理论综述.南华大学学报,2005,4
[99]宋峰.企业组织设计理论的发展框架.科学管理研究,1998,5
[100]苏启林,欧晓明.西方家族企业理论研究现状.外国经济与管理,2002,12
[101]苏启林,钟乃雄.海外华人家族企业组织管理与分布特征.外国经济与管理,2004,9
[102]唐俐.民营经济对国家的贡献及发展优势分析.重庆工商大学学报,2005,3
[103]唐绍欣.中国家族企业:传统与现代解析.东南大学学报,2004,3
[104]田野.企业组织创新的生态学透视.山东工商学院学报,2004,5
[105]田也壮,方淑芬.企业组织塑性理论.哈尔滨工业大学出版社,2001
[106]王凤彬.企业管理组织变革的理论与实践.中国人民大学出版社,1994
[107]王凤彬.企业组织的过程变革——兼评企业再造理论对传统组织理论的挑战.经济理论与经济管理,1996,3
[108]王凤彬.现代企业的组织与再组织.浙江人民出版社,1997
[109]王凤彬.领导者与现代企业组织.经济管理出版社1997年版
[110]王凤彬.企业内部市场交易费用分析.中国工业经济,2005,1
[111]王凤彬.跨职能团队中的综合性控制及其与信任的关系.财经问题研究,2006,1
[112]王核成.民营企业的组织变革.企业改革与管理,2001,3
[113]王坤,马小永.徽商与晋商:官商·家族经营.兵器工业出版社,2001
[114]王莉.关于中国家族企业发展的社会环境.大同职业技术学院学报,2004,1
[115]王明琳,周生春.西方国家家族企业代理问题研究现状.外国经济与管理,2005,6
[116]王萍.我国家族企业文化探析.现代经济探讨,2005,3
[117]王萍.我国家族企业持续发展的文化解析.企业经济,2005,4
[118]王通讯.论现代企业的组织变革趋势.中国人才,1999,12
[119]王旭.论企业组织变革的质量.商业时代,2006,5
[120]王宣喻.私营企业内部治理结构演变模式研究.经济科学,2002,3
[121]王英.美国的企业组织变革理论.外国经济与管理,1995,6
[122]韦前.我国近年有关家族企业与家族式管理问题的研究综述.学术研究,2001,5
[123]卫刚.企业组织创新研究:[硕士学位论文].天津:天津财经大学,2002
[124]邬爱其,贾生华,陈宏辉.企业成长过程中的企业家能力转换与家族企业组织演替.外国经济与管理,2003,6
[125]吴楚汉.我国私营企业可持续发展成长初探.中共中央党校出版社,2001
[126]吴德贵.企业组织变革五大趋势.企业改革与管理,2000,1
[127]吴冬梅.公司治理结构运行与模式.经济管理出版社,2001
[128]吴京芳.信息成本与企业组织变革趋势.经济管理,2000,6
[129]吴京芳.西方企业组织变革趋势.企业活力,2001,6
[130]吴培良,郑明身,王凤彬.组织理论与设计.中国人民大学出版社,1997
[131]夏春玉,王鑫.论我国中小家族企业的三项修炼.经济管理,2002,3
[132]肖东生,谢荷锋.构建企业组织创新评价指标体系的思考.工厂管理,2001,5
[133]肖东生.论企业组织创新风险.南华大学党报,2002,1
[134]肖东生.基丁驱力系统障碍的企业组织创新风险分析.经济与管理研究,2002,3
[135]谢海军.家族企业制度创新的深层次文化障碍.重庆社会科学,2006,9
[136]谢卫红.组织结构理论述评.华南理工大学学报,2002,4
[137]谢舜龙,刘军栋.论民营企业研发活动的“过程管理”.特区经济,2005,12
[138]徐全忠,郝玉梅.我国家族企业文化建设存在的问题与对策.北方经济,2006,13
[139]许建业.家族企业可持续发展的组织结构分析.江汉大学学报,2003,1
[140]闫书哲,薜敏.企业组织创新的推动因素分析.市场周刊·财经论坛,2003,9
[141]阎海峰,王端旭.现代组织理论与组织创新.人民邮电出版社,2003
[142]杨碧波.组织变革之首——企业组织结构的分析与诊断.经济管理学报,1997,2
[143]杨静.论现阶段中国家族企业文化的再造:[硕士学位论文].西南大学,2006
[144]杨静,姜华.关于组织变革的绩效评价的研究.河北建筑科技学院学报,2006,1
[145]杨雪梅.商业银行组织创新机制理论与实证研究:[博士学位论文].浙江:浙江大学,2005
[146]姚明龙,王远军.国外家族企业研究最新进展述评.浙江社会科学,2004,6
[147]姚贤涛,王连娟.中国家族企业现状、问题与对策.企业管理出版社,2002
[148]叶国灿.论家族企业控制权的转移与内部治理结构的演变.管理世界,2004,4
[149]叶航.利他行为的经济学解释.经济学家,2005,3
[150]叶亚飞.家族企业及其文化建设存在的问题与对策.商场现代化,2006,5
[151]叶宜强.企业管理的业务流程问题.中国计算机报,2002-11-11-B15
[152]易元红.浅论民营企业组织变革,科技创新月刊,2005,5
[153]应焕红.家族企业制度创新.北京:社会科学文献出版社,2005.2
[154]于斌.企业组织创新趋势探析.中国流通经济,2005,3
[155]于静涛.我国民营企业集团组织结构中存在的问题与出路.平原大学学报,2000,1
[156]余斌,周煊.如何解决民营企业与职业经理人之间的委托代理问题.中外企业家,2003,2
[157]余功文,李海婴.家族企业的组织结构与组织效能.武汉理工大学学报·信息与管理工程版,2003,4
[158]余立智.关于民营企业“家族制锁定”现象的经济学解释.财经论丛,,2002,1
[159]袁安照,余光胜.现代企业组织创新.山西经济出版社,1998
[160]袁洁秋,牛春巧等.中国家族企业问题的文化根源.企业改革与管理,2005,12
[161]袁友军.论民营企业内部经营管理过程中的关系主义.学术交流,2004,9
[162]詹华庆.民营企业组织结构设计思考.四川省情,2003,9
[163]曾楚宏,林丹明.国内外关于当前企业组织变革的研究综述.经济纵横,2003,5
[164]张长立.西方管理组织理论创新研究.吉林人民出版社,2006
[165]张钢.企业组织创新的内在逻辑过程研究.科学管理研究,2000,5
[166]张钢.我国企业组织创新的源与模式研究.科学管理,2001,2
[167]张宏伟.家族企业组织层面研究的新进展.经济理论与经济管理.2005,1
[168]张科,蓝海林.国外企业组织结构理论与变革研究初探.商场现代化,2006,6
[169]张隆高.德鲁克的管理思想.南开管理评论,1999,3
[170]张嵩伟.中国家族企业的存在发展及管理状况综述.市场周刊·研究版,2005,S3
[171]张维迎.西方企业理论的演进与最新发展.经济研究,1994,11
[172]张议元,马建辉.谈家族企业文化创新.经济论坛,2006,6
[173]张余华.家族企业存在的理论基础与研究状况.科技进步与对策,2003,4
[174]张正明.晋商兴衰史.山西古籍出版社,2001
[175]赵连荣,付淼.浅析我国中小民营企业的组织变革对策.经济论坛,2005,15
[176]郑海航.企业组织学导论.中国劳动出版社,1990
[177]郑海航.中国企业理论五十年.经济科学出版社,1999
[178]郑海航,曾少军.对家族企业发展趋势的研究.经济理论与经济管理,2003,9
[179]郑海航.企业组织论.经济管理出版社,2004
[180]郑海航.中国企业家成长问题研究.经济管理出版社,2006
[181]郑明身.企业组织创新与竞争力.经济管理,2002,11
[182]中国民(私)营经济研究会.中国私营经济年鉴2002年版.中华工商联合出版社,2003
[183]钟朋荣.家族企业生而有道.中外管理,2002,1
[184]周红紫,潘钇璇.我国家族企业战略制定影响因素分析.科研管理2005年增刊
[185]周立新.转轨时期中国家族企业组织演进研究.北京:经济管理出版社,2005
[186]周茂清.国外企业组织结构的演变、发展趋势及我国企业组织结构的变革.南京社会科学增刊,2000
[187]周其仁.市场里的企业:一个人力资本与非人力资本的特别合约.经济研究.1996(6)
[188]周阳敏.家族企业的制度经济研究.企业家理论与企业成长国际研讨会会议论文集.广州:2001
[189]周莹.从文化视角审视家族企业组织结构.乡镇企业研究,2004,5
[190]朱伟民.组织理论与组织创新研究.商业经济与管理,2006,1
[191]邹波,张思复,段鹰.基于流程的民营中小企业管理体系构建研究.重庆大学学报,2003,2
[192]邹进文.中国民营经济的历史演进.广州社会主义学院学报,2005,2
[193]阿尔奇安,德姆塞茨.生产、信息费用和经济组织.财产权利与制度变迁[M].上海三联书店,1994.59-95
[194]彼得·圣吉.第五项修炼——学习型组织的艺术与实务.上海三联书店,1998
[195]理查德·L·达大特.组织理论与设计.第七版.清华大学出版社,2003
[196]哈罗德·孔茨,海因茨·韦里克.管理学.第九版.经济科学出版社,1993
[197][美]科斯.企业的性质.论生产的制度结构[M].上海三联书店,1994.1-24
[198]卡洛克,沃德.家族企业战略计划.中信出版社,2002
[199]迈克尔·波特.竞争战略.华夏出版社,1997
[200]迈克尔·科伦索.组织变革改善策略——组织演进与变革.经济管理出版社,2003
[201][美]钱德勒.看得见的手[M].商务印书馆,1987
[202]A·A·Berle & Means,G.C.The Modern Corporation and Private Property.Harvourt,Brace and World,inc.,New York,revised edition.1967
[203]A.L.Carsrnd.Meanderings of a Ressurected Psychologist,or Lessons Learned inCreating a Family Business Program.Entrepreneurship Theory and Practice.Fall,1994.39-40
[204]Adrian Cadbuty.Family Firms and their Governance:Creating Tomorrow's Company from Today's[J].Egon Zehnde International,2000
[205]Alchian,A &Woodward,S.The Firm is Dead,Long Live the Firm:A Review of Oliver E.Williamson's.The Economic Institutions of Capitalism Journal of Economi c Literature,Vol.ⅩⅩⅣ,1998.65-79
[206]Anderson,N.and King,N.Innovation in Organizations in C.L.Cooper and I.T.Roberston(eds),International Review of Industrial and Organizational Psychology Volume 8,1993.1-34
[207]Anthony P.Guratola.Family Business Values and Estate Planning.Strategic Finance,October,2000
[208]Andrew S.Grove.Navigation Strategic Inflection Points.Business Strategy Review 8(3),1997
[209]Andrew S.Grove.Only the Paranoid Survive.Harper Collins,1998
[210]Aydin,C.E.and Rice,R.E.Social worlds,individual differences and implementation:Predicting attitudes toward a medical information system.Information and Management 20,1991.119-36
[211]Barney,J.B & Ouchi,W.G.Organizational Economics.Jossey Bass Publishers,SanFrancisco,London,1986.8-9
[212]Berghe & Carchon.Corporate Governance Practices in Flemish Family Business[R].Working Paper Series,2001
[213]Burke,W.W.Organizational change is not a linear process.New York:Sage Publications,2002
[214]C.M.Daily and M.J.Dollinger.Family Firms Are Different.Review of Business,13(1),1991.3-5
[215]Choi,Rungtusanatham and Kim.Continuous Improvement on the Shopfloor:Lessons from Small and Midsize firms.Business Horizons,Nov.-Dec.1997
[216]Cole.Women in Family Business[J].Family Business Review,10(4),1997.353-371
[217]Colenso,M.(ed.).Kaizen Strategies for Improving Team Performance.Financial Times Prentice Hall,1999
[218] Damanpour F. Innovation Type, Radicalness, and the Adoption Process. Communication Research, 15(5), 1988. 545-567.
[219] Daniel L. McConaughy and Michael C. Walker. Founding Family Controlled Firms: Efficiency and Value. Review of Financial Economics, Vol.7.No.1, 1-19
[220] Darshan Bachkaniwala, Mike Wright and Monder Ram: Succession in South Asian Family Business in the UK. International Small Business Journal, 19 (4), 2000.
[221] Davis. Challenges Facing Company in the Gulf Region [J]. Family Business Review 13(3),2000.217-237
[222] Dean A. Shepherd and Andre Zacharakis. Structuring Family Business Succession: An Analysis of the Future Leader's Decision Making. Entrepreneurship Theory and Practice,Summer, 2000
[223] Demsetz,H. The Theory of the Firm Revisited, in Williamson,O.E(ed). The Nature of The Firm. Oxford University Press, 159-178
[224] Dianna C. Preece and Greg Filbeck. Family Friendly Firms: Does It Pay to Care?.Financial Services Review, 8, 1999.47-60
[225] Donald Getz and Jack Carlsen. Characteristics and Goals of Family and Owner-operated Businesses in the Rural Tourism and Hospitality Sectors. Tourism Management, 21,2000.547-560
[226] E.F. Fama and M.C. Jensen. Speration of Ownership and Control. Journal of Law and Economics, 26, 1983.301-25
[227] E. Kepner. The Family and the Firm: A Co-evolutionary Perspective. Organizational Dynamics, 12(1), 1983.58-70
[228] Edgar H. Schein. Organizational Culture and Leadership (second edition). Jossey Bass Inc., 1992
[229] Ericsson. Women, Family, and Small Business in Later 19th Sweden [J].History of Family,(6),2001.225-239
[230] Filbeck & Lee. Financial Management Techniques in Family Business[J]. Family Business Review, 13(3), 2000.201-216
[231] Francis Fukuyama. Trust:The Social Virtues and The Creation of Prosperity. Hamish Hamilton Ltd, London, 1995
[232] Gatignon, H., Tushman, M. L., Smith. W & Anderson P. A structural approach to assessinginnovation: construct development of innovation locus, type, and characteristics.Management Science, 2002.48
[233] Grover V., Kettinger W.J. and Teng J.T.C. Business process change in the 21st century.Business and Economic Review, Jan: Mar., 2000.14-18.
[234] H. Demsetz. The Structure of Ownership and the Theory of the Firm. Journal of Law and Economics, 26, 1983.75-90
[235] H. Demsetz, K. Lehn. The Structure of Corporate Ownership: Causes and Consequences.Journal of Political Economy, 93 (6), 1985.55-77
[236] H. Levinson. Conflicts That Plague the Family Business. Harvard Business Review,49,1971.90-98
[237] Hall, R.H. Organizations: structures, processes, and outcomes. Prentice Hall, 2001
[238] Hamel, G and Pralahad, C.K. Competing for the Future. Harvard Business Press, 1994
[239] Hammer, M. & Champy, J. Reengineering the corporation: A manifesto for business revolution.Harper Collins, New York, 1993
[240] Harriosn. Organizational Trailblazers. Canadian Business Review, 1995
[241] Harrison, D.B. Shaping the Organization of the Future. Canadian Business Review 22(4),1995
[242] Hatch, M. J. The dynamics of organizational culture. Academy of Management Review,18(4), 1993.657-693
[243] Hesselbein, F., Goldsmith, M. & Somerville. Leading for innovation and organizing for results.Jossey-Bass, 2001
[244] Imai.M. Gemba Kaizen.McGraw-Hill,1997
[245] J. G Longenecker and J. E. Schoen. Management Succession in the Family Business.Journal of Small Business Management, 16 (3), 1978
[246] Jack Tittenburn. Private Versus Public Enterprises. Janus Publishing Company, London,1996
[247] James L. Gibson, John M. Ivancevich, James H. Donnelly. Organizations-Behavior, Structure. Processes(10th edition). McGraw-Hill, 2000
[248] James M.Hunt and Wendy C.Handler. The Practice of Family Firm Leaders. Journal of Developmental Enterpreneurship, Vol.4, No.2. Fall/Winter, 1999
[249] James S. Harvey, Jr. Owner as Manager: Extended Horizons and the Family Firm. International Journal of the Economics of Business, vol.6, No.1, 1999.41-55
[250] Jensen, M.C & Meckling,W. Theory of the Firm: Managerial Behavior, Agency Costs, and Ownership Structure. Journal of Financial Economics,3(4),1976.305-360
[251] Joseph E.McCann.Design Principles for an Innovating Company. Academy of Management Executive 5, May 1991. 76-93.
[252] Joseph E. McCann, III and Anna Y. Leon-Guerrero. Strategic Goals and Practices of In novative Family Businesses. Journal of Small Business Management,39(1),2001.50-59
[253] Josef Ehmer. Family and Business Among Master Artisans and Entrepreneurs: The Case of 19th-century. History of Family, 6, 2001. 187-202
[254] Jusin Longnecker, Carlos Moore, and William Petty. Small Business Management.South-Western College Publishing, 2000
[255] Kaplan.R.S. and Norton.D.P. The Balanced Scorecard. Harvard Business School Press, 1996
[256] Kimberly, J.R. Managerial Innovation. in P.C. Nystrom and W.H. Starbuck (eds) Handbook of Organizational Design, Oxford: Oxford University Press, 1981
[257] King, N. Modeling the innovation process: An empirical comparison of approaches.Journal of Occupational and Organizational Psychology 65,1992. 89-100
[258] Knight, K. A descriptive model of the infra-firm innovation process. Journal of Business, 40, October, 1967.478-496
[259] Kotter, J. Leading Change. Harvard Business Press,1996
[260] Kotter and Rothbard. Cultural Change at Nissan Motors. Harvard Business Schoolcase 9-491-079,1993
[261] Kotter,J.P. and Schlesinger,L. A..Choosing strategies for change. Harvard Busin-ess Review,March-April, 1979.106-114.
[262] L.B.Barnes and S.A.Hershon. Transferring Power in the Family Business Program.Entrepreneurship Theory and Business Review,24(3), 1976.105-114
[263] M.C.Jensen, W.Meckling. Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure. Journal of Financial Economics,3(2),1976.6-60
[264] M.Doris Theune, ed. Planning for Succession in the Family Business. Trust and Estate, July, 2000
[265] M.F.R. Kets de Vries.The Dynamics of Family Controlled Firms. Organizational Dy namics,21,1993.59-71
[266] M.H.Morris, R.O.Williams, J.A.Allen and R.A.Avila. Correlates of Success in Family Business Transitions. Journal of Busiiness Venturing, 12(5),1997.341-422
[267] M.Fox, V.Nilakant and R.T.Hamilton. Managing Succession in Family-owned Businesses.International Small Business Journal, 15(1),1997.15-25
[268] Mark Goyder, N.A.Hartley. Tomorrow's Company. Royal Society of Arts,1995
[269] Matteson&Ivancevich. Management and Organizational Behavior Classics (6th edition). McGraw-Hill, 1996
[270] Meyer, J.M. & Rowan, B. Institutionalized organizations: Formal structure as myth and ceremony.American Journal of Sociology, 83, 1977. 340-363
[271] Michael.C.Jensen & Willian.H.Mecking. Theory of the firm: Managerial Behavior,Agency Costs and Ownership Structure ,3 J. Fin. Econ, 1976. 305-306
[272] Muyzika, Breuning and Rossel. The Secret of New Growth in Old German "Mittelstand"Companies, Europe Management Journal, 15(2), 1997
[273]Nancy.J.Miller, Harriet McLeod, et al. Managing Family Business in Small Communities. Journal of Small Business Management,39(l), 2001. 73-87
[274] Nancy Upton, Elisabeth J.Teal, and Joe T.Felan. Strategic and Business Planning Practices of Fast Growth Family Firms. Journal of Small Business Management,39(1), 2001. 60-72
[275] P.GHolland and W.R.Boulton. Balancing the Family and the Business in Family Business. Business Horizons, 27(2), 1984.16-21
[276] Paul E. Dascher and William G Jens, Jr. Family Business Succession Planning.Business Horizons, September-October, 1999
[277] Peter Carey, Reger Sinmett, and George Tanewski. Voluntary Demand for Internal and External Auditing by Family Businesses. Auditing, Supplement 2000
[278] Peter S.Davis and Paula D.Harveston. The Phenomenon of Substantive Conflict in the Family Firm: A Cross-generational study. Journal of Small Business Management,39(1),2001. 14-30
[279] Phillip M.Perry. Keep the Family Business on Track. National Jewelry, February 1,2001
[280] Phyllis M.Cowan and Paul D.Milne. The Family Business History: A Catalyst to a Successful Succession Plan. CPA Consultant, August/September,2001
[281] Pramodita Sharma, Jess H.Chua and James J. Chrisman. Perceptions About the Extend of Succession Planning in Canadian Family Firms. Canadian Journal of Administrative Sciences, 17(3), 2000
[282] R.A.Litz. The Family Business:Toward definitional clarity. Academy of Management Journal, 1995
[283] R.Beckhard and W.Dyer Jr. Managing Continuity in Family-owned Business. Organizational Dynamics, 12(1),1983.5-12, 59-65
[284] R.Stulz. Managerial Control of Voting Rights:Financing Policies and the Market for Corporate Control. Journal of Financial Economics, 20(1), 2000. 25-54
[285] Ralph Chami. What's Different about Family Business [R] UND & IMF Working Paper, (10), 1999
[286] Richard H.Hall. Organizations——Structure, Processes, & Outcomes. Prentice Hall,1991
[287] Richard L.Daft, Essentials of Organization Theory and Design. South-Western College Publishing, 1998
[288] Richard N. Osborn, James G. Hunt, Lawrence R. Jauch. Organization Theory: An Integrated Approach. John Wiley & Sons, 1980
[289] Robbins.H. and Finley.M. Why Change Doesn't Work, Why Initiatives Go Wrong and How to Try Again—and Succeed, Orion Business, 1997
[290] Robert B. Duncan .Characteristics of Perceived Environments and Perceived Enviro nment Uncertainty. Administrative Science Quarterly 17, 1972
[291] Roers, E.M. Diffusion of Innovations. 3rd edition, New York: Free Press, 1983
[292] S.Birley. Succession in the Family Firm: The Inheritors View. Journal of Small Business Management,July, 1986
[293] S.Birley and D. Muzyka(eds). A.Lank. Making Sure the Dynasty Does Not Become a Dallas. Mastering Enterprise, Pitman, London. 1997
[294] S.Cromie, B.Stephenson, and D.Monteith. The Management of Family Firms: An Empirical Investigation. International Small Business Journal, 13, 1995. 11-34
[295] S. G Redding. This is Not the Case in Eastern Societies,in The Spirit of Chinese Capitalism, de Gruyter, New York, 1990
[296] Schaffer, R.H. and Thomson, H. A. Successful Change Programming Begin with Results. Harvard Business Review on Change, 1998
[297] Shafritz, J.M.,& Ott, J.S. Classics of organization theory (Third Edition). Pacific Grove, CA:BtrookslCole Publishing Company, 1992
[298] Sharma & Rao. Successor Attributes in Indian and Canadian Family Firms: a Comparative Study [J]. Family Business Review,13(4), 2000. 313-330
[299] Smith. Management Succession and Financial Performance of Family Controlled Firms [J]. Journal of Corporate Finance,(5), 1999. 341-368
[300] Smith, B. and Hall, S. Taking AA Insurance from Recovery to Sustainable Growth.Long Range Planning,31(4), 1998
[301] Sorge, A., et al. (ed.). The IEBM Handbook of Organizational Behavior. 沈阳: 辽宁教育出版社(英文影印版) ,1998
[302] Stepher Martin and David Parker. The Impact of Privatization-Ownership and Corporate in the UK, Routledge, 1997
[303] Sue Birley, Dennis Ng and Andrew Godfrey. The Family and the Business. The Governance of Smaller Businesses, December, 1999. 598-608
[304] Thomas E.Kaplan, Gerard George and GW.Rimler. Research Note University-sponsored Family Business Programs: Program Characteristics, Perceived Quality and Member Satisfaction. Entrepreneurship Theory and Practice, Spring, 2000
[305] Tom Ericsson. Women, Family, and Small Business in Late Nineteenth Century Sweden.History of the Family, 6, 2001. 225-239
[306] Van de Ven, A., Angle, H.L. and Poole, M.S. Research on the Management of Inn ovation: The Minnesota Studies. New York: Harper & Row, 1989
[307] W.C.Handler and K.E.Kram. Succession in Family Firms: The Problem of Resistance.Family Business Review, 1(4), 1988. 361--381
[308] W.F.Cascio. Costing Human Resources: The Financial Impact of Behavior in Organizations. PWS-Kent, Boston, 1991
[309] W.Richard Scott. Organizations: Rational, Natural, and Open Systems. Pretence Hall,1998
[310] Wellington, P. Kaizen Strategies for Customer Care, Pitman, 1997
[311] West, M.A. and Fair, J. L. Innovation at Work: Psychological Perspectives. Social Behavior 4, 1989. 15-30
[312] Williamson, O.E. The Economic Institutions of Capitalism. The FreePress, 1985
[313] Williamson, O.E. Antitrust Economics: Mergers, Contracting and Strategic Behavior.Basil Black-well, 1987
[314] Williamson, O.E. Comparative Economic Organization: The Analysis of Organization:The Analysis of Discrete Structural Alternatives, Administrative Science Quarterly,36, 1991. 269-296
[315] Williamson, O.E. The Economics of Organization: the Transaction Cost Approach.American Journal of Sociology, Vol.87, No.3, 1981. 548-577
[316] Xu Xiaonian, Yanwang. Owenership Structure and Corporate Governance in Chinese Stock Companies. China Economic Review, 10, 1999. 75-78
[317] Zaltman, G, Duncan, R. and Holbek, J. Innovations and Organizations. New York:Wiley, 1973
[318] Robert B. Duncan .Characteristics of Perceived Environments and Perceived Enviro nment Uncertainty. Administrative Science Quarterly 17, 1972