多元化與管控模式的匹配性對企業績效的影響
The Influence of Matching of Diversification and Management & Control Mode on the Firm Performance
Student thesis: Doctoral Thesis
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| Award date | 15 Dec 2021 |
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| Permanent Link | https://scholars.cityu.edu.hk/en/theses/theses(10de3613-1fc7-47b6-aea1-e96348c1f7d9).html |
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Abstract
基於眾多企業在發展過程中選擇多元化經營、企業在多元化經營中面臨諸多問題、管控模式對企業多元化戰略的實施十分關鍵等現實背景以及多元化的結果仍然存在較大爭議、多元化對企業績效的影響機制尚不明確、管控模式的概念內涵與作用機制有待進一步研究、多元化與管控模式匹配性的研究極度缺乏等理論背景，本文利用企業成長理論、資源基礎理論、委託代理理論等相關理論基礎，從多元化與管控模式的匹配性入手，對多元化企業的內部管理進行研究，探究採取不同多元化戰略的企業對於管控模式偏好的差異，並討論匹配性對於企業績效的影響。在此基礎上，進一步探究企業家特質和企業動態動力在這過程中的作用。
經過理論研究與375份有效問卷的實證研究，本文發現：
（1）多元化程度和多元化類型能夠較好地刻畫企業的多元化戰略。其中，多元化程度反映了企業業務單元數的多少，側重企業經營範圍與數量；多元化類型反映了企業業務單元之間的相關性。多元化並不直接影響企業績效。不同多元化程度以及不同多元化類型的企業，其績效差異不明顯。
（2）管理層級和管控程度能夠較好地刻畫企業的管控模式。其中，管理層級反應了企業自上而下的具有管理與被管理、領導與被領導管理的層級數量；而管控程度反映了業務單元自由裁量權或自主權的大小。管控模式對企業績效有直接影響，管理層級與企業績效表現出微弱的正相關關係，管控程度則對企業績效呈現出顯著的消極影響。
（3）企業的多元化與管控模式存在最優搭配，但在不同多元化戰略下，企業管控模式的偏好並不與最優搭配相一致，企業管控模式普遍存在較大提升空間。一方面，在不同的多元化戰略下，企業的管理層級選擇存在較大的差異，表明企業多元化戰略與組織設計密切相關；而不同多元化企業的管控程度選擇不存在明顯偏好。另一方面，從企業運營效果看，在既定多元化戰略下，選擇相應管控模式的企業通常具有更高的績效。然而，從實際情況看，不同多元化企業對管控模式選擇的偏好與企業最適合的管理層級存在明顯的不一致。
（4）多元化與管控模式的匹配性對企業績效有顯著影響。多元化程度和管理層級的匹配性、多元化程度和管控程度的匹配性、多元化類型和管理層級的匹配性、多元化類型和管控程度的匹配性均積極影響企業績效，四者匹配與不匹配的情況企業績效有明顯差異。
（5）企業家特質積極影響企業績效，企業家成就動機、先動性、創新性以及冒險性特質越明顯，企業績效越好。此外，多元化和管控模式匹配性與績效的關係受到企業家特質的影響，在冒險性高的情形下，多元化程度以及多元化類型和管理層級匹配性對企業的重要性將增加；成就動機高的情況下，多元化程度以及多元化類型和管控程度匹配性對於企業的重要性將有所下降。
（6）企業動態能力積極影響企業績效，企業感知能力、獲取能力、重構能力越強，企業績效越好。此外，多元化和管控模式匹配性與績效的關係受到企業動態能力的影響：感知能力和重構能力越強，多元化程度以及多元化類型和管控程度匹配性對企業的重要性將有所下降。
本文的研究進一步探究了多元化與企業績效之間的關係、明確了管控模式的概念內涵並對其在企業多元化經營過程中的作用進行了研究、對多元化與管控模式的匹配性進行了研究並探究其對企業績效的影響、深入研究了企業家特質和動態能力的作用，能夠在一定程度上補充現有理論的不足，並為企業管理實踐提供有意義的啟示。
經過理論研究與375份有效問卷的實證研究，本文發現：
（1）多元化程度和多元化類型能夠較好地刻畫企業的多元化戰略。其中，多元化程度反映了企業業務單元數的多少，側重企業經營範圍與數量；多元化類型反映了企業業務單元之間的相關性。多元化並不直接影響企業績效。不同多元化程度以及不同多元化類型的企業，其績效差異不明顯。
（2）管理層級和管控程度能夠較好地刻畫企業的管控模式。其中，管理層級反應了企業自上而下的具有管理與被管理、領導與被領導管理的層級數量；而管控程度反映了業務單元自由裁量權或自主權的大小。管控模式對企業績效有直接影響，管理層級與企業績效表現出微弱的正相關關係，管控程度則對企業績效呈現出顯著的消極影響。
（3）企業的多元化與管控模式存在最優搭配，但在不同多元化戰略下，企業管控模式的偏好並不與最優搭配相一致，企業管控模式普遍存在較大提升空間。一方面，在不同的多元化戰略下，企業的管理層級選擇存在較大的差異，表明企業多元化戰略與組織設計密切相關；而不同多元化企業的管控程度選擇不存在明顯偏好。另一方面，從企業運營效果看，在既定多元化戰略下，選擇相應管控模式的企業通常具有更高的績效。然而，從實際情況看，不同多元化企業對管控模式選擇的偏好與企業最適合的管理層級存在明顯的不一致。
（4）多元化與管控模式的匹配性對企業績效有顯著影響。多元化程度和管理層級的匹配性、多元化程度和管控程度的匹配性、多元化類型和管理層級的匹配性、多元化類型和管控程度的匹配性均積極影響企業績效，四者匹配與不匹配的情況企業績效有明顯差異。
（5）企業家特質積極影響企業績效，企業家成就動機、先動性、創新性以及冒險性特質越明顯，企業績效越好。此外，多元化和管控模式匹配性與績效的關係受到企業家特質的影響，在冒險性高的情形下，多元化程度以及多元化類型和管理層級匹配性對企業的重要性將增加；成就動機高的情況下，多元化程度以及多元化類型和管控程度匹配性對於企業的重要性將有所下降。
（6）企業動態能力積極影響企業績效，企業感知能力、獲取能力、重構能力越強，企業績效越好。此外，多元化和管控模式匹配性與績效的關係受到企業動態能力的影響：感知能力和重構能力越強，多元化程度以及多元化類型和管控程度匹配性對企業的重要性將有所下降。
本文的研究進一步探究了多元化與企業績效之間的關係、明確了管控模式的概念內涵並對其在企業多元化經營過程中的作用進行了研究、對多元化與管控模式的匹配性進行了研究並探究其對企業績效的影響、深入研究了企業家特質和動態能力的作用，能夠在一定程度上補充現有理論的不足，並為企業管理實踐提供有意義的啟示。
This paper is based on the fact that many companies choose diversified operations in the development process, but there are many problems in diversified operations. Considering that the management and control model is critical to the implementation of corporate diversification strategies. This paper is also considered the following theoretical backgrounds: there are still major controversies and diversification results, the impact mechanism of corporate performance is still unclear, the conceptual connotation and functioning mechanism of the management and control model need to be further studied, and the research on diversification and the matching of the management and control model is extremely lacking. . This paper is based on firm growth theory, resource-based theory, principal-agent theory,. starting from the matching of diversification and management and control models, conduct research on the internal management of diversified companies, explore the differences in preferences of companies with different diversification strategies for management and control models, and discuss the impact of matching on corporate performance. On this basis, further explore the role of entrepreneurial characteristics and corporate dynamics in this process.
After theoretical research and empirical research on 375 valid questionnaires, this article found that:
(1) The degree of diversification and the type of diversification can better describe the diversification strategy of an enterprise. Among them, the degree of diversification reflects the number of business units of an enterprise, focusing on the scope and number of business operations; the type of diversification reflects the correlation between business units of the enterprise. Diversity does not directly affect corporate performance. Companies with different levels of diversification and different types of diversification have little difference in performance.
(2) The management level and degree of control can better describe the management and control mode of the enterprise. Among them, the management level reflects the number of levels that an enterprise has from top to bottom with management and management, and leadership and management; and the degree of management and control reflects the degree of discretion or autonomy of the business unit. The management and control model has a direct impact on corporate performance. The management level and corporate performance show a weak positive correlation, while the degree of management and control has a significant negative impact on corporate performance.
(3) There is an optimal combination of corporate diversification and management and control models, but under different diversification strategies, the preferences of corporate management and control models are not consistent with the optimal combination, and there is generally a large room for improvement in corporate management and control models. On the one hand, under different diversification strategies, there are big differences in the management level choices of enterprises, indicating that the diversification strategy of enterprises is closely related to organizational design; and there is no obvious preference for the choice of management and control degree of different diversified enterprises. On the other hand, from the perspective of corporate operational effects, under the established diversification strategy, companies that choose the corresponding management and control model usually have higher performance. However, from the actual situation, the preference of different diversified companies for the choice of management and control mode is obviously inconsistent with the most suitable management level of the company.
(4) The matching of diversification and management and control models has a significant impact on corporate performance. The degree of diversification and the matching of the management level, the matching of the diversification degree and the degree of control, the matching of the diversification type and the management level, the matching of the diversification type and the degree of control all positively affect the performance of the company. There are obvious differences in the performance of companies in the situation of matching.
(5) Entrepreneur characteristics positively affect enterprise performance. The more obvious the entrepreneurial achievement motivation, proactiveness, innovation, and risk-taking characteristics, the better the enterprise performance. In addition, the relationship between diversification and control model matching and performance is affected by the characteristics of entrepreneurs. In the case of high risk, the importance of diversification, diversification type and management level matching will increase; achievement motivation In the case of high, the degree of diversification and the matching of diversification type and degree of control will be less important to the enterprise.
(6) Corporate dynamic capabilities positively affect corporate performance. The stronger the corporate perception, acquisition, and restructuring capabilities, the better the corporate performance. In addition, the relationship between diversification and control model matching and performance is affected by the dynamic capabilities of the enterprise: the stronger the perception and restructuring ability, the greater the degree of diversification and the matching of the diversification type and the degree of control will be less important to the enterprise .
The research in this paper further explores the relationship between diversification and corporate performance, clarifies the conceptual connotation of the management and control model, and studies its role in the process of corporate diversification. The matching of diversification and management and control models is carried out. Researching and exploring its impact on corporate performance, and in-depth research on the role of entrepreneurial characteristics and dynamic capabilities, can supplement the deficiencies of existing theories to a certain extent, and provide meaningful enlightenment for corporate management practices.
After theoretical research and empirical research on 375 valid questionnaires, this article found that:
(1) The degree of diversification and the type of diversification can better describe the diversification strategy of an enterprise. Among them, the degree of diversification reflects the number of business units of an enterprise, focusing on the scope and number of business operations; the type of diversification reflects the correlation between business units of the enterprise. Diversity does not directly affect corporate performance. Companies with different levels of diversification and different types of diversification have little difference in performance.
(2) The management level and degree of control can better describe the management and control mode of the enterprise. Among them, the management level reflects the number of levels that an enterprise has from top to bottom with management and management, and leadership and management; and the degree of management and control reflects the degree of discretion or autonomy of the business unit. The management and control model has a direct impact on corporate performance. The management level and corporate performance show a weak positive correlation, while the degree of management and control has a significant negative impact on corporate performance.
(3) There is an optimal combination of corporate diversification and management and control models, but under different diversification strategies, the preferences of corporate management and control models are not consistent with the optimal combination, and there is generally a large room for improvement in corporate management and control models. On the one hand, under different diversification strategies, there are big differences in the management level choices of enterprises, indicating that the diversification strategy of enterprises is closely related to organizational design; and there is no obvious preference for the choice of management and control degree of different diversified enterprises. On the other hand, from the perspective of corporate operational effects, under the established diversification strategy, companies that choose the corresponding management and control model usually have higher performance. However, from the actual situation, the preference of different diversified companies for the choice of management and control mode is obviously inconsistent with the most suitable management level of the company.
(4) The matching of diversification and management and control models has a significant impact on corporate performance. The degree of diversification and the matching of the management level, the matching of the diversification degree and the degree of control, the matching of the diversification type and the management level, the matching of the diversification type and the degree of control all positively affect the performance of the company. There are obvious differences in the performance of companies in the situation of matching.
(5) Entrepreneur characteristics positively affect enterprise performance. The more obvious the entrepreneurial achievement motivation, proactiveness, innovation, and risk-taking characteristics, the better the enterprise performance. In addition, the relationship between diversification and control model matching and performance is affected by the characteristics of entrepreneurs. In the case of high risk, the importance of diversification, diversification type and management level matching will increase; achievement motivation In the case of high, the degree of diversification and the matching of diversification type and degree of control will be less important to the enterprise.
(6) Corporate dynamic capabilities positively affect corporate performance. The stronger the corporate perception, acquisition, and restructuring capabilities, the better the corporate performance. In addition, the relationship between diversification and control model matching and performance is affected by the dynamic capabilities of the enterprise: the stronger the perception and restructuring ability, the greater the degree of diversification and the matching of the diversification type and the degree of control will be less important to the enterprise .
The research in this paper further explores the relationship between diversification and corporate performance, clarifies the conceptual connotation of the management and control model, and studies its role in the process of corporate diversification. The matching of diversification and management and control models is carried out. Researching and exploring its impact on corporate performance, and in-depth research on the role of entrepreneurial characteristics and dynamic capabilities, can supplement the deficiencies of existing theories to a certain extent, and provide meaningful enlightenment for corporate management practices.
- Diversification, Management and Control Model, Entrepreneurs' Personality, Dynamic Conpetence, Firm Performance
