在美國大型企业结构的管理中,谁是主管.docxVIP

在美国大型企业结构的管理中，谁是主管 ---战略管理杂志 我们研究企业领导人如何利用显著自由裁量权对组织结构进行了战略的影响（We examine how organizational structure influences strategies over which corporate leaders have significant discretion.）。企业慈善事业是透过一般管理的具体的，差异化的组织结构，企业的基础的战略活动。即正式确定和限制个别高级管理人员和董事对公司战略的影响。（Corporate philanthropy is a strategic activity commonly managed through a specific, differentiated organizational structure—the corporate foundation—that formalizes and constrains the influence of individual senior managers and directors on corporate strategy.）我们对1996?2006年财富500强企业的分析表明，高级管理层和董事会影响企业慈善捐款（Our analysis of Fortune 500 firms from 1996 to 2006 shows that characteristics of senior management and directors affect corporate philanthropic contributions.）。我们还发现，组织结构制约董事会成员的慈善影响力，但高级管理人员没有，结果相反的是对现有理论的预测。（We also find that organizational structure constrains the philanthropic influence of board members, but not of senior managers, a result contrary to what existing theory would predict.）文章还讨论了如何推进结构，组织和企业领导的互动，以及对如何可以更有效地组织实现企业社会责任活动的战略价值的认识。（We discuss how these findings advance understanding of how organizational structure and corporate leadership interact and how organizations can more effectively realize the strategic value of corporate social responsibility activities.） 引言（INTRODUCTION） 慈善捐赠对于大型上市公司似乎是不可能的省略的策略。（Charitable giving seems an unlikely province for the strategies of large public companies.）然而，关于慈善事业重要战略意义的研究成果，包括企业声誉（弗布伦，1996），消费者的支持（Senand巴特查亚，2001年）和员工的承诺（绿化和头巾，2000）。（Yet, research links philanthropy to strategically important outcomes, including corporate reputation (Fombrun, 1996), consumer support (Senand Bhattacharya, 2001) and employee commitment (Greening and Turban, 2000).） 战略性慈善事业因而日益被视为一种来解决同样重要的社会和经济目标的方法，针对竞争环境的各个领域，成为公司和社会两个效益（波特和Kramer，2002：58）。（Strategic philanthropy is thus increasingly seen as a way to address ‘important social and economic goals simultaneously, targeting areas of competitive context where the company and society both benefit’ (Porter and Kramer,