企业文化与企业绩效.ppt

战略型领导，企业文化与企业绩效 王 辉 香港科技大学组织管理系 博士生 中国科学院心理研究所 副研究员 电话号码： 电子邮件： 第一页，共十七页。 Background What aspects of strategic leadership are important to organizational effectiveness? CEO’s attributes (behavioral complexity, charisma, and paternalism) When does strategic leadership take effects on organizational performance? Situational uncertainty (percevied environment uncertainty, organizational type, firm life stage) How does strategic leadership influence firm performance? Mechanisms (organizational culture) 第二页，共十七页。 Background (continue 1) Strategic Leadership Strategic leadership is defined as a person’s ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organizations (Ireland Hitt, 1999) Upper echelon theory (Hambrick Mason, 1984) strategies and effectiveness are the reflection of the values and cognitive bases of powerful actors in the organization Observable aspects age, education, functional track, financial position group characteristics Psychological aspects cognitive base, values, and personality 第三页，共十七页。 Background (continue 2) Situational uncertainty Transition from a planned to a market economic system Restructuring of state-owned enterprise Substantial growth of township and village, private firms and joint ventures Perceived environment uncertainty Individual’s perceived inability to understand the direction in which an environment might be changing, the potential impact of those changes on that individual’s organization, and whether or not particular response to the environment might be successful (Milliken, 1987) Different organizational types Firm life stage 第四页，共十七页。 Strategic leadership Demographic variables Smith et al, 1994; Hambrick et al, 1996 Priem et al, 1999; Pitcher et al, 2000; Waldman et al, 2001 Behavioral complexity the ability to act out a cognitively