公司战略治理研究述评与展望
外国经济与管理 2013 年 第 35 卷第 10 期, 页码:31 - 42
摘要
参考文献
摘要
公司战略决策凸显了公司治理和战略管理交互作用下的战略治理问题,公司战略治理的核心就是设计一整套能使董事会与高管层有效参与公司战略治理的制度安排,旨在为公司构建和维系可持续竞争优势构筑制度平台。本文首先界定了公司战略治理的内涵,然后从理论视角和治理主体两个方面展现了公司战略治理的研究现状,最后在分析现有研究仍存在问题的基础上构建了一个基于董事会与高管层竞合关系的公司战略治理研究框架,并指出了若干未来研究方向。
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[31]Westphal J D.Collaboration in the boardroom:Behavioraland performance consequences of CEO-board social ties[J].A-cademy of Management Journal,1999,42(1):7-24.
[32]Westphal J D and Fredrickson J W.Who directs strategicchange?Director experience,the selection of new CEOs,andchange in corporate strategy[J].Strategic Management Jour-nal,2001,22(12):1113-1137.
[33]Wu H-L.How do board-CEO relationships influence the per-formance of new product introduction?Moving from single tointerdependent explanations[J].Corporate Governance:AnInternational Review,2008,16(2):77-89.
[34]谢绚丽,赵胜利.中小企业的董事会结构与战略选择——基于中国企业的实证研究[J].管理世界,2011,(1):101-111.
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①“高管团队”最初主要是指高管层,包括CEO、总经理、副总经理以及直接向他们汇报工作的高级经理(Hambrick和Mason,1984;Finkelstein,1992;West等,1996;Li等,1999),他们被统一称为“高层主管”(top executives)或“高层管理者”(top manager),简称“高管”。随着高阶理论被扩展应用到董事会研究(Hambrick,2001;Carpenter等,2004;Finkelstein等,2008;Hambrick等,2008;Horner,2011;Ben-Amar等,2013),高管团队也开始包括董事会主席、副主席等董事会中的执行董事。但在一般情况下,如无特别说明,高管团队就是高管层,两者通用。
[2]Ben-Amar W,et al.What makes better boards?A closer lookat diversity and ownership[J].British Journal of Manage-ment,2013,24(1):85-101.
[3]Bjrnli E S,et al.The impact of top management team cha-racteristics and board strategic involvement on team effective-ness in high-tech start-ups[R].Academy of Management An-nual Meeting Proceedings,2011.
[4]Boyd B K,et al.Dimensions of CEO-board relations[J].Jour-nal of Management Studies,2011,48(8):1892-1923.
[5]Brunninge O,et al.Corporate governance and strategic change inSMEs:The effects of ownership,board composition and topmanagement teams[J].Small Business Economics,2007,29(3):295-308.
[6]Carlsson R H.Strategic governance:Creating value from theowner-board-management relationship[J].Ivey Business Jour-nal,2002,67(1):1-5.
[7]Carpenter M A and Westphal J D.The strategic context of ex-ternal network ties:Examining the impact of director appoint-ments on board involvement in strategic decision making[J].Academy of Management Journal,2001,44(4):639-660.
[8]Chahine S and Goergen M.The effects of management-boardties on IPO performance[J].Journal of Corporate Finance,2013,21(1):153-179.
[9]Chen H-L.Does board independence influence the top managementteam?Evidence from strategic decisions toward internationalization[J].Corporate Governance:An International Review,2011,19(4):334-350.
[10]Cornelli F,et al.Monitoring managers:Does it matter?[J]Journal of Finance,2013,68(2):431-481.
[11]Dalziel T,et al.An integrated agency-resource dependence view ofthe influence of directors’human and relational capital onfirms’R&D spending[J].Journal of Management Studies,2011,48(6):1217-1242.
[12]De Villier C,et al.The effect of board characteristics on firmenvironmental performance[J].Journal of Management,2011,37(6):1636-1663.
[13]Dowell G W S,et al.Boards,CEOs,and surviving a financialcrisis:Evidence from the Internet shakeout[J].Strategic Manage-ment Journal,2011,32(10):1025-1045.
[14]Faleye O.CEO directors,executive incentives,and corporatestrategic initiatives[J].Journal of Financial Research,2011,34(2):241-277.
[15]Garg S.Venture boards:Distinctive monitoring and implica-tions for firm performance[J].Academy of Management Re-view,2013,38(1):90-108.
[16]Haynes K T and Hillman A.The effect of board capital andCEO power on strategic change[J].Strategic ManagementJournal,2010,31(11):1145-1163.
[17]Hillman A J and Dalziel T.Boards of directors and firm per-formance:Integrating agency and resource dependence per-spectives[J].Academy of Management Review,2003,28(3):383-396.
[18]Kim B,et al.The strategic role of the board:The impact ofboard structure on top management team strategic action ca-pability[J].Corporate Governance:An International Review,2009,17(6):728-743.
[19]Kor Y Y.Direct and interaction effects of top managementteam and board composition on R&D investment strategy[J].Strategic Management Journal,2006,27(11):1081-1099.
[20]Kriger M P and Rich P J.Strategic governance:Why and howMNCs are using boards of directors in foreign subsidiaries[J].Columbia Journal of World Business,1987,22(4):39-45.
[21]Kumar T N.Strategic corporate governance:Looking beyondregulations[J].ICFAI Journal of Corporate Governance,2008,7(2):42-57.
[22]Kwee Z,et al.The influence of top management team’s cor-porate governance orientation on strategic renewal trajecto-ries:A longitudinal analysis of Royal Dutch Shell plc,1907-2004[J].Journal of Management Studies,2011,48(5):984-1014.
[23]McDonald M L and Westphal J D.A little help here?Boardcontrol,CEO identification with the corporate elite,and strate-gic help provided to CEOs at other firms[J].Academy ofManagement Journal,2010,53(2):343-370.
[24]Quigley T J and Hambrick D C.When the former CEO stayson as board chair:Effects on successor discretion,strategicchange,and performance[J].Strategic Management Journal,2012,33(7):834-859.
[25]Ratnatunga J and Alam M.Strategic governance and managementaccounting:Evidence from a case study[J].Journal of Accounting,Finance and Business Studies,2011,47(3):343-382.
[26]Schmidt S L and Brauer M.Strategic governance:How to as-sess board effectiveness in guiding strategy execution[J].Cor-porate Governance:An International Review,2006,14(1):13-22.
[27]Sickles M W.Strategic governance and sustainability:Thequestions are the answers[J].New Jersey Banker,2010,(Sum.):27-33.
[28]Souitaris V and Maestro B M M.Polychronicity in top manage-ment teams:The impact on strategic decision processes and per-formance of new technology ventures[J].Strategic ManagementJournal,2010,31(6):652-678.
[29]Tang J,et al.Dominant CEO,deviant strategy,and extremeperformance:The moderating role of a powerful board[J].Journal of Management Studies,2011,48(7):1479-1503.
[30]Wajeeh I A and Muneeza A.Strategic corporate governancefor sustainable mutual development[J].International Journalof Law and Management,2012,54(3):197-208.
[31]Westphal J D.Collaboration in the boardroom:Behavioraland performance consequences of CEO-board social ties[J].A-cademy of Management Journal,1999,42(1):7-24.
[32]Westphal J D and Fredrickson J W.Who directs strategicchange?Director experience,the selection of new CEOs,andchange in corporate strategy[J].Strategic Management Jour-nal,2001,22(12):1113-1137.
[33]Wu H-L.How do board-CEO relationships influence the per-formance of new product introduction?Moving from single tointerdependent explanations[J].Corporate Governance:AnInternational Review,2008,16(2):77-89.
[34]谢绚丽,赵胜利.中小企业的董事会结构与战略选择——基于中国企业的实证研究[J].管理世界,2011,(1):101-111.
[35]周建,李小青.董事会认知异质性对公司创新战略影响的实证研究[J].管理科学,2012,25(6):1-12.
①“高管团队”最初主要是指高管层,包括CEO、总经理、副总经理以及直接向他们汇报工作的高级经理(Hambrick和Mason,1984;Finkelstein,1992;West等,1996;Li等,1999),他们被统一称为“高层主管”(top executives)或“高层管理者”(top manager),简称“高管”。随着高阶理论被扩展应用到董事会研究(Hambrick,2001;Carpenter等,2004;Finkelstein等,2008;Hambrick等,2008;Horner,2011;Ben-Amar等,2013),高管团队也开始包括董事会主席、副主席等董事会中的执行董事。但在一般情况下,如无特别说明,高管团队就是高管层,两者通用。
引用本文
周建, 尹翠芳, 陈素蓉. 公司战略治理研究述评与展望[J]. 外国经济与管理, 2013, 35(10): 31–42.
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