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  本文關(guān)鍵詞：國有銀行的戰(zhàn)略目標(biāo)、組織結(jié)構(gòu)與績效　出處：《浙江工商大學(xué)》2013年博士論文　論文類型：學(xué)位論文

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【摘要】：國有銀行在我國金融體制乃至整個宏觀經(jīng)濟(jì)體制中具有非常重要的戰(zhàn)略地位,其組織結(jié)構(gòu)調(diào)整和經(jīng)營績效的改善關(guān)系到金融行業(yè)能否健康發(fā)展�；谶@樣的經(jīng)濟(jì)現(xiàn)實,我們有必要研究我國國有銀行組織結(jié)構(gòu)的動態(tài)調(diào)整,從我國現(xiàn)階段體制轉(zhuǎn)軌對經(jīng)濟(jì)運(yùn)行和發(fā)展的系統(tǒng)性要求來考察,建立國有銀行組織結(jié)構(gòu)調(diào)整的分析框架既有一定的理論價值又有實踐意義�，F(xiàn)有的關(guān)于國有銀行組織結(jié)構(gòu)的研究是對組織結(jié)構(gòu)本身的關(guān)注有余,而對影響其組織結(jié)構(gòu)因素的分析不足。本文擬將國有銀行組織結(jié)構(gòu)的優(yōu)化調(diào)整與其外部發(fā)展環(huán)境和銀行戰(zhàn)略目標(biāo)等因素結(jié)合起來,嘗試性地構(gòu)建一個更加系統(tǒng)的國有銀行組織結(jié)構(gòu)分析框架。 本文以我國國有銀行的組織結(jié)構(gòu)為研究對象,構(gòu)建了一個“戰(zhàn)略-組織-績效(S-O-P)”的理論框架,并以此為依托研究了國有銀行組織結(jié)構(gòu)如何由外部發(fā)展環(huán)境和戰(zhàn)略目標(biāo)決定,以及組織結(jié)構(gòu)影響組織績效的邏輯。從“S-O-P”的運(yùn)行框架來看,國有銀行的外部市場環(huán)境和技術(shù)環(huán)境要求國有銀行在不同時期必須選擇不同的戰(zhàn)略目標(biāo),也要求其組織結(jié)構(gòu)不斷調(diào)整。國有銀行的組織結(jié)構(gòu)調(diào)整是為了達(dá)到其戰(zhàn)略目標(biāo),銀行戰(zhàn)略目標(biāo)和組織結(jié)構(gòu)要適應(yīng)變化的環(huán)境。國有銀行的戰(zhàn)略目標(biāo)和組織結(jié)構(gòu)對其績效的作用機(jī)理通過其信貸行為體現(xiàn)出來。國有銀行戰(zhàn)略目標(biāo)和組織結(jié)構(gòu)在不同時期得以提高和改善的歷史驗證了S-O-P分析框架的有效性。在世界范圍內(nèi),花旗銀行、標(biāo)準(zhǔn)渣打銀行和匯豐銀行組織結(jié)構(gòu)的運(yùn)行特征及其經(jīng)驗,對我國國有銀行組織結(jié)構(gòu)變革具有一定的啟示和借鑒意義。股改上市后國有銀行組織結(jié)構(gòu)高效運(yùn)行的基礎(chǔ),是現(xiàn)代商業(yè)銀行利益相關(guān)者治理機(jī)制。 本文對國有銀行的研究分為兩步走,第一步是在理論上清晰描述戰(zhàn)略目標(biāo)對組織結(jié)構(gòu)的規(guī)定性,組織結(jié)構(gòu)對績效的制約問題,第二步是在既定的戰(zhàn)略目標(biāo)和組織結(jié)構(gòu)的基礎(chǔ)上進(jìn)行分階段的績效實證考察,并以中國銀行為例做案例研究。 基于國有銀行發(fā)展歷程的歷史間斷性決定其績效衡量適合采用分階段和多指標(biāo)的績效衡量方法,本文在借鑒國內(nèi)外商業(yè)銀行績效衡量方法的基礎(chǔ)上,對國有銀行不同發(fā)展階段的戰(zhàn)略目標(biāo)選取不同的指標(biāo)體系進(jìn)行了考量,并對國有銀行的經(jīng)營績效進(jìn)行了歷史考察。結(jié)果顯示,國有專業(yè)銀行時期的四大國有銀行對宏觀經(jīng)濟(jì)增長和金融發(fā)展做出了重要貢獻(xiàn),但其資產(chǎn)質(zhì)量在這一時期逐年惡化；在國有獨(dú)資商業(yè)銀行時期,四大國有銀行的資產(chǎn)收益率逐年下降,不良貸款率也繼續(xù)惡化并達(dá)到了歷史最高的水平,但在此時期國有銀行對宏觀經(jīng)濟(jì)增長仍然具有非常重要的作用。在國有控股商業(yè)銀行時期,四大國有銀行經(jīng)過股份制改革并成功上市,其市場績效、資產(chǎn)質(zhì)量和風(fēng)險控制等國際通用的商業(yè)銀行績效衡量指標(biāo)都得到了極大改善,基本上達(dá)到了國際商業(yè)銀行的水平；不同歷史時期國有銀行的人均盈利能力和機(jī)構(gòu)盈利能力,表明國有銀行的市場績效與其組織機(jī)構(gòu)存在著密切的關(guān)系。 根據(jù)國有銀行發(fā)展環(huán)境的變化趨勢與戰(zhàn)略目標(biāo)調(diào)整,本文對國有銀行組織結(jié)構(gòu)優(yōu)化調(diào)整的原則和方向進(jìn)行了論述,認(rèn)為在未來一段時期,影響國有銀行組織結(jié)構(gòu)的外部環(huán)境主要有金融深化背景下日益激烈的市場競爭、金融國際化、金融監(jiān)管、信息技術(shù)等網(wǎng)絡(luò)化發(fā)展構(gòu)成,環(huán)境變化會使國有銀行在經(jīng)營中以利潤最大化作為戰(zhàn)略目標(biāo),國有銀行組織結(jié)構(gòu)優(yōu)化應(yīng)以市場和客戶為中心、追求精簡和高效、分權(quán)和集權(quán)相結(jié)合、適度虛擬化等為原則,國有銀行組織結(jié)構(gòu)優(yōu)化調(diào)整方向是必須繼續(xù)完善現(xiàn)有的縱向和橫向組織結(jié)構(gòu),構(gòu)建完善的現(xiàn)代銀行公司治理機(jī)制,根據(jù)環(huán)境變化創(chuàng)新組織結(jié)構(gòu)模式。在筆者看來,要使國有銀行運(yùn)行達(dá)到以上的格局,就必須把戰(zhàn)略目標(biāo)、組織結(jié)構(gòu)和績效作為一個整體來分析研究。
[Abstract]:The state-owned bank has a very important strategic position in China's financial system and the whole macro economy, the adjustment of the organizational structure and business performance improvement related to the healthy development of the financial industry. Based on this economic reality, we have to research on the dynamic adjustment of the organizational structure of China's state-owned banks, to examine the system at this stage China's transition system on economic operation and development requirements, establish the analysis framework to adjust the organizational structure of state-owned banks not only has a certain theoretical value and practical significance. The research on the organizational structure of state-owned banks is on the existing organizational structure itself and the attention superabundant, analyzing the influence of organizational structure factors this paper deficiencies. The state-owned bank organizational structure adjustment and optimization of the external environment and the bank strategic goals and other factors together, try to build a more. The analysis framework of the organizational structure of the state-owned banks.
Based on the organizational structure of state-owned banks in China as the research object, to build a "strategic organizational performance (S-O-P)" the theoretical framework of organizational structure of state-owned banks how determined by the external environment and the strategic objectives and on this basis, and the logical structure influence organizational performance from the run. The framework of S-O-P ", the state-owned banks in the external market environment and the technical environment requirements of state-owned banks in different periods must choose different strategic target, also requires its organizational structure adjustment. The adjustment of organizational structure of state-owned banks is to achieve its strategic objectives, strategic goals and organizational structure to adapt to the changing environment. The strategy reflected the target and the organizational structure of state-owned banks on the performance of the mechanism by the credit behavior of state-owned banks. The strategic objectives and organizational structure can be improved in different periods The history and improve the validity of the S-O-P framework. Citibank in the world, operating characteristics and experience, Standard Chartered Bank and HSBC's organizational structure, has the certain enlightenment and reference to the state-owned bank organizational structure reform of our country. The reform of state-owned banks after the efficient operation of the organization structure is the basis of governance the mechanism of stakeholders of modern commercial banks.
This paper studies on the state-owned banks is divided into two steps, the first step is clear in theory to describe the strategic target of regulation organization structure, organization structure constraints on performance, the second step is to make the stage performance based on strategic objectives and organizational structure established on the empirical study, and to China bank as an example to do case studies.
The development history of intermittent state-owned banks to determine its performance measure for phase and multi index evaluation method based on performance, based on the study of domestic and foreign commercial banks' performance measure method, carry on the consideration of the strategic objectives of state-owned banks in different stages of development from different index system, investigated the history and the state the bank's operating performance. The results show that the four major state-owned banks in the state-owned banks have made an important contribution to the economic growth and financial development, but its asset quality deteriorates year by year during this period; in the state-owned commercial banks, four state-owned banks return on assets decreased year by year, the rate of bad loans will continue to deteriorate and reached the highest level, but in the period of state-owned banks to the macro economic growth still has a very important role in the state-owned business. Industrial Bank, the four major state-owned banks and listed after the success of the shareholding system reform, the market performance, the performance of asset quality and risk control of international commercial bank index has been greatly improved, basically reached the international level of commercial banks; profitability per capita profitability of state-owned banks and institutions in different historical periods. Show that the market performance of state-owned banks and their organizations have a close relationship.
According to the change trend of state-owned banks development environment and strategic objectives, this paper discusses the organization structure optimization of state-owned banks and the principle of direction, that in the future period, the state-owned banks of the organization structure and the external environment are the main financial deepening under the background of increasingly fierce market competition, financial internationalization, financial supervision, information technology such as network development, environmental change will make the state-owned banks to maximize profits as a strategic goal, optimizing the organization structure of state-owned banks should be based on the market and the customer as the center, the pursuit of simplification and efficiency, decentralization and centralization combining appropriate virtual principle, organization structure optimization and adjustment direction of state-owned banks is a must continue to improve the vertical and horizontal structure of existing construction, perfect governance mechanism of modern banking companies, according to the organization structure innovation environment change mode. In the opinion of the author, in order to make the state-owned banks achieve the above pattern, we must analyze the strategic objectives, organizational structure and performance as a whole.

【學(xué)位授予單位】：浙江工商大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2013
【分類號】：F832.33;F272

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