本文關(guān)鍵詞： 國有企業(yè) 黨組織治理 董事會(huì)非正式等級(jí) 公司績效 環(huán)境不確定性　出處：《經(jīng)濟(jì)管理》2017年03期 　論文類型：期刊論文

【摘要】：如何發(fā)揮黨的領(lǐng)導(dǎo)在我國國有企業(yè)的獨(dú)特優(yōu)勢(shì),通過黨的領(lǐng)導(dǎo)完善國有企業(yè)的公司治理是我國當(dāng)前國有企業(yè)改革發(fā)展面臨的重大問題之一。然而,作為黨的領(lǐng)導(dǎo)的重要體現(xiàn)與重點(diǎn),我國國有企業(yè)董事會(huì)黨組織治理如何影響國有企業(yè)尚未得到充分的揭示與驗(yàn)證。本文首次基于團(tuán)隊(duì)非正式社會(huì)結(jié)構(gòu)的視角,集中研究我國國有企業(yè)董事會(huì)黨組織治理對(duì)董事會(huì)非正式等級(jí)的影響,進(jìn)而探究董事會(huì)非正式等級(jí)與公司績效之間的關(guān)系及其情景邊界。基于我國國有上市公司的研究實(shí)證結(jié)果表明,董事會(huì)黨組織治理對(duì)董事會(huì)非正式等級(jí)平等化具有顯著的正向影響,但一般情況下,董事會(huì)非正式等級(jí)平等化對(duì)公司績效的正向影響卻不顯著。進(jìn)一步的研究發(fā)現(xiàn),只有在面臨高環(huán)境不確定性時(shí),國有企業(yè)董事會(huì)非正式等級(jí)平等化才正向顯著影響公司績效。研究結(jié)果具有較好的穩(wěn)健性,其揭示了國有企業(yè)組織內(nèi)部運(yùn)作機(jī)制能夠?yàn)閯?chuàng)新國有企業(yè)黨組織發(fā)揮政治核心作用的途徑與方式提供重要的機(jī)會(huì),而國有企業(yè)黨組織優(yōu)勢(shì)在董事會(huì)的發(fā)揮單憑"雙向進(jìn)入、交叉任職"的形式仍不夠充分,還需與組織內(nèi)外部環(huán)境相匹配。
[Abstract]:How to give full play to the unique advantages of the Party's leadership in state-owned enterprises and how to improve the corporate governance of state-owned enterprises through the leadership of the Party is one of the major problems facing the reform and development of state-owned enterprises in China. As an important embodiment and focus of the leadership of the Party, how the governance of the party organization of the board of directors of the state-owned enterprises has not been fully revealed and verified. This paper is based on the perspective of the informal social structure of the team for the first time. Focusing on the influence of the governance of the party organization of the board of directors on the informal level of the board of directors in China's state-owned enterprises, Then it explores the relationship between the informal level of the board of directors and corporate performance and its scenario boundary. The governance of the party organization of the board of directors has a significant positive impact on the informal level equality of the board of directors, but in general, the positive effect of the informal level equality of the board of directors on the performance of the company is not significant. It is only in the face of high environmental uncertainty that the informal hierarchy equality of the board of directors of state-owned enterprises has a significant positive impact on corporate performance. It reveals that the internal operating mechanism of state-owned enterprise organization can provide an important opportunity for innovating the ways and means of the party organization of state-owned enterprise to play a central role in politics, while the advantage of the party organization of state-owned enterprise can only be entered by the board of directors. The form of cross-service is still inadequate and needs to be matched with the internal and external environment of the organization.
【作者單位】： 中山大學(xué)國際金融學(xué)院;中山大學(xué)嶺南學(xué)院;廣東財(cái)經(jīng)大學(xué)工商管理學(xué)院;
【基金】：國家自然科學(xué)基金項(xiàng)目“資源驅(qū)動(dòng)型拼湊對(duì)機(jī)會(huì)辨識(shí)與創(chuàng)新績效作用機(jī)制研究”(71572204);國家自然科學(xué)基金項(xiàng)目“真實(shí)型領(lǐng)導(dǎo)對(duì)員工創(chuàng)新行為影響的多層次分析”(71202100)
【分類號(hào)】：D267.1

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