【摘要】：企業(yè)戰(zhàn)略變革一直是戰(zhàn)略管理領(lǐng)域的重要研究內(nèi)容。戰(zhàn)略變革是指組織和環(huán)境的匹配模式隨著時間變化在形式、性質(zhì)與狀態(tài)上的改變[1]。在管理實(shí)踐中，但凡變革，必然帶來一系列的連鎖變化，如員工原有行為模式的改變，員工權(quán)利、地位的改變，甚至對企業(yè)原有的利益格局和企業(yè)的價值觀造成一定的沖擊。因而，企業(yè)的戰(zhàn)略變革的實(shí)施容易遭受阻礙。理論上，阻礙企業(yè)戰(zhàn)略變革實(shí)施的動因有很多，如組織慣例、組織剛性等；然而隨著管理認(rèn)知和組織行為研究的興起，越來越多的學(xué)者開始從微觀層面關(guān)注個體因素對企業(yè)戰(zhàn)略變革的影響。 本文基于中國電信集團(tuán)重慶公司2010年3月開始實(shí)施的市場競爭戰(zhàn)略變革——“營維體制改革”（又稱“營維融合”），結(jié)合戰(zhàn)略管理、市場營銷、管理心理學(xué)、組織行為學(xué)的基礎(chǔ)理論，提出本文擬解決的關(guān)鍵問題：在戰(zhàn)略變革背景下，員工認(rèn)知與行為是如何影響電信運(yùn)營企業(yè)的營銷模式的？針對這一問題，本文又將其分解為三個子問題： （1）變革背景下，認(rèn)知、行為、營銷模式的內(nèi)涵與關(guān)鍵要素是什么？ （2）認(rèn)知與行為為何，以及如何相互作用，并影響營銷模式的？ （3）“認(rèn)知”“行為”“營銷模式”基于員工不同特征屬性是否存在差異、基于上述三個變量可將員工劃分為哪些類型，以及各種類型的員工適合的營銷模式是什么？ 在研究方式上，本文采用質(zhì)性研究與定量研究相結(jié)合的方式，對企業(yè)基層、中層以及高層員工進(jìn)行深度訪談（個人訪談75人次，小組訪談34組次），采用扎根理論研究方法對收集的訪談資料進(jìn)行質(zhì)性分析，分離出認(rèn)知、行為以及營銷模式的內(nèi)涵和各自包含的關(guān)鍵要素，完成了子問題（1）的研究。研究結(jié)果表明：①戰(zhàn)略變革背景下的員工認(rèn)知是指員工對變革意義、內(nèi)涵、功效、前景等整體情況的理解、感受、解讀和評價。它包含“理解與感知、角色負(fù)荷、利益受損”三個關(guān)鍵因素；②行為，即在特定變革背景下的團(tuán)隊(duì)互動行為，包含“知識分享”、“交流溝通”、“互動信任”三個關(guān)鍵因素；③營銷模式，主要指與變革后的戰(zhàn)略目標(biāo)相匹配的新型營銷模式（在普適意義上，沒有固定、成熟并已達(dá)成共識的理論模式），結(jié)合本文研究的實(shí)際案例，營銷模式特指“1+1”融合營銷模式①、“三定”融合營銷模式”②。 結(jié)合子問題（1）的研究結(jié)論，設(shè)計了七個研究潛變量“理解與感知、角色負(fù)荷增強(qiáng)、利益受損、交流溝通、知識分享、互動信任、營銷模式”（其中，“營銷模式”包含“員工對營銷模式的選擇傾向”的含義）之間的關(guān)系，，并進(jìn)行了量表調(diào)查。研究共回收451份有效問卷。運(yùn)用SPSS16.0對量表數(shù)據(jù)進(jìn)行描述性統(tǒng)計、鑒別度檢驗(yàn)、探索性因子分析、一階驗(yàn)證性因子分析、二階驗(yàn)證性因子份子、信度檢驗(yàn)，以保證量表問題的判別度、收斂效度、結(jié)構(gòu)效度以及信度。結(jié)合潛變量間的假設(shè)關(guān)系，構(gòu)建認(rèn)知、行為和營銷模式的結(jié)構(gòu)方程模型，運(yùn)用AMOS7.0進(jìn)行運(yùn)算，并對方程整體擬合度、結(jié)構(gòu)方程路徑系數(shù)、測量方程路徑系數(shù)進(jìn)行檢驗(yàn)。從而完成了子問題（2）的研究。研究結(jié)果表明：①“理解與感知”對“營銷模式”具有顯著正向影響；②“互動信任”對“營銷模式”具有顯著正向影響；③“角色負(fù)荷”對“理解與感知”具有顯著負(fù)向影響；④“利益受損”對“理解與感知”具有顯著負(fù)向影響；⑤“理解與感知”對“交流溝通”具有顯著正向影響；⑥“交流溝通”對“互動信任”具有顯著正向影響；⑦“交流溝通”對“知識分享”具有顯著正向影響；⑧“知識分享”對“互動信任”具有顯著正向影響。 為了進(jìn)一步研究各研究變量在被調(diào)查者不同分組特征上的差異，本文采用獨(dú)立樣本t檢驗(yàn)來研究各變量是否會因?yàn)楸徽{(diào)查者的不同性別、不同職業(yè)角色、不同工作地域、不同人事編制而存在差異。研究結(jié)果表明：①戰(zhàn)略變革認(rèn)知、員工行為、營銷模式選擇在不同性別員工中沒有顯著差異；②戰(zhàn)略變革認(rèn)知、員工行為、營銷模式選擇在不同職業(yè)角色上（營銷、維護(hù)）存在顯著差異；③戰(zhàn)略變革認(rèn)知、營銷模式選擇在不同地域（農(nóng)村、城市）的員工中存在顯著差異；員工行為在不同地域的員工中沒有顯著差異；④戰(zhàn)略變革認(rèn)知在不同人事編制（A\B類、C類）的員工中存在顯著差異；員工行為、營銷模式選擇在不同人事編制的員工中沒有顯著差異。 此外，結(jié)合員工的認(rèn)知特征、行為特征以及營銷模式選擇的特征，本文采用K-means聚類分析方法對員工進(jìn)行聚類分析，劃分出不同特征的員工種類。研究結(jié)果表明：①根據(jù)“營銷模式”的因子得分進(jìn)行聚類，將員工劃分為“角色依賴型、地域依賴型、業(yè)務(wù)依賴型”三種；②根據(jù)“理解與感知—互動信任”的因子得分組合進(jìn)行聚類，將員工劃分為“高感知高信任型、高感知低信任型、低感知高信任型、低感知低信任型”四種；③根據(jù)“角色負(fù)荷—利益受損”因子得分組合進(jìn)行聚類，將員工分為“利益敏感型、負(fù)荷敏感型、勤勉無私型”三種；④根據(jù)“知識分享—交流溝通”因子得分組合進(jìn)行聚類，將員工劃分為“內(nèi)向慷慨型、外向吝嗇型、內(nèi)向吝嗇型”三種。其中，適合“1+1”融合營銷模式的員工類型包括：高感知低信任型、利益敏感型、勤勉無私型、內(nèi)向慷慨型、外向吝嗇型；適合“三定”融合營銷模式的員工類型是：高感知高信任型、地感知高信任型、負(fù)荷敏感型、勤勉無私型。此外，本文還針對每一種類型的員工，提出了促進(jìn)其適應(yīng)變革，優(yōu)化其營銷模式選擇的對策。 文章補(bǔ)充并完善了電信運(yùn)營企業(yè)在公眾客戶市場營銷和服務(wù)創(chuàng)新模式方面的研究，為學(xué)者對電信運(yùn)營企業(yè)營銷管理、服務(wù)創(chuàng)新等方面的研究進(jìn)行了鋪墊；結(jié)合電信運(yùn)營企業(yè)戰(zhàn)略變革案例，解決了“戰(zhàn)略變革背景下的員工認(rèn)知與行為是如何影響電信運(yùn)營企業(yè)的營銷模式的”這一關(guān)鍵問題。本文研究結(jié)論將對電信運(yùn)營企業(yè)在公眾客戶市場的營銷模式提供實(shí)際的參考和借鑒。
[Abstract]:Strategic change has always been an important research content in the field of strategic management.Strategic change refers to the change in form, nature and status of the matching mode of organization and environment with time.In management practice, however, any change will inevitably bring about a series of chain changes, such as the change of employees'original behavior patterns, employees' rights and status. In theory, there are many impediments to the implementation of enterprise strategic change, such as organizational conventions, organizational rigidity, etc. However, with the rise of management cognition and organizational behavior research, more and more enterprises are facing the challenge. More scholars begin to pay attention to the influence of individual factors on enterprise strategic change from the micro level.
Based on the market competition strategy reform of China Telecom Group Chongqing Company, which began in March 2010 - "the reform of operation and maintenance system" (also known as "integration of operation and maintenance"), combined with the basic theories of strategic management, marketing, management psychology and organizational behavior, this paper puts forward the key problems to be solved in this paper: under the background of strategic change, employees How does cognition and behavior affect the marketing model of telecom operators? To solve this problem, this paper divides it into three sub-problems:
(1) what are the connotations and key elements of cognition, behavior and marketing mode under the background of change?
(2) what is cognition and behavior, and how it interacts with and affects marketing patterns?
(3) What types of employees can be classified based on the above three variables, and what types of marketing models are suitable for different types of employees?
In terms of research methods, this paper adopts a combination of qualitative research and quantitative research to conduct in-depth interviews (75 individual interviews, 34 group interviews) with grass-roots, middle-level and high-level employees of enterprises, and uses the method of grounded theory to analyze the collected interview data qualitatively, separating cognition, behavior and marketing model. The results show that: (1) Employee cognition in the context of strategic change refers to the comprehension, perception, interpretation and evaluation of the meaning, connotation, efficacy and prospects of change. (2) Behavior, that is, team interaction in the context of a specific change, includes three key factors: knowledge sharing, communication and trust; and (3) marketing model, which mainly refers to the new marketing model matching the strategic objectives after the change (in a universal sense, there is no fixed, mature and consensus-reached theoretical model). Combining with the actual case of this study, the marketing model refers to the "1+1" integrated marketing model, and the "three fixed" integrated marketing model.
Combining with the conclusion of sub-question (1), seven latent variables were designed to study the relationship between "understanding and perception, role load enhancement, profit impairment, communication, knowledge sharing, interactive trust, marketing model" (in which "marketing model" includes the meaning of "employee's tendency to choose marketing model"), and a questionnaire survey was conducted. A total of 451 valid questionnaires were collected. SPSS16.0 was used to analyze the data of the scale, including descriptive statistics, discriminant test, exploratory factor analysis, first-order confirmatory factor analysis, second-order confirmatory factor analysis, and reliability test. The structural equation model of cognition, behavior and marketing model is built, and AMOS 7.0 is used to calculate the whole fitness of the equation, the path coefficient of structural equation and the path coefficient of measurement equation. (2) Interactive trust has a significant positive impact on "marketing model"; (3) Role load has a significant negative impact on "understanding and perception"; (4) Interest impairment has a significant negative impact on "understanding and perception"; (5) Understanding and perception have a significant positive impact on "communication"; Communication has a significant positive effect on "interactive trust"; Communication has a significant positive effect on "knowledge sharing"; Knowledge sharing has a significant positive effect on "interactive trust".
In order to further study the differences among the variables in the characteristics of different groups of respondents, the independent sample t test was used to study whether the variables were different because of the different gender, different occupational roles, different working areas and different staffing. There is no significant difference in the choice of marketing mode among different gender employees; there is significant difference in strategic change cognition, employee behavior and marketing mode choice in different occupational roles (marketing, maintenance); there is significant difference in strategic change cognition, marketing mode choice among employees in different regions (rural, urban); and there is significant difference in employee behavior in different occupational roles (marketing, maintenance). There were no significant differences among employees in different regions; 4) There were significant differences in strategic change perception among employees in different personnel establishment (AB, C); and there were no significant differences in employee behavior and marketing model selection among employees with different personnel establishment.
In addition, combined with employees'cognitive characteristics, behavior characteristics and marketing model selection characteristics, this paper uses K-means clustering analysis method to classify employees with different characteristics. According to the factor score combination of "understanding and perception-interactive trust", the employees are divided into four types: high perception-high trust, high perception-low trust, low perception-high trust, low perception-low trust; and low perception-low trust. Clustering, the staff is divided into "interest-sensitive, load-sensitive, diligent and selfless" three types; (4) According to the "knowledge sharing-communication" factor score combination, the staff is divided into "inward generosity, outward miserliness, inward miserliness" three types. Among them, suitable for the "1+1" integrated marketing model of staff type package These include: high perception, low trust, interest-sensitive, diligent, selfless, introverted generous, extroverted miserly; suitable for the "three definite" integration of marketing staff types are: high perception, high trust, to perceive high trust, load-sensitive, diligent and selfless. In addition, for each type of staff, this paper also proposed to promote their adaptation. Reform and optimize its marketing mode choice.
This paper complements and perfects the research on the marketing and service innovation mode of public customers of telecom operation enterprises, paves the way for scholars to study the marketing management and service innovation of telecom operation enterprises, and solves the staff's cognition and behavior under the background of "strategic change" by combining with the case of strategic change of telecom operation enterprises. The conclusion of this paper will provide practical reference for telecom operators in the public customer market.
【學(xué)位授予單位】：重慶郵電大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F626;F274

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