本文選題：創(chuàng)業(yè)板上市企業(yè) + 高管團(tuán)隊(duì)��； 參考：《華東交通大學(xué)》2017年碩士論文

【摘要】：我國創(chuàng)業(yè)板市場從2009年10月23日正式開啟,此后從首批上市的28家企業(yè)發(fā)展到2015年12月底的492家企業(yè),發(fā)展迅速,規(guī)模日益壯大,已成為我國經(jīng)濟(jì)發(fā)展的重要力量。隨著創(chuàng)業(yè)板市場的建立和日趨成熟,創(chuàng)業(yè)板上市企業(yè)的績效成為人們關(guān)注的重點(diǎn),很多企業(yè)上市后不久,績效就出現(xiàn)整體下滑的跡象,并且高管頻頻離職,對創(chuàng)業(yè)板市場的健康發(fā)展產(chǎn)生了嚴(yán)重的不利影響。創(chuàng)業(yè)板上市企業(yè)多處于初創(chuàng)階段,高管的能力以及決策對企業(yè)的發(fā)展至關(guān)重要,其價(jià)值觀以及決策方向與經(jīng)歷息息相關(guān),從而最終影響企業(yè)績效。鑒于創(chuàng)業(yè)板市場的發(fā)展現(xiàn)狀以及高管團(tuán)隊(duì)的重要性,本文以我國創(chuàng)業(yè)板上市企業(yè)為研究對象,選取2011-2015年為樣本的研究區(qū)間,運(yùn)用1080個(gè)有效樣本數(shù)據(jù),將高管團(tuán)隊(duì)人口統(tǒng)計(jì)學(xué)特征中的職能背景特征細(xì)化,區(qū)分為職能背景異質(zhì)性、三種基本職能背景、多職能背景以及高管的特殊職業(yè)經(jīng)歷,綜合企業(yè)的短期績效、長期績效、創(chuàng)新績效和海外績效,考察高管團(tuán)隊(duì)的職能背景對企業(yè)績效的影響。本文首先對國內(nèi)外文獻(xiàn)進(jìn)行梳理,在總結(jié)前人研究的基礎(chǔ)上提出本文研究的理論基礎(chǔ)以及相關(guān)概念;其次分析了目前我國創(chuàng)業(yè)板上市企業(yè)的發(fā)展現(xiàn)狀,提出假設(shè),選取樣本與變量,構(gòu)建模型。考慮到不同產(chǎn)業(yè)高管團(tuán)隊(duì)的特征有所不同,本文在進(jìn)行分析時(shí)將樣本數(shù)據(jù)分為全樣本數(shù)據(jù)和分產(chǎn)業(yè)樣本數(shù)據(jù),進(jìn)行假設(shè)驗(yàn)證;最后根據(jù)各研究結(jié)果得出結(jié)論,提出意見,并在文章結(jié)尾提出本文的研究局限以及未來的研究展望。通過對全樣本數(shù)據(jù)進(jìn)行分析,結(jié)果表明:高管團(tuán)隊(duì)職能背景異質(zhì)性對企業(yè)長期績效產(chǎn)生顯著的正向影響,對企業(yè)創(chuàng)新績效產(chǎn)生顯著的負(fù)向影響;三種基本職能背景中產(chǎn)出型職能背景高管對企業(yè)創(chuàng)新績效產(chǎn)生顯著的負(fù)向影響,外圍型職能背景高管對企業(yè)長期績效產(chǎn)生顯著的正向影響;多職能背景高管對企業(yè)海外績效產(chǎn)生顯著的負(fù)向影響;海外背景高管對企業(yè)長期績效、海外績效均產(chǎn)生顯著的正向影響,對企業(yè)創(chuàng)新績效產(chǎn)生顯著的負(fù)向影響;政府背景高管對企業(yè)長期績效、創(chuàng)新績效均產(chǎn)生顯著的負(fù)向影響,對企業(yè)海外績效產(chǎn)生顯著的正向影響。通過將全樣本數(shù)據(jù)分為高技術(shù)產(chǎn)業(yè)和傳統(tǒng)產(chǎn)業(yè)進(jìn)行分析,結(jié)果表明:(1)在高技術(shù)產(chǎn)業(yè)中,高管團(tuán)隊(duì)職能背景異質(zhì)性對企業(yè)短期績效產(chǎn)生顯著的正向影響,對企業(yè)創(chuàng)新績效、海外績效均產(chǎn)生顯著的負(fù)向影響;三種基本職能背景中,產(chǎn)出型職能背景高管對企業(yè)海外績效產(chǎn)生顯著的負(fù)向影響,外圍型職能背景高管對企業(yè)長期績效產(chǎn)生顯著的正向影響,對企業(yè)創(chuàng)新績效產(chǎn)生顯著的負(fù)向影響;多職能背景高管對企業(yè)海外績效產(chǎn)生顯著的負(fù)向影響;海外背景高管對企業(yè)創(chuàng)新績效產(chǎn)生顯著的負(fù)向影響;政府背景高管對企業(yè)長期績效、創(chuàng)新績效均產(chǎn)生顯著的負(fù)向影響。(2)在傳統(tǒng)產(chǎn)業(yè)中,高管團(tuán)隊(duì)職能背景異質(zhì)性對企業(yè)長期績效、海外績效均產(chǎn)生顯著的正向影響;三種基本職能背景中,產(chǎn)出型職能背景高管對企業(yè)長期績效產(chǎn)生顯著的正向影響,對企業(yè)創(chuàng)新績效產(chǎn)生顯著的負(fù)向影響,外圍型職能背景高管對企業(yè)創(chuàng)新績效、海外績效均產(chǎn)生顯著的正向影響;多職能背景對企業(yè)各績效影響結(jié)果不顯著;海外背景高管對企業(yè)長期績效產(chǎn)生顯著的正向影響,對企業(yè)創(chuàng)新績效產(chǎn)生顯著的負(fù)向影響;政府背景高管對企業(yè)海外績效產(chǎn)生顯著的正向影響。根據(jù)研究結(jié)果,結(jié)合我國特殊的文化背景和創(chuàng)業(yè)板上市企業(yè)的特點(diǎn),對創(chuàng)業(yè)板上市企業(yè)提出以下建議:適當(dāng)減少高管團(tuán)隊(duì)職能背景的異質(zhì)性,注重團(tuán)隊(duì)協(xié)作,提高團(tuán)隊(duì)決策效率;培養(yǎng)和選拔專才,適應(yīng)創(chuàng)業(yè)板上市企業(yè)的發(fā)展需要;增加外圍型職能背景高管占比,積極引進(jìn)海外人才,并使其盡快適應(yīng)國內(nèi)經(jīng)濟(jì)和企業(yè)的發(fā)展環(huán)境;在企業(yè)海外市場的拓展過程中任用政府背景高管;提高高管團(tuán)隊(duì)的監(jiān)管力度,維護(hù)高管團(tuán)隊(duì)的持續(xù)性和穩(wěn)定性;在動(dòng)蕩的環(huán)境中降低高管團(tuán)隊(duì)職能背景的異質(zhì)性,增加外圍型職能背景高管比重;在穩(wěn)定的環(huán)境中提高高管團(tuán)隊(duì)職能背景的異質(zhì)性,增加產(chǎn)出型和外圍型職能背景高管比重,積極引進(jìn)海外人才并使其盡快融入企業(yè),在拓展海外市場時(shí)任用政府背景高管,實(shí)現(xiàn)企業(yè)的全方位發(fā)展。
[Abstract]:China's GEM market has been officially opened in October 23, 2009. Since then, from the first batch of 28 enterprises to the 492 enterprises at the end of December 2015, the market has developed rapidly and has become an important force in the economic development of our country. With the establishment and maturity of the GEM market, the performance of the GEM listed enterprises has become the concern of the people. The key point is that a lot of enterprises have been listed as a whole, and the performance will appear as a whole in the future. And the frequent turnover of the senior executives has a serious negative impact on the healthy development of the gem. The GEM listed companies are in the initial stage, the ability of the executives and the decision-making are very important to the development of the enterprise. In view of the current situation of the development of the GEM market and the importance of the executive team, this paper takes the GEM listed enterprises in China as the research object, selects 2011-2015 years as the sample of the research interval, and uses 1080 effective sample data to make the functional background of the demographic characteristics of the top management team. The characteristics are divided into functional background heterogeneity, three basic functional backgrounds, multi functional background and special career experience of senior executives, the short-term performance, long-term performance, innovation performance and overseas performance of the comprehensive enterprise, and the impact of the executive team's functional background to the enterprise performance. On the basis of previous research, we put forward the theoretical basis and related concepts of this study. Secondly, we analyze the current situation of the development of China's GEM listed enterprises, put forward assumptions, select samples and variables, and construct the model. Considering the different characteristics of the different industries, this paper divides the sample data into full sample in the analysis. Data and sub industry sample data, assume verification, and finally draw conclusions based on the results of each research, and put forward the limitations of the study and future research prospects. The results show that the heterogeneity of the executive team background is significant to the long-term performance of the enterprise. The impact has a significant negative impact on enterprise innovation performance; in the background of the three basic functions, the output function background executives have a significant negative impact on the enterprise innovation performance, and the external functional background executives have a significant positive impact on the long-term performance of the enterprise, and the multi-functional background executives have a significant negative effect on the enterprise performance overseas. The overseas background executives have a significant positive impact on the enterprise's long-term performance and overseas performance, and have a significant negative impact on the enterprise innovation performance; the government executives have a significant negative impact on the long-term performance and innovation performance of the enterprises, and has a significant positive impact on the performance of the enterprises overseas. The analysis is divided into high technology industry and traditional industry. The results show that: (1) in the high technology industry, the background heterogeneity of executive team functions has a significant positive impact on the short-term performance of the enterprise, and has a significant negative impact on the enterprise innovation performance and overseas performance; in the three basic functional backgrounds, the output type function background executives to the enterprise The oversea performance has a significant negative impact on the performance of the enterprise's long-term performance, which has a significant negative impact on the enterprise innovation performance; the multi-functional background executives have a significant negative impact on the enterprise's overseas performance; the overseas background executives have a significant negative impact on the enterprise innovation performance. The government background executives have a significant negative impact on the long-term performance and innovation performance of the enterprise. (2) in the traditional industry, the background heterogeneity of the executive team function has a significant positive impact on the long-term performance and overseas performance; in the three basic functional backgrounds, the producing functional background executives have a significant effect on the long-term performance of the enterprise. Positive impact has a significant negative impact on enterprise innovation performance, and the external functional background executives have a significant positive impact on corporate innovation performance and overseas performance; the multi-functional background has no significant impact on the performance of enterprises; the overseas background executives have a significant positive impact on the long-term performance of the enterprise and the enterprise innovation performance. The government background executives have a significant positive impact on the corporate overseas performance. According to the research results, combined with the special cultural background of China and the characteristics of the GEM listed enterprises, the following suggestions are put forward to the GEM listed companies: reducing the heterogeneity of the executive team function background, focusing on teamwork and improving Team decision-making efficiency; training and selecting special talents to adapt to the development needs of the GEM listed enterprises; increase the proportion of top executives in the peripheral function background, actively introduce overseas talents, and make it adapt to the development environment of domestic economy and enterprises as soon as possible; to appoint government background executives in the process of expanding the overseas market of enterprises and to improve the supervision of the management team. Efforts should be made to maintain the sustainability and stability of the executive team; to reduce the heterogeneity of the executive team's function background in the turbulent environment and to increase the proportion of the senior executives in the peripheral functions; to improve the heterogeneity of the executive team's functional background in a stable environment, to increase the proportion of the output and peripheral functional backgrounds, and to actively introduce overseas talents and To integrate into the enterprise as soon as possible, and to appoint senior executives in the overseas market to achieve all-round development of enterprises.
【學(xué)位授予單位】：華東交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.51;F275;F272.91

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