本文選題：高層領(lǐng)導(dǎo)者　切入點(diǎn)：二元領(lǐng)導(dǎo)行為　出處：《中國科學(xué)技術(shù)大學(xué)》2017年碩士論文

【摘要】：在中國經(jīng)濟(jì)結(jié)構(gòu)轉(zhuǎn)型的時代背景下,如何實(shí)現(xiàn)企業(yè)的創(chuàng)新二元性成為一個理論和實(shí)踐界共同關(guān)注的重要問題。很多企業(yè)在創(chuàng)新實(shí)踐中呈現(xiàn)出單一創(chuàng)新活動的現(xiàn)象,要么非常注重技術(shù)研發(fā)和新創(chuàng)意而忽視了將這些高成本探索出來的知識成果及時有效地進(jìn)行市場化,要么非常注重引進(jìn)模仿新技術(shù)并通過迅速利用將其市場化而忽視了主動去探索全新技術(shù)和創(chuàng)意,進(jìn)而致使企業(yè)的創(chuàng)新實(shí)踐處于失衡狀態(tài)。創(chuàng)新失衡容易導(dǎo)致企業(yè)當(dāng)下競爭力不足或者未來競爭力缺失,威脅著企業(yè)的高水平發(fā)展,而主動兼顧創(chuàng)新過程中的探索式活動和利用式活動,促進(jìn)探索式創(chuàng)新和利用式創(chuàng)新的相互平衡,對避免創(chuàng)新活動失衡,維持企業(yè)長期競爭優(yōu)勢至關(guān)重要。在學(xué)術(shù)界,領(lǐng)導(dǎo)行為被認(rèn)為是影響企業(yè)創(chuàng)新二元性的關(guān)鍵因素,高層領(lǐng)導(dǎo)者既可通過戰(zhàn)略制定、制度設(shè)計、流程設(shè)計、獎懲措施等硬性方式來影響企業(yè)成員的創(chuàng)新行為,也可通過個人魅力、企業(yè)文化、鼓舞激勵等軟性方式來影響成員的創(chuàng)新行為。近年來,隨著對領(lǐng)導(dǎo)行為的深入研究,學(xué)者們越來越意識到面對復(fù)雜動態(tài)的外部環(huán)境,企業(yè)的領(lǐng)導(dǎo)者需要對以往單一的領(lǐng)導(dǎo)風(fēng)格和領(lǐng)導(dǎo)行為做出改變。領(lǐng)導(dǎo)者主動實(shí)施二元的領(lǐng)導(dǎo)行為,能更好地適應(yīng)環(huán)境和戰(zhàn)略的變化與要求,對日益復(fù)雜的創(chuàng)新管理至關(guān)重要,但二元領(lǐng)導(dǎo)行為和創(chuàng)新二元性的關(guān)系及其影響機(jī)制卻仍未得到深入探討與檢驗(yàn)。本文基于二元組織理論和創(chuàng)新二元性前因研究的現(xiàn)有成果,運(yùn)用實(shí)證分析方法,對高層領(lǐng)導(dǎo)者能否通過實(shí)施二元領(lǐng)導(dǎo)行為來提升創(chuàng)新的二元性,二元組織文化是否在其間具有中介作用,以及環(huán)境動態(tài)性是否具有調(diào)節(jié)效應(yīng)等問題進(jìn)行了深入研究,得出了以下結(jié)論:(1)高層領(lǐng)導(dǎo)者的二元領(lǐng)導(dǎo)行為能夠顯著地提升創(chuàng)新二元性水平;(2)二元組織文化能夠顯著地提升創(chuàng)新二元性水平;(3)高層領(lǐng)導(dǎo)者的二元領(lǐng)導(dǎo)行為對二元組織文化具有正向影響;(4)二元組織文化在高層領(lǐng)導(dǎo)者二元領(lǐng)導(dǎo)行為和企業(yè)創(chuàng)新二元性之間表現(xiàn)出部分中介作用;(5)環(huán)境動態(tài)性對二元領(lǐng)導(dǎo)行為與二元組織文化的關(guān)系具有顯著的正向調(diào)節(jié)效應(yīng),對二元領(lǐng)導(dǎo)行為與創(chuàng)新二元性的關(guān)系不具有正向調(diào)節(jié)效應(yīng)。上述結(jié)論為企業(yè)的創(chuàng)新實(shí)踐提供了重要的對策建議。本文有兩大創(chuàng)新之處,一是將二元性思維延伸到創(chuàng)新二元性前因研究,探討和檢驗(yàn)了高層領(lǐng)導(dǎo)者二元領(lǐng)導(dǎo)行為與創(chuàng)新二元性的關(guān)系,二是探討和檢驗(yàn)了二元組織文化的中介作用,彌補(bǔ)了中介機(jī)制研究的不足。另外,由于僅收集了 219份樣本,在數(shù)量上有一定的局限性,未來可擴(kuò)大樣本量,進(jìn)一步提升研究質(zhì)量。
[Abstract]:Under the background of China's economic structural transformation, how to realize the duality of enterprise innovation has become an important issue of common concern in the field of theory and practice. Many enterprises present the phenomenon of single innovation activity in their innovation practice. Or they pay much attention to technological research and development and new ideas and neglect the marketization of these high-cost knowledge achievements in a timely and effective manner. Or very much focus on imitating new technologies and by using them quickly to market them and ignoring the initiative to explore new technologies and ideas, Thus, the innovation practice of enterprises is in an unbalanced state, which can easily lead to the lack of current competitiveness or the lack of future competitiveness of enterprises, which threatens the high level of development of enterprises. In the academic world, it is very important to actively balance the exploratory and utilitarian activities in the process of innovation to avoid the imbalance of innovation activities and to maintain the long-term competitive advantage of enterprises. Leadership behavior is considered to be the key factor that affects the duality of enterprise innovation. Senior leaders can influence the innovation behavior of enterprise members through the hard ways of strategy making, system design, process design, rewards and punishment measures, etc. In recent years, with the in-depth study of leadership behavior, scholars have become increasingly aware of the complex and dynamic external environment. The leaders of enterprises need to make changes to the single leadership style and behavior in the past. The initiative of leaders to implement dualistic leadership behavior can better adapt to the changes and requirements of environment and strategy, and is crucial to the increasingly complex innovation management. However, the relationship between dual leadership behavior and duality of innovation and its influence mechanism have not been thoroughly discussed and tested. Based on the existing achievements of dual organization theory and the research of duality antecedents of innovation, this paper uses the empirical analysis method. This paper makes a deep study on whether the senior leaders can promote the duality of innovation through the implementation of dualistic leadership behavior, whether the dual organizational culture plays an intermediary role in the process, and whether the environmental dynamics has the regulating effect, and so on. The following conclusions are drawn: 1) the dual leadership behavior of senior leaders can significantly enhance the level of duality of innovation. 2) dual organizational culture can significantly enhance the level of duality of innovation. Meta-organizational culture has a positive influence on dualistic organizational culture. The dual organizational culture plays a part intermediary role between the dualistic leadership behavior of senior leaders and the duality of enterprise innovation. The dynamic nature of the environment on dualistic leadership behavior and dualistic organizational culture. The relationship has significant positive regulation effect, There is no positive regulation effect on the relationship between dual leadership behavior and innovation duality. The above conclusions provide important countermeasures and suggestions for the innovation practice of enterprises. There are two major innovations in this paper. First, the dual thinking is extended to the research of the duality of innovation, and the relationship between the dualistic leadership behavior of the senior leaders and the duality of innovation is discussed and tested, and the intermediary function of the dual organizational culture is discussed and tested. In addition, only 219 samples are collected, which has certain limitation in quantity, so the sample size can be expanded in the future and the research quality can be further improved.
【學(xué)位授予單位】：中國科學(xué)技術(shù)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F273.1;F272.91

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