大型国有企业集团总部对成员单位控制体系的构型研究——基于102家中央企业的定性比较分析

Exploring the Configurations of Chinese SOEs' Group Control Systems: A Qualitative Comparative Analysis of 102 Central SOEs

集团总部对下属诸多成员单位的控制是组织管理中具有前沿性和挑战性的问题,现有文献侧重探讨单项控制机制及在西方背景下常见的机制组合类型,而缺乏对转型经济背景下独特的控制机制组合类型及其对集团战略发展影响的研究。本文从构型观视角,构建了一个整合"集分权—制度化—社会化"控制机制划分与"战略事项—经营事项"控制对象划分的大型企业控制体系内容框架,并基于此框架,以102家中央企业的经验数据探索了中国大型国有企业集团控制体系的类型及其与集团战略发展之间的关系。实证结果表明,人格化机制间的替代或互补关系促进了众多国有企业集团的战略发展,战略类制度这一非人格化机制对人格化机制发挥作用并形成有益补充。多种控制机制的组合构成了具有结果等效性的控制体系构建路径,支撑着集团的战略发展。不同于既有文献中常见的类型,众多市场竞争类国有企业集团通过采用"派员层级型"或"经营价值创造层级型"控制体系支撑了集团战略发展;部分非市场竞争类国有企业集团通过采用"威权层级型"控制体系支撑了集团战略发展,而仅具战略类制度的"类放任型"控制体系不具有这样的支撑力。本文丰富了对大型企业集团控制体系类型化的认识,并深化了中国国有企业集团背景下控制体系与战略发展间关系的中层理论,也为国有企业集团管理者进行控制体系建设提供了参考。

Building an effective group control system is one of the most challenging managing issues facing Chinese SOEs'headquarters.Extant literature focuses on individual control mechanism and their combinations under the western scenario.In transitional economies like China, unique combinations of control mechanisms and their impact on strategic development are not well known.Reviewing extant literature,this article combines the ‘Centralization-Formalization-Socialization'framework, which categories control mechanisms,and the ‘Strategy-Operation' framework,which categories control objects.Based on this new frame-work,we explore the 102Chinese central SOEs'group control systems and their impact on groups'strategic development from the configurational perspective.It is found that shared value is an necessary condition in supporting group's strategic development for most Chinese SOEs. Personal mechanisms play the central role in supporting groups'strategic development and impersonal mechanisms enhance the effectiveness of personal ones.Moreover,different configurations of control mechanisms exhibit equifmality in supporting Chinese SOE's strategic development. Specifically,many Chinese SOEs in competing industries adopt the ‘Expatriate Hierarchy'or ‘Operational Value-creating Hierarchy'control system,which is different from those well documented in extant literature,to support the groups'strategic development.And some Chinese SOEs in non-competitive industries adopt the ‘Fief'control system to support the groups'strategic development.But the ‘Quasi-anarchy'control system,which is adopted by some SOEs in non-competitive industries,falls to support the groups'strategic development.This article pro-vides a configurational understanding of Chinese SOEs' group control systems and deepens the knowledge of the relationship between group control systems and the groups'strategic development.It also provides some references for Chinese SOEs'executives in building group control systems.Future researches can explore more unfound configurations of Chinese SOEs'control mechanisms by case studies.With Chinese SOEs' reform progressing in recent years,future researches can also study their control systems'evolution in a dynamic way.