重大工程高管团队的行为整合、战略决策与工程绩效

The Relationship Among Behavioral Integration,Strategic Decision Making and Project Performance of Megaproject Top Management Team

基于重大工程管理情境和高阶梯队理论,构建了重大工程高管团队"行为整合—战略决策—工程绩效"理论模型,通过204位高管问卷样本实证了三者间相互关系的假设。研究发现:行为整合的合作行为、信息交换、联合决策三个维度对工程绩效均有显著的正向影响,战略决策的决策质量与决策速度对于工程绩效也具有显著的正向作用。行为整合与战略决策间关系在重大工程情境下具有特殊性,表现为合作行为并未经过战略决策的部分中介作用,而直接作用于工程绩效;高管团队的信息交换与联合决策并未提升决策速度,反而造成阻碍。

Based on the upper echelous theory, an interrelationship model of ＂Behavioral Integration-Strategic Decision Making-Pro- ject Performance＂ concerning the top management team （TMT） is established in the management situation of Chinese mega- projects. Findings from survey data of 204 top managers show that all of the three sub-dimensions of behavioral integration are positively related to project performance. The two sub-dimensions of strategic decision making are also positively related to project performance. It should be noted that the interrelationships between behavioral integration and strategic decision making of TMT are specific to megaprojects. That is, strategic decision making does not behave as a partial mediator between collaborative behavior and project performance, rather project performance is directly influenced by collaborative behavior; also, information exchange and joint decision making would slow down decision speed rather than improve it, which violates the initial hypothesis.