铺路还是设障?领导人的社会情感财富与企业战略变革——对华帝股份跨代继任的案例研究

Paving or Laying Obstacles? Leaders' Socioemotional Wealth and Strategic Change of Enterprises:A Case Study on the Intergeneration Succession of Vatti Shares

传承和转型是当今中国家族企业面临的两大命题,不少家族企业寄希望于通过传承来实现战略转型,然而二代继任者的战略变革往往阻力重重。现有文献多关注继任者的变革动力,少数关注阻力的文献也多归因于经济动机,不足以深入解释代际传承过程中战略变革面临的复杂冲突。文章引入社会情感财富(SEW)观点来分析华帝股份代际传承过程中战略变革障碍的变化,借此来拓展SEW的观点。我们将案例分成一代控制、两代共治和二代控制三个阶段来分析一代战略决策者的变革障碍、一代之间对于战略变革的分歧、一代和二代之间战略变革的冲突,发现(1)原有战略实施中形成的决策者与利益相关者的情感关系会阻碍战略变革,决策者对原有战略实践的投入会形成对它的情感及持续承诺,也会阻碍战略变革;(2)一代成员追求不同的SEW会导致一代(泛)家族成员对二代及其推动的变革形成不同态度,阻碍两代共治下变革的推进;(3)继任者缺少与卸任者共同的SEW减少了其推行激进变革的心理障碍,一代共同SEW的弱化导致其合作瓦解,为二代推行激进变革扫清障碍。上述发现揭示了细分SEW对于从个人层面分析家族内决策冲突和动态变化的价值,也提示了SEW的动态性和作用的两面性。

In the context of Chinese economic transition, how to adapt to the highly competitive and changeable market is an essential strategic issue that traditional family manufacturing firms urgently need to solve. Transformation is more and more important to the enterprises＂ sustainable development. More than that, many of them are also faced with the arrival of family business succession peak. Inheritance is not only a continuation of the business operation, it also implies new opportunities and changes. Because of that, many family business owners hope to achieve strategic transformation through succession. However, the successors in the strategic change often encounter obstacles. Noticing that the existing literature pays more attention to the reform motivation of the successor, while a few of the literature focusing on resistance are mostly attributed to the economic motivation, which is not deeply enough to explain the complex conflicts of strategic reform in succession. To reveal more psychological factors behind economic motivation, we introduce the Socioemotional Wealth （SEW） perspective to analyze the changes of the obstacles in strategic transformation in the intergenerational succession of Vatti and strategic transformation. our research try to expand SEW＇ s views By using case study with proper charts and deepen the understanding of the and tables, we divide the case into three stages ： first - generational control, two generations co - control, and second - generation control to analyze the reform barriers of strategic decision - makers who are first - generation, the differences between generations of strategic reform, and the conflicts between the first and second generations of strategic reform. We find that （1） the emotional relationship formed during the original strategy implementation between the decision makers and stakeholders will hinder strategic reform. The input of decision makers to the original strategic practice will form an emotion and a sustained commitment to it, and will also hinder strategic reform; （2） the pursuit of different SEWs among first - generation will lead to different attitudes of first - generation of family members towards the second - generation and the reform they promote, hindering the advancement of change under the co - control of two generations; （3） the lack of common SEW between the two generations can actually reduce the psychological barriers for successors to carry out radical reform. Besides, the weakening of common SEW among first - generation leads to the collapse of their cooperation, removing obstacles for the implementation of radical reform in the second - generation. Our findings mainly contribute to a deeper understanding of conflicts in strategic reform with individual perspectives of SEW. Theoretically, we reveal the value of subdividing SEW for analyzing decision - making conflicts and dynamic changes within the family from an individual perspective instead of a family level. Besides, we also suggest that we should pay attention to the both sides of SEW depending upon the particular situation in practice.