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企业界和学术界一直没能很好地解决战略执行难这一老生常谈的问题。从流程视角研究战略执行有较大的空间,但目前尚缺“战略执行流程”量表,与其相关的实证研究不能推进。本文明确界定了“战略执行流程”的涵义,通过访谈和文献分析收集题项,运用问卷调查获取数据,用项目分析、探索性和验证性因子分析方法开发了“战略执行流程”量表。实证结果表明,“战略执行流程”是多维构念,包含战略分解、人员和运营三个子流程。人员流程对战略执行流程的因素负荷量及方差解释变异量等均较另两个子流程更大。企业应通过提升战略分解、人员及运营流程的成熟度来提高战略执行流程成熟度以获取良好的执行绩效。
Businesses and academics have not been able to properly address the commonplace problem of strategic implementation. There is ample room to study strategic implementation from a process perspective, but there is currently no “Strategic Implementation Process” scale, and the relevant empirical research can not be advanced. This paper clearly defines the meaning of “strategy implementation process ”, collects items through interviews and documentary analysis, obtains data through questionnaire survey, and uses “project analysis, exploratory and confirmatory factor analysis methods to develop ” strategy implementation process Scale. The empirical results show that “strategy execution process ” is a multi-dimensional concept, including strategic decomposition, personnel and operations three sub-processes. The personnel load and variance variance of strategy implementation process are larger than those of the other two sub-processes. Businesses should improve the maturity of the strategic execution process to achieve good performance by improving the maturity of strategic decomposition, people and operations processes.