基于交互记忆系统的高管团队反思对企业战略一致性影响研究

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摘要

企业如何适时适度地应对环境变化，高管团队作为战略的制定和执行者，地

位也就显得更为重要。提升高管团队竞争力、绩效的关键在于实现其内部知识信

息的有效互动。高管团队的信息互动可以分为两个层面，一个是认知层面的信息

互动——交互记忆系统，另一个是行为层面的信息互动——团队反思。高管团队

成员可以通过交互记忆系统，方便快捷地获得不同领域的专业知识，并且改善知

识的整合过程，从而提高决策效率和整体绩效。团队反思能够鼓励高管团队成员

公开发表看法，能够促进高管团队内部的良性互动，能够推动高管团队成员间的

信息交流和分享，能够使知识在高管团队内部合理配置和利用。团队反思还能够

促使高管团队成员积极参与决策，促进团队目标的清晰化。

目前，研究企业高管团队的研究非常多，但是把交互记忆系统引入到高管团

队的研究还不多见，而且对于交互记忆系统如何产生及作用于高管团队反思，从

而共同作用于战略一致性，尚未出现统一的结论。

本文的研究对象为高层管理团队，试图找出中国企业背景下交互记忆系统的

影响因素，并探讨交互记忆系统对高层管理团队反思的影响，从而影响战略一致

性。本文全面系统地分析了交互记忆系统的各个维度、团队反思的各个维度及其

如何作用于高管团队的战略一致性。然后提出了交互记忆系统对于高管团队反思

和战略一致性的研究假设模型；最后，通过借助SPSS17.0统计分析软件，对以高

层管理团队成员为样本的问卷调查和实证分析，说明交互记忆系统是如何影响高

管团队反思和战略一致性，以及高管团队反思是如何影响战略一致性的。

本研究通过验证性因素分析，将交互记忆系统分为三个维度：各自专长、彼

此信任、相互协调，从这三个维度来测量交互记忆系统；将团队反思分为三个维

度：回顾、计划、调整，从这三个维度来测量团队反思；将战略一致性分为两个

维度：认知一致性和目标一致性，从这两个维度来测量战略一致性。

研究结果得出交互记忆系统可以有效促进高管团队进行团队反思，并且同时

对战略一致性也有正向的影响作用。促进团队反思的维度主要是专长，专长和可

信对认知一致性的正向影响作用比较明显，可信和协调对目标一致性的正向影响

作用比较明显。团队反思可以有效促进战略一致性的达成。其中回顾维度主要作

用于认知一致性，计划和调整维度主要作用于目标一致性。交互记忆系统可以直

接对团队反思产生部分作用，也可以直接作用于战略一致性，这还有待研究验证。

通过对上述几个问题的具体回答和解释，一方面可以从理论上增加对交互记

忆系统如何作用于高管团队反思及战略一致性的理解，以及高管团队反思这个行

为对战略一致性的作用的研究；另一方面可以从实证上增加一些对于高层管理团

队成员的分析，以及研究中会发现一些新的研究思路和现象，为今后进一步深入

系统地研究高管团队交互记忆系统、高管团队反思、战略一致性提供有价值的参

考，所得出的结论对高管团队相关分析和企业具体战略实践具有一定的指导意义。

关键词：交互记忆系统团队反思高管团队战略一致性

ABSTRACT

How do enterprises respond to environmental change timely and appropriately? The

top management team, who is in charge of strategic-making and execute, plays a more

and more important role. The key point of enhance the competitiveness and

performance of top management team is to achieve their effective interaction within

the knowledge and information. The information interaction of top management team

can be divided into two levels, one is the cognitive level of information

interaction-interaction memory system, and the other is the behavioral dimensions of

information-team reflexivity. Top management team members can convenient access

to different areas of expertise and improve the knowledge of the integration process

through interaction memory system, thereby enhancing the decision-making efficiency

and overall performance. Team reflexivity helps team members to reflect and give out

comments publicly in order to promote interaction within the senior management team,

to promote information exchange and sharing of knowledge, to achieve the rational

allocation and utilization of knowledge. Team reflexivity can also encourage team

members to actively participate the decision-making process and to create the clarity

of team goals.

Currently, there are many researches of top management team, but the research which

introduce interactive memory systems and team reflexivity is rare. Also, the research

of generate interactive memory system and team reflexivity to work together on the

strategic alignment, has not yet appeared unified conclusion.

The research targeted top management try to find in the context of Chinese companies

the factors affecting interaction memory system, and then explore the impact of team

reflexivity thus affecting the strategic alignment. This research gives comprehensive

and systematic analysis on the various dimensions of transactive memory system and

team reflexivity respectively and how these dimensions affect the hypothesis model of

strategic alignment. Finally, we surveyed samples of top management team and

analysis empirically by using statistical analysis software SPSS 17.0 to show that

transactive memory system how affects team reflexivity and strategic alignment, and

how the team reflexivity of top management team affects strategic alignment.

In the confirmatory factor analysis, interactive memory system is divided into three

dimensions: their expertise, mutual trust, mutual coordination and interaction from

three dimensions to measure the memory system; team reflexivity is divided into three

dimensions: review, plan, adjust, teams from the three dimensions to measure the team

reflexivity; the strategic alignment into two dimensions: cognitive consistency and goal

congruence, from two dimensions to measure the strategic alignment.

Study found that the transactive memory system can effectively interact with top

management team for team reflexivity, and also the consistency of the strategy also has

a positive effect. Promote reflection on the dimensions of the main team is expertise,

expertise and credibility of the positive influence of cognitive consistency more

obvious, credible and positive coordination of goal congruence influence more

apparent. Teams can effectively reflect the achievement of strategic coherence. Which

recalled the major role in the cognitive dimension of consistency, plan and adjust

dimensions of a major role in goal congruence. Interactive memory systems can

produce some of the team reflect on the role, but also can directly act on the trategic

alignment, this study remains to be verified.

By answering these questions and explain the specific, one can theoretically increase

the role of transactive memory system, how to reflect on the executive team and the

strategic coherence of understanding and executive team to reflect the consistency of

this behavior on the strategic role of research; the other hand, can increase some of the

evidence on the senior management team for analysis and research will find some new

research ideas and phenomena, for the further in-depth systematic study of the senior

management team transactive memory system, the executive team reflection, strategic

coherence to provide a valuable reference, the conclusion of the executive team and

business analysis of specific strategies related to the practice has a certain significance.

Key Word: Transactive Memory System, Team Reflexivity, Strategic

Alignment, Top Management Team

摘要

ABSTRACT

第一章绪论 .................................................................................................................... 1

§1.1 研究背景 ........................................................................................................... 1

§1.2 研究意义 ........................................................................................................... 1

§1.3 本文研究创新点 ...............................................................................................2

§1.4 主要研究方法 ...................................................................................................3

§1.5 基本框架 ........................................................................................................... 4

第二章相关文献研究综述 ............................................................................................ 5

§2.1 高层管理团队的定义 ....................................................................................... 5

§2.2 交互记忆系统研究 ........................................................................................... 6

§2.2.1 交互记忆系统概念和内涵 ....................................................................... 6

§2.2.2 交互记忆系统与高管团队的关系 ........................................................... 7

§2.2.3 交互记忆系统的评价 ............................................................................... 8

§2.2.4 交互记忆系统的测量 ............................................................................... 9

§2.2.5 交互记忆系统的影响因素 ..................................................................... 10

§2.3 团队反思研究 .................................................................................................12

§2.3.1 团队反思相关研究 ................................................................................. 12

§2.3.2 团队反思的划分与测量 ......................................................................... 13

§2.3.3 高管团队反思的影响因素 ..................................................................... 14

§2.4 战略一致性 .....................................................................................................15

§2.4.1 战略一致性相关研究 ............................................................................. 15

§2.4.2 高管团队的战略一致性 ......................................................................... 16

第三章研究设计和假设提出 ...................................................................................... 19

§3.1 研究的基本概念界定 .....................................................................................19

§3.2 研究对象的界定及研究模型拟定 .................................................................20

§3.3 研究假设设定 .................................................................................................21

第四章问卷设计及说明 .............................................................................................. 23

§4.1 问卷设计步骤 .................................................................................................23

§4.2 问卷设计原则 .................................................................................................23

§4.3 研究方法与工具 .............................................................................................23

§4.4 问卷设计说明 .................................................................................................24

§4.4.1 交互记忆系统的量表制定 ..................................................................... 24

§4.4.2 团队反思的测量制定 ............................................................................. 25

§4.4.3 战略一致性的量表制定 ......................................................................... 26

第五章问卷分析与质量评估 ...................................................................................... 28

§5.1 样本成员统计描述 ......................................................................................... 28

§5.2 样本所在企业统计描述 .................................................................................29

§5.3 变量测量项目评价值的描述性统计 .............................................................31

§5.3.1 交互记忆量表部分 ................................................................................. 31

§5.3.2 团队反思量表部分 ................................................................................. 32

§5.3.3 战略一致性量表部分 ............................................................................. 32

第六章数据分析与假设检验 ...................................................................................... 34

§6.1 问卷的信度效度检验 .....................................................................................34

§6.1.1 交互记忆系统问卷部分的效度分析 ....................................................... 34

§6.1.2 团队反思问卷部分的效度分析 ............................................................. 35

§6.1.3 战略一致性问卷部分的效度分析 ......................................................... 36

§6.1.4 问卷信度检验 ......................................................................................... 38

§6.2 相关分析 .........................................................................................................38

§6.3 回归分析 .........................................................................................................39

§6.3.1 交互记忆系统对团队反思的回归分析 ................................................. 39

§6.3.2 团队反思及其维度对认知一致性的回归分析 ..................................... 41

§6.3.3 团队反思及其维度对目标一致性的回归分析 ..................................... 42

2）团队反思各个维度对目标一致性的多元回归分析 ....................................... 43

§6.3.4 交互记忆系统及其维度对认知一致性的回归分析 ............................. 44

§6.3.5 交互记忆系统及其维度对目标一致性的回归分析 ............................. 45

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摘要：

摘要企业如何适时适度地应对环境变化，高管团队作为战略的制定和执行者，地位也就显得更为重要。提升高管团队竞争力、绩效的关键在于实现其内部知识信息的有效互动。高管团队的信息互动可以分为两个层面，一个是认知层面的信息互动——交互记忆系统，另一个是行为层面的信息互动——团队反思。高管团队成员可以通过交互记忆系统，方便快捷地获得不同领域的专业知识，并且改善知识的整合过程，从而提高决策效率和整体绩效。团队反思能够鼓励高管团队成员公开发表看法，能够促进高管团队内部的良性互动，能够推动高管团队成员间的信息交流和分享，能够使知识在高管团队内部合理配置和利用。团队反思还能够促使高管团队成员积极参与决策，促进团队目...

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