Journal of Northeastern U niversity (Social Science)

Transcription

1 ( ) Journal of Northeastern U niversity (Social Science) Vol.16,No.3 May ?, (, ) :, 60 :, ;, U,,, : ; ; ; : F 270 : A : (2014) ,, 20 50,,,, [1],, [2 ],,, 20 70,,,, [3 ], 20,,, [4 5],,,,, 1., [6], [7], [8 ],, :, [9 ] [10] [11] : : (12AZD098) ; (12YJC630297) : (1986 ),,,, ; (1962 ),,,,,

2 244 () 16,, [12],,Ambos, [13],, [1 ], 1 :, 2.,,, ;,,,,, U,,, [14 15],, [16 ], [17] [18], [19 ], 2 : 3.,,,?, [20],, [15],,,,,, [21 22],, [9 ], [11], [13], 3 :,, 1.,, [16 18],, : [23] [24],, [25 26 ],,, (), 200, 120,

3 3 :? ,, 1 ~ 5,, (11.5% ) ~ (21.8% ) ~ 1 (30.4% ) 1 ~ 3 (22.6% ) 3 (13.7% ),, 30.0%, 54.4% 54 (SD = 6.7), 83.3%, [4], O'Donnell [27],, :1 ;2 ;3 ;4, Miller [28], 6 3. PASW Statistics 18 EView s 6,, EFA Harman, 36.1%, 50% [29 ],, [30],, :,( ),,,,,,,,,, 1. 1 Pearson 1 Pearson : ,

4 246 () 16 1,(r = 0.05, p > 0.05)(r = 0.09,p > 0.05),, (r = 0.11,p < 0.05) (r = 0.76,p < 0.01 ) ( r = 0.58,p < 0.01) (r = 0.39,p < 0.01) 1 2,, ( r = 0.20,p < 0.05),, 3, (r = 0.09,p > 0.05) (1) (2) (3) R F Durbin-Watson VIF [1.05,1.44] [1.05,1.46] [1.16,1.85] Δ R Δ F : 1 ; 2,(3), 2,,, 5% (b = 0.11,p < 0.05), F (Δ F = 6.26,p < 0.01), 1,, 8%,F 7.84,, (b = ,p < 0.01), U,,,,,,,VIF 2, 3. 2,, 3 3, (Δ R 2 = 4%,Δ F = 5.73,P < 0.01 ), (b = ,p < 0.05),,,(Δ R 2 = 6% ) F (Δ F = 6.89,P < 0.01)

5 3 :? 247,(b = ,p < 0.05),,, 3 1,,,,, 3 (4) (5) R F Durbin-Watson VIF [1.17,1.86] [1.18,1.88] Δ R Δ F ,,, 60 :1,, U,,,,, 2,,,,,,,,,,,,

6 248 () 16,,,,, U,,,,,,,, :, ;, ;,,,, : [ 1 ] Ouchi W G,M aguire M A.Organizational Control : T w o Functions[J].Administrative Science Quarterly,1975,20 (4) : [ 2 ] Ouchi W G. M arkets, Bureaucracies and Clans [ J ]. Administrative Science Quarterly,1980,25(1) : [ 3 ],,. [J].,2011 (9 ) : [ 4 ],. [J].,2011,14(1) : [ 5 ],,. IJVs [J].,2009(9) : [ 6 ] Carol A R. Corporate Culture : T he Last Frontier of Control? [J]. Journal of M anagement Studies,1986,23 (3) : [ 7 ] Jaeger A M. T he T ransfer of Organizational Culture Overseas : An Approach to Control in the M ultinational Corporation [ J ]. Journal of International Business Studies,1983,15(1) : [ 8 ] Denice E W,Law rence S W.Com mitment for Hire? T he Viability of Corporate Culture as a M NC Control M echanism [J ]. International Business Review, 2006,15 (1) : [ 9 ] Baliga B R,Jaeger A M. M ultinational Corporations : Control Systems and Delegation Issues [J ]. Journal of International Business Studies,1984,15(2) : [10] Bartlett C A,Ghoshal S. [M ]. :,2002. [11] Steven R L,Liliana P N,Abdul A R.Parental Control :A Study of U.S. Subsidiaries in M exico [J ]. International Business Review,2009,18(5) : [12] Efferin S,Hopper T. M anagement Control, Culture and Ethnicity in a Chinese Indonesian Company [ J ]. Accounting,Organizations and Society,2007,32 (3 ) : [13] Ambos B,Bodo B S. Innovation in M ultinational Firms : Does Cultural Fit Enhance Performance? [ J ]. M anagement International Review, 2008,48 ( 2 ) : [14] Schein E.Organizational Culture and Leadership[M ].San Francisco :Jossey-Bass,1985. [15],.? [J].,2012(4) : [16] Batrol K M, Srivastava A. Encouraging Knowledge Sharing :T he Role of Organizational Rew ard System [J]. Journal of Leadership & Organizational Studies,2002,9 (1) : [17] Wilkinson J,Peng Z,Beamish B. T he Diminishing Effect of Cultural Distance on Subsidiary Control [J ].Journal of International M anagement,2008,14(1) : [18] Gupta A K,Govindarajan V. Knowledge Flow s and the Structure of Control Within M ultinational Corporations [J]. Academy of M anagement Review,1991,16 (1 ) : [19] Paik Y. Sohn J D. Expatriate M anagement and M NC's Ability to Control International Subsidiaries : T he Case of Japanese M NCs[J].Journal of World Business,2004,39 (1) : [20]. : [J].,2008(1) : [21] Gordon G G,Di T N. Predicting Corporate Performance from Organizational Culture [J ]. Journal of M anagement Studies,1992,29(6) : [22],.[M ]. :,2004.

7 3 :? 249 [23] Guiso L,Sapienza P,Zingales L. Does Culture Affect Economic Outcomes? [ J ]. Journal of Economic Perspectives,2006,20(2) : [24] Stulz R M, Williamson R. Culture, Openness, and Finance[J ]. Journal of Financial Economics, 2003,170 (3) : [25]. [J ]., 1999(3) : [26]. [J].,2001(1) : [27] O'Donnell S W. M anaging Foreign Subsidiaries : Agents of Headquarters, or an Interdependent Netw ork? [J ]. Strategic M anagement Journal,2000,21(5) : [28] Miller D, Hriesen P H. Strategy-making and Environment : T he T hird Link [ J ]. Strategic M anagement Journal,1983,4(3) : [29] Podsakoff P,Organ D. Self-reports in Organizational Research : Problems and Prospects [ J ]. Journal of M anagement,1986,12(4) : [30] Aiken L S,West S G. M ultiple Regression : Testing and Interpreting Interactions[M ].Beverly Hills :Sage,1991. Can Culture Cont rol Sustainably Im prove Enterprise Perfo rm ance? Empirical Evidence from Enterprise Groups in Finance Industry L IA NG Er-ang,ZH A NG Y u-m ing (School of M anagement,shandong University,Jinan ,China) Abstract : In the transitional economy circumstance,enterprise groups in our country are confronted with huge press of control model reform.based on the empirical evidence from 60 enterprise groups in finance industry,the paper comes to the conclusion that,excluding the elements of enterprise scale, age, nature and entrepreneur, group culture control significantly reinforces the performance of subsidiaries.how ever,the relationship is not simply linear but curve,show ing the form of inverted U. Besides, in the environment w ith high uncertainty, the effect of group culture control on performance is more obvious, w hich means that culture control can serve as an effective control method through performing sustainable influence. Key words : culture control ;enterprise performance ;environment w ith high uncertainty ;enterprise group ( : )