孙春艳¹,王凤彬^2,3

• 1:河南财经政法大学 经济管理实验教学中心，河南 郑州 450046
• 2:中国人民大学 商学院，北京 100872
• 3:中国人民大学 企业管理哲学与组织生态研究中心，北京 100872

摘要(Abstract)：

促进战略协同是企业集团总部的重要职责。现有文献对战略协同的实现路径没有清晰一致的认识，在加强管控还是充分授权上各执一词。本文基于可供性—实现视角，通过与工具理性等相关概念的对比，提出了“管控效力”概念。然后，以104家大型国有企业集团为样本，采用定性比较分析（QCA）方法，考察了特定管控方式与管控效力各维度和集团组建方式、文化整合度等情境变量的组合如何影响大型国有企业集团内部的战略协同。研究结果显示，大型国有企业集团内部的战略协同有多条实现路径，包括：以实施全面管控为核心条件，以强运营管控匹配非先子后母集团组建方式或高文化整合度，以强战略管控匹配高管控效力，以弱管控匹配高管控效力四类路径。总部对下属单位的管控越全面、越严格，实现战略协同的路径就越多。而战略协同不能实现的原因是，总部对下属单位运营的管控弱且管控效力不足。本文深化了转型经济情境下管控方式与战略协同之间关联的中层理论，也为管理者通过管控方式选择来促进集团内部战略协同提供了实践指导。

关键词(KeyWords)： 战略协同;效力;管控;企业集团;定性比较分析

Abstract:

Keywords:

基金项目(Foundation): 国家社会科学基金重大项目（21&ZD136）

作者(Author): 孙春艳¹,王凤彬^2,3

DOI: 10.16538/j.cnki.fem.20220809.101

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