| CEO类型与家族企业双元创新——基于中国上市家族企业的经验证据 |
| |
| 引用本文： | 严若森,赵亚莉.CEO类型与家族企业双元创新——基于中国上市家族企业的经验证据[J].研究与发展管理,2022,34(6):131-144. |
| |
| 作者姓名： | 严若森 赵亚莉 |
| |
| 作者单位： | 武汉大学经济与管理学院,武汉大学经济与管理学院 |
| |
| 基金项目： | 国家自然科学基金面上项目“中国营商环境、总经理自主权与企业技术创新：制度基础观与高层梯队理论整合视角下的多层次研究”（72072137）;教育部人文社会科学研究规划基金项目“中国家族企业创始人的政治关联、社会情感财富与控制权代际锁定研究”（18YJA630126） |
| |
| 摘 要： | 双元创新对家族企业的价值提升与长期发展至关重要。本文根据组织双元理论,从双元创新投入的视角出发,以2012―2019年中国沪深两市A股上市家族企业为研究样本,实证研究了不同类型CEO对家族企业双元创新的影响。研究发现：家族创始人CEO会促进家族企业探索式创新和利用式创新；与家族创始人CEO相比,继任家族成员CEO会抑制家族企业创新,具体表现在会抑制利用式创新；与家族创始人CEO相比,职业经理人CEO会抑制家族企业创新,具体表现在会抑制探索式创新。机制检验表明,家族创始人CEO、继任家族成员CEO以及职业经理人CEO在风险偏好、资源获取能力和代理行为上均存在差异性,进而影响其进行双元创新的意愿与能力。进一步研究发现,不同继任来源CEO对双元创新的影响亦存在差异：与继任家族成员CEO相比,职业经理人CEO会抑制探索式创新而促进利用式创新；CEO任期和海外经历会抑制职业经理人CEO对探索式创新的负向影响,而CEO持股和海外经历则会抑制职业经理人CEO对利用式创新的正向影响。本文不仅揭示了不同类型CEO影响家族企业双元创新的差异性,也为家族企业如何平衡探索式创新和利用式创新提供了经验证据与管理启示。
|
| 关 键 词： | CEO类型 家族企业：组织双元理论 探索式创新 利用式创新 |
| 收稿时间： | 2021/6/20 0:00:00 |
| 修稿时间： | 2022/3/18 0:00:00 |
CEO Types and Ambidextrous Innovation:Empirical Evidence from the A-share Listed family Firms |
| |
| YAN Ruo-sen,ZHAO Ya-li.CEO Types and Ambidextrous Innovation:Empirical Evidence from the A-share Listed family Firms[J].R&d Management,2022,34(6):131-144. |
| |
| Authors: | YAN Ruo-sen ZHAO Ya-li |
| |
| Abstract: | Ambidextrous innovation is vital to value promotion and long-term development of family firms. Based on the Organizational ambidexterity theory and from the perspective of ambidextrous Innovation input, this paper takes the A-share listed family firms on Shanghai and Shenzhen stock exchange from 2012 to 2018 as samples, empirically studies the impact of different types of CEOs on ambidextrous innovation of family firms. The research results show that: Family founder CEOs can promote explorative innovation and exploitative innovation; Compared with family founder CEOs, family successor CEOs can inhibit innovation input of family firms, which is embodied in the inhibition of exploitative innovation; Compared with family founder CEOs, professional CEOs can inhibit innovation input of family firms, which is embodied in the inhibition of explorative innovation; Mechanism test results show that family founder CEOs, family successor CEOs and professional CEOs have differences in risk preference, resource acquisition ability and agency behavior, which in turn affects their willingness and ability to carry out ambidextrous innovation. Further research results show that the impact of different source of successor CEOs on ambidextrous innovation is also different: Compared with family successor CEOs, professional CEOs can inhibit explorative innovation but promote exploitative innovation; CEO tenure and overseas experience can inhibit the negative impact of professional CEOs on explorative innovation, while CEO shareholding and overseas experience can inhibit the positive impact of professional CEOs on exploitative innovation. This paper not only reveals the differences between the impact of different types of CEOs on ambidextrous innovation of family firms, but also provides empirical evidence and management enlightenments on how to balance explorative innovation and exploitative innovation in family firms. |
| |
| Keywords: | CEO types family firms organizational ambidexterity theory explorative innovation exploitative innovation |
|
| 点击此处可从《研究与发展管理》浏览原始摘要信息 |
| 点击此处可从《研究与发展管理》下载免费的PDF全文 |
|
