海地CHAEL公司战略发展规划研究外文翻译资料

THE RELATIONSHIP BETWEEN CORPORATE ENTREPRENEURSHIP AND STRATEGIC MANAGEMENT

BRUCE R. BARRINGER1* AND ALLEN C. BLUEDORN

College of Business Administration , University of Central Florida, Orlando, Florida, U.S.A

College of Business and Public Administration, University of Missouri – Columbia, Columbia, Missouri,U.S.A

公司创业与战略管理之间的关系

BRUCE R. BARRINGER1* AND ALLEN C. BLUEDORN

This study examines the relationship between corporate entrepreneurship intensity and five specific strategic management practices in a sample of 169 U.S. manufacturing firms. The five strategic management practices include: scanning intensity, planning flexibility, planning horizon, locus of planning, and control attributes. The results of the study indicated a positive relationship between corporate entrepreneurship intensity and scanning intensity, planning flexibility, locus of planning, and strategic controls. The fine-grained nature of these results may be of practical use to firms that are trying to become more entrepreneurial and may help researchers better understand the subtleties of the interface between strategic management and corporate entrepreneurship.

Copyright 1999 John Wiley amp; Sons, Ltd.

本研究通过169美国制造企业一个样本来探讨公司创业的强度与战略管理的五个特定实践之间的关系。该战略管理的五个特定实践包括：扫描强度，规划的灵活性，规划视野，规划的轨迹并控制属性。本项研究的结果表明公司创业强度与扫描强度，规划的灵活性，规划的轨迹，战略控制之间存在正相关关系。综合结果的细粒度的性质可能对有试图成为更创业的公司有所实际应用，并可能帮助研究人员更好地理解战略管理与公司创业之间的界面的精妙之处。

版权所有1999年约翰·威利父子有限公司

INTRODUCTION

Many authors have singled out corporate entrepreneurship as an organizational process that contributes to firm survival and performance (Covin and Slevin, 1989; Drucker, 1985; Lumpkin and Dess, 1996; Miller, 1983; Zahra, 1993). In short, these authors argue that entrepreneurial attitudes and behaviors are necessary for firms of all sizes to prosper and flourish in competitive environments. As a result of these sentiments, a growing body of literature is evolving to help firms understand the organizational processes that facilitate entrepreneurial behavior (Covin and Slevin, 1991a; Guth and Ginsberg, 1990; Miller, 1983; Sathe, 1988; Zahra, 1991). This stream of research is extremely valuable because a firmrsquo;s ability to increase its entrepreurial behavior is largely determined by the compatibility of its management practices with its entrepreneurial ambitions (Murray, 1984). Among the management practices believed to facilitate entrepreneurial behavior are a firmrsquo;s strategic management practices (e.g., Covin and Slevin, 1991a; Miller, 1983; Murray, 1984; Zahra, 1991). This research is consistent with the general notion that a firmrsquo;s strategic management practices should be tailored to support its organizational objectives and context (Chakravarthy, 1987; Child, 1972).

Unfortunately, no study has focused specifically on the relationship between a firmrsquo;s strategic management practices and its entrepreneurial intensity. Instead, the studies that have examined the organizational characteristics that facilitate entrepreneurial behavior have looked at a broad array of variables and have not provided extensive insight about the impact of a firmrsquo;s strategic management practices on its entrepreneurial intensity.

To develop a more comprehensive picture of how a firmrsquo;s strategic management practices influence its entrepreneurial behavior, we examined the relationship between the strategic management practices and corporate entrepreneurship intensity of a sample of 169 U.S. manufacturing firms.

We selected five dimensions of the strategic management process to include in the study, including scanning intensity, planning flexibility, planning horizon, locus of planning, and control attributes.

The process of selecting the dimensions of strategic management to include in the study struck a balance between completeness and parsimony.

In designing the study, we sought to include enough dimensions of strategic management to reflect the overall essence of the strategic management process while keeping the number of dimensions manageable and theoretically relevant.

Accordingly, the dimensions of strategic management were selected through a literature review focused on identifying the areas of strategic management most relevant to the pursuit of corporate entrepreneurship. Thus the approach taken in this study was to examine the relationship between each of the dimensions of strategic management included in the study and a firmrsquo;s corporate entrepreneurship intensity.

This article proceeds in the following manner. First, we provide a review of the corporate entrepreneurship literature. Second, we examine and discuss the relationship between each of the dimensions of strategic management included in the study and corporate entrepreneurship intensity, and we articulate a research hypothesis to summarize each of the individual discussions. Third, we describe the research design and report the results of the hypothesis tests. Finally, we examine the implications of the results for managers and researchers.

介绍

许多作者单挑公司创业为助于生存和绩效公司的某组织过程（Covin and Slevin, 1989; Drucker, 1985; Lumpkin and Dess, 1996; Miller, 1983; Zahra, 1993)。总之，这些作者认为，无论企业的规模多大为了在竞争环境保持有效值繁荣，蓬勃发展有创业性的态度和行为是必要的。由于这些情绪的结果，文学越来越多的不断发展，以帮助企业理解促进创业行为的组织过程(Covin and Slevin, 1991a; Guth and Ginsberg, 1990; Miller, 1983; Sathe, 1988; Zahra, 1991)。 这系列的研究有极端的价值因为 某企业提高创业行为的能力在很大程度上取决于其管理实践与创业雄心的兼容性决定(Murray, 1984)。

企业的战略管理实践被认为是促进创业行为的管理办法之一。（例如，Covin and Slevin, 1991a; Miller, 1983; Murray, 1984; Zahra, 1991)。这项研究是与战略管理行为应当符合支持其组织目标和背景的一般概念是一致的(Chakravarthy, 1987; Child, 1972) 。

不幸的是，没有研究的重点具体来说在企业的战略管理实践和创业强度之间的关系。反而，已审查促进创业行为的组织特点 考虑了大量的变量却没有提供有关企业的战略管理实践对其创业强度的影响广泛的洞察力。

为了开发更全面的了解有关于某企业的战略管理实践如何影响创业行为，我们用了169美国制造企业的样本来研究战略管理实践与公司创业强度之间的关系。

研究中我们选择了战略管理的五个尺寸规格之一包括扫描强度，规划的灵活性，规划视野，规划

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