Transformation of State-owned Enterprises in China: A Strategic Action Model. 中国国有企业改制:一个战略行动模型
通过三个国企案例的归纳研究，构建了战略行动模型，揭示高层管理者如何利用抱负水平和政治技能，通过谈判、操纵和强制等行动推动改制，并阐明内部行动者与制度情境的相互作用。
abstract Transformation is a vital challenge for Chinese state-owned enterprises (SOEs) and their top managers. To explore this increasingly important topic, we first summarize the institutional context of SOE transformation and the conflicting interests and interdependent relationships of six major actors as inside/outside stakeholders. Based on the strategic action view of institutional analysis, we emphasize the role of the change agent's level of aspiration and political skills in transforming an SOE. Then, through inductive case studies on the transformation of three SOEs, we address how top managers, acting as change agents, can initiate and engage in institutional change through strategic actions such as negotiation, manipulation, and coercion; we also illustrate how they adopt different actions to influence different actors. Based on the inductive results, we develop a theoretical model, which we refer to as the ‘strategic action model’ that shows how the aspiration level, political skills, strategic actions, and change outcomes interrelate and offer insights into the strategic action of top managers as change agents. Our most important contribution is revealing the interplay between the proactive role of inside actors as change agents and the enabling condition of institutional context. 摘要 改制是中国国有企业及其高层管理者面临的重要挑战。为了探究这个愈来愈重要的问题，我们首先总结了国有企业改制的制度情境，以及六个主要内外部利益相关者之间的冲突利益和相互依赖关系。基于战略行动视角的制度分析，我们强调变革推动者的抱负水平和政治技能在国企改制中的作用。然后，通过对三个国企改制的归纳性案例研究，我们指出高层管理者作为变革推动者，如何通过谈判、操纵和强制等战略行动，发起和深化制度变革；我们也分析了他们如何采用不同策略来影响不同行动者。基于这些归纳结果，我们开发了一个理论模型，即所谓的“战略行动模型”，用以表征抱负水平、政治技能、战略行动和变革结果之间的相互关系，进而指明高层管理者作为变革推动者的战略行动。我们最重要的贡献在于，揭示内部行动者作为变革推动者所扮演的主动性角色和制度情境所具有的诱发性条件之间的相互作用。