1、在美國大型企業(yè)結構的管理中，誰是主管 -戰(zhàn)略管理雜志我們研究企業(yè)領導人如何利用顯著自由裁量權對組織結構進行了戰(zhàn)略的影響We examine how organizational structure influences strategies over which corporate leaders have significant discretion.。企業(yè)慈善事業(yè)是透過一般管理的具體的，差異化的組織結構，企業(yè)的基礎的戰(zhàn)略活動。即正式確定和限制個別高級管理人員和董事對公司戰(zhàn)略的影響。Corporate philanthropy is a strategic activity commonly

2、 managed through a specific, differentiated organizational structurethe corporate foundationthat formalizes and constrains the influence of individual senior managers and directors on corporate strategy.我們對19962006年財富500強企業(yè)的分析說明，高級管理層和董事會影響企業(yè)慈善捐款Our analysis of Fortune 500 firms from 1996 to 2006 sh

3、ows that characteristics of senior management and directors affect corporate philanthropic contributions.。我們還發(fā)現(xiàn)，組織結構制約董事會成員的慈善影響力，但高級管理人員沒有，結果相反的是對現(xiàn)有理論的預測。We also find that organizational structure constrains the philanthropic influence of board members, but not of senior managers, a result contrary

4、 to what existing theory would predict.文章還討論了如何推進結構，組織和企業(yè)領導的互動，以及對如何可以更有效地組織實現(xiàn)企業(yè)社會責任活動的戰(zhàn)略價值的認識。We discuss how these findings advance understanding of how organizational structure and corporate leadership interact and how organizations can more effectively realize the strategic value of corporate soc

5、ial responsibility activities.引言INTRODUCTION慈善捐贈對于大型上市公司似乎是不可能的省略的策略。Charitable giving seems an unlikely province for the strategies of large public companies.然而，關于慈善事業(yè)重要戰(zhàn)略意義的研究成果，包括企業(yè)聲譽弗布倫，1996，消費者的支持Senand巴特查亞，2001年和職工的承諾綠化和頭巾，2000。Yet, research links philanthropy to strategically important outcom

6、es, including corporate reputation (Fombrun, 1996), consumer support (Senand Bhattacharya, 2001) and employee commitment (Greening and Turban, 2000).戰(zhàn)略性慈善事業(yè)因而日益被視為一種來解決同樣重要的社會和經(jīng)濟目標的方法，針對競爭環(huán)境的各個領域，成為公司和社會兩個效益波特和Kramer，2002：58。Strategic philanthropy is thus increasingly seen as a way to address import

7、ant social and economic goals simultaneously, targeting areas of competitive context where the company and society both benefit (Porter and Kramer, 2002: 58).從這個角度與當時的批判進行比照，是企業(yè)慈善作為一種管理制度，并可能作為股東價值的經(jīng)理人個人利益弗里德曼，1970的剝削。This perspective contrasts with the prevailing critique that corporate philanthrop

8、y functions as a managerial perk and potentially, as an exploitation of shareholder value for managers personal gain(Friedman, 1970).調和社會和財務績效之間的聯(lián)系的這些觀點的實證證據(jù)可能是不確定的馬戈利斯和沃爾什，2003年，留下什么樣的機制可以解釋日益普及的慈善事業(yè)最終納入企業(yè)戰(zhàn)略。Empirical evidence of a link between social and financial performance that might reconcile

9、these views is mixed and inconclusive (Margolis and Walsh, 2003), leaving unclear what mechanisms may account for the increased adoption of philanthropy into business strategies.最近的研究已經(jīng)開始找出影響慈善事業(yè)的戰(zhàn)略性質，包括組織的外部環(huán)境和關鍵的利益相關者巴尼特，2007;王，蔡，李，2008的特征特。Recent research has begun to identify contingencies that

10、affect the strategic nature of philanthropy ,including features of organizations external environments and characteristics of key stakeholders(Barnett, 2007; Wang, Choi, and Li, 2008).但對企業(yè)的慈善行為在企業(yè)內部的影響相對知之甚少。But relatively little is known about the effects of factors within the firm on corporate phi

11、lanthropy.有研究指出，特別是企業(yè)領導人對自由裁量權的慈善活動尤西姆和庫特納，1986; Galaskiewicz，1997，有顯著的意義，在慈善事業(yè)的持久的批評管理中，慷慨詹森，2002是一個關鍵點。Research has noted that corporate leaders, in particular, have significant and sometimes unchecked discretion over philanthropic activities (Useem and Kutner, 1986; Galaskiewicz, 1997), a key poi

12、nt in the enduring criticism of philanthropy as managerial largesse (Jensen, 2002).然而，領導者對慈善行為，戰(zhàn)略以及其他方式的具體影響，仍然未開發(fā)。對領袖們的影響的分析，從而有望在慈善事業(yè)可能出現(xiàn)的商業(yè)策略或機構內部損失不確定性中得到啟發(fā)。However, the specific effects of leaders on philanthropic behavior, strategic or otherwise, remain unexplored. Analysis of leaders influenc

13、e thus promises to shine light on the internal contingencies by which philanthropy may arise as a business strategy or as agency loss.在這項研究中，我們專注于慈善家們在公開上市公司的高層，高級管理人員和董事會董事的影響力，并研究如何標準慈善活動的正式結構，看能否限制這種影響。In this study, we focus on the influence of actors in publicly traded firms upper echelonssenio

14、r management and boards of directorsand examine how the formal structure governing philanthropic activities may enable or constrain this influence.我們發(fā)現(xiàn)，企業(yè)的慈善行為由兩個組織內部的因素影響：1個人企業(yè)領袖，如他們的組織任期，中心在跨企業(yè)網(wǎng)絡，2系統(tǒng)化和調整組織結構的特質特質決策與公司的戰(zhàn)略。We show that corporate philanthropy is influenced by two intraorganizational

15、factors:(1) the idiosyncratic qualities of individual corporate leaders, such as their organizational tenure,centrality in inter-corporate networks, and gender,and (2) organizational structures that systematize and align decision making with the strategy of the firm.我們的研究不僅整合了高層理論，而且側重于個別高層管理人員如何影響公

16、司戰(zhàn)略和管治漢姆布瑞克和Mason，1984，對一個組織的結構如何約束其策略里夫和Siggelkow2003年的研究，戴維斯，艾森哈特，和賓漢姆，2009。Our study thus integrates upper echelons theory, which focuses on how individual senior managers influence firm strategies and governance (Hambrick and Mason, 1984), with research on how an organizations structural feature

17、s constrain its strategy (Rivkin and Siggelkow, 2003; Davis, Eisenhardt, and Bingham, 2009).而組織結構的發(fā)展，傳統(tǒng)上被視為使領導者將戰(zhàn)略轉化的行動例如，錢德勒，1962，我們看到的是相反的證據(jù)：組織結構制約個體企業(yè)領導人對企業(yè)慈善活動的影響力。While the development of organizational structures is traditionally viewed as enabling leaders to translate strategy into action (e.

18、g., Chandler, 1962), we find evidence of the reverse: Organizational structure constrains individual corporate leaders influence on corporate philanthropic activities.為了實證檢驗我們的假設，我們構建和分析了世界500強企業(yè)在1996年至2006年內，企業(yè)慈善事業(yè)的一個獨特的數(shù)據(jù)集。To empirically test our hypotheses, we constructed and analyzed a unique da

19、taset of the corporate philanthropy of Fortune 500 companies during the period from 1996 to 2006.我們專注于大企業(yè)，因為在他們在美國慈善事業(yè)起主導作用。We focused on large firms because of their dominant role in corporate philanthropy in the United States.銷售額超過5億美元的大多數(shù)企業(yè)有慈善計劃，而許多小公司則沒有尤西姆和庫特納，1986Most corporations with sales o

20、ver $500 million have philanthropy programs, while many small companies do not (Useem and Kutner, 1986).大公司的慈善事業(yè)規(guī)模更大：在2007年財富100強公司捐贈了5000萬美元科迪，2008年并且最近的一項研究說明，在美國最大200家美國公司的慈善事業(yè)占大多數(shù)的企業(yè)慈善事業(yè)總數(shù)Cavicchio和圖羅克，2008。Large-firm philanthropy is also conducted on a much larger scale: Fortune 100 companies d

21、onated a median of approximately $50 million in 2007 (Coady, 2008)and a recent study suggests that the philanthropy of the largest 200 U.S. companies accounts for the majority of total corporate philanthropy in the United States (Cavicchio and Turok, 2008).因此，我們的文獻中的研究不僅涉及到高層是如何影響企業(yè)戰(zhàn)略的，也提供了新的經(jīng)驗鏡片企業(yè)慈

22、善事業(yè)的日益重要的背景。Thus,our study pertains not only to the literature on how upper echelons influence corporate strategy but also provides a novel empirical lens on the increasingly important context of corporate philanthropy.我們在很多方面的研究擴大了對上層人士和組織行為的研究。Our findings extend research on upper echelons and org

23、anizational behavior in a number of ways.首先，我們證明了高層團隊和董事會的性別構成影響的戰(zhàn)略成果，如慈善事業(yè)，鑒于企業(yè)領導越來越性別平衡一個重要的發(fā)現(xiàn)。First, we show that the gender composition of the senior team and board influences strategic outcomes such as philanthropy, an important finding given the increasing gender balance in corporate leadershi

24、p.其次，雖然上層理論已經(jīng)發(fā)現(xiàn)，高級管理人員的影響是通過外力漢姆布瑞克，2007年放緩，我們證明了在一個組織內分化的結構元素也可以通過修改高層領導的自由裁量權來影響公司戰(zhàn)略。Second, while upper echelons theory has found that senior management effects are moderated by external forces (Hambrick, 2007),we show that a differentiated structural element within an organization may also modif

25、y the discretion of senior leaders to influence corporate strategies.第三，政府的研究已經(jīng)說明董事會是有影響力的無數(shù)企業(yè)的Mizruchi，1996的大腦，組織結構限制了他們對以前沒有建立起來的戰(zhàn)略的影響。Third, while governance research has shown directors to be influential in myriad corporate practices (Mizruchi, 1996), the idea that organizational structures cons

26、train their influence on strategy has not previously been established.第四，我們的研究結果有助于在學習慈善活動的前因侯爵，格林，和Davis，2007和最新的趨勢。Fourth, our findings contribute to a recent trend in studying the antecedents of philanthropic activity (Marquis, Glynn, and Davis, 2007).我們貼近有關如何能更有效地實現(xiàn)企業(yè)社會責任活動的問題的討論，如慈善事業(yè)的戰(zhàn)略利益的討論。W

27、e close with a discussion of how corporations can more effectively realize the strategic benefits of corporate social responsibility activities such as philanthropy.結論與討論DISCUSSION AND CONCLUSIONS我們的研究主要集中組織結構，調節(jié)個人企業(yè)管理者對企業(yè)慈善的特質影響的方式。Our study focused on the ways that organizational structure regulat

28、es the idiosyncratic influence of individual corporate leaders on corporate philanthropy.高級管理人員和董事，包括執(zhí)行長的任期內，主任程度中心性，董事會規(guī)模，女性高級管理人員的比例，女性董事比例的董事會個體水平和團隊水平，表現(xiàn)出了對企業(yè)慈善捐助影響。(A number of individual-level and team-level characteristics of senior management and the board of directors including CEO tenure,

29、director degree centrality, board size, the percentage of women senior managers, and the percentage of women directors were shown to affect corporate philanthropic contributions.) 而且我們發(fā)現(xiàn)，也許更重要的是一個企業(yè)基礎存在的董事特性對高層管理人員的慈善事業(yè)的影響，但不影響慈善事業(yè)特性的負面放緩。Furthermore, and perhaps more importantly, we found that the

30、presence of a corporate foundation negatively moderated the effect of the directors characteristics on philanthropy but not the effect of senior managers characteristics on philanthropy.大多數(shù)研究組織結構和領導層描繪領袖和專業(yè)結構的互補力量促成一個統(tǒng)一的戰(zhàn)略。Most research on organizational structure and leadership has depicted leaders

31、 and specialized structures as complementary forces contributing to a unified strategy.然而，我們的研究結果，提供領導和結構的證據(jù)說明，特殊結構起到怎樣的企業(yè)領導人，特別是董事，影響戰(zhàn)略的重要檢查之間的緊張關系的證據(jù)。Our findings, however, provide evidence of tensions between leaders and structures and evidence that specialized structures function as an important

32、 check on how corporate leaders, particularly directors, influence strategy.我們的研究結果顯示，一個基金會的大小制約了董事的慈善事業(yè)，但不影響高級管理人員。Our findings that the size of a foundation constrains the influence of directors on philanthropybut not the influence of senior managersbreak with prevailing assumptions on governance.

33、于企業(yè)慈善事業(yè)而言，結構對代理主任調節(jié)作用似乎超過對高級管理人員的并行效果。In the case of corporate philanthropy ,structures moderating effects on director agency appears to exceed parallel effects on senior managers.因為高層管理者在組織中的職權越來越正式，他們可能以他們自己的目的來操縱組織內部結構。Because senior managers have formal day-to-day purview over the organization,

34、they may be more able than directors to co-opt internal structures to their ends.隨著董事較少接近組織，可能因此更受組織結構的約束。With less proximity to the organization, directors may therefore be more constrained by organizational structure.我們的論點的普遍性是通過這兩個董事的觀察而影響的，特別是在一般和女性董事的增強。The generalizability of our argument is e

35、nhanced by the observation of this effect across both directors in general and women directors in particular.我們還研究了可能存在的董事會和高級管理團隊特征之間的關系，但是，在報告的結果，發(fā)現(xiàn)這樣的效果不支持結論。We also examined the possible existence of moderated relationships between board and senior management team features, butin reported result

36、sfound no support for such effects.高級管理人員和組織結構之間的相互作用的戰(zhàn)略后果是一個成熟的領域未來的研究。Examining the strategic consequences of interactions between directors, senior managers，and organizational structure is a ripe area for future research.我們的主要成效的研究結果也顯示，這種模式是的對相關上層的研究和越來越多的文獻對企業(yè)社會責任戰(zhàn)略的推進。Our main effect findings

37、also show patterns that are relevant to advancing research on upper echelons and the growing literature on corporate social responsibility strategies.我們發(fā)現(xiàn)，企業(yè)捐贈與首席執(zhí)行官任期減少支持理論描繪與早年一個CEO的任期從定性后期漢姆布瑞克和福富，1991是不同的。Our finding that corporate giving decreases with CEO tenure supports theories that depict t

38、he early years of a CEOs tenure as qualitatively different from later periods(Hambrick and Fukutomi, 1991).額外的分析支持這一結果，說明它主要是增加了負責企業(yè)捐贈的頭兩年首席執(zhí)行官任期時的效果。Additional analyses support this result, showing that it is primarily increases in corporate giving during the first two years of CEO tenure that are

39、responsible for this effect.進一步的研究可以采用更精細的數(shù)據(jù)，也許用不同的方法來檢查每個我們在廣泛的分析的主要作用需要更細微的力度。Further research could employ more granular data and perhaps different methods to examine more subtle dynamics underlying each of the main effects we explored in our broad analysis.舉例來說，它是合理的結構對領袖效應的影響隨相關的機制之間的不同特性而變化。Fo

40、r instance, it is plausible that the mechanisms underlying the influence of structure on leader effects varies among different characteristics.其他感興趣的特點，不便于我們給定的電流數(shù)據(jù)的限制，包括影響認知模式多樣性的措施，如種族，功能的工作經(jīng)驗，教育背景，地理起源和年齡吉爾達夫，Angelmar，和梅拉，2000。Other characteristics of interest that were not accessible to us given

41、 current data limitations include diversity measures that influence cognitive patterns, such as ethnicity, functional work experience, educational background, geographic origin, and age (Kilduff ,Angelmar, and Mehra, 2000).未來的研究在這些領域應同時在高級管理層和董事會層面探索更多的變量來構建的上層梯隊特征有密切關系的企業(yè)慈善事業(yè)的全面了解。Future research i

42、n these areas should explore additional variables at both the senior management and board levels to build a comprehensive understanding of the upper echelon characteristics germane to corporate philanthropy.我們還發(fā)現(xiàn)，女性高級管理人員和董事增加的存在導致企業(yè)做出更大的慈善捐助，不僅增加了一個重要的性別組成部分高層理論面包車Knippenberg等，2011，而且還提供了之間的復雜關系的其他

43、證據(jù)性別和慈善事業(yè)Mesch，2009。The finding that the increased presence of women senior managers and directors leads firms to make greater philanthropic contributions not only adds an important gender component to upper echelons theory (van Knippenberg et al ., 2011),but also provides additional evidence of the

44、 complex relationship between gender and philanthropy (Mesch, 2009).對這些發(fā)現(xiàn)的一種解釋，這與文獻報道一致的是，女性高級管理人員和董事可在由企業(yè)慈善加強外部關系認識更大的價值康拉德等人，2008。One explanation for these findings that is consistent with the literature is that women senior managers and directors may recognize greater value in the external relati

45、onships that are strengthened by corporate philanthropy (Konrad et al ., 2008).女性企業(yè)領導人對慈善事業(yè)的的積極作用的發(fā)現(xiàn)是與女性就業(yè)形成鮮明比照的，這在慈善事業(yè)上有顯著的負面影響，建議有關性別和高層領導鮮明的社會性別機制存在。Our finding of the positive effects of female corporate leaders on philanthropy was in stark contrast to a significant negative effect of female em

46、ployment on philanthropy, suggesting the presence of distinctive gendered mechanisms relating to gender and senior leaders.今后的研究特別感興趣的是性別在CEO層面的影響，因為企業(yè)慈善事業(yè)和企業(yè)戰(zhàn)略一樣重要Of particular interest for future research is the effect of gender at the CEO level, since this position is so central to corporate phil

47、anthropy and to corporate strategy in general.在我們的樣本期間，女性的財富500強CEO的數(shù)量從1996年的零到2006的九再到2010年增長到14。During the period of our sample, the number of female Fortune 500 CEOs grew from zero in 1996 to nine in 2006 to 14 in 2010.這個允許在這項研究中的統(tǒng)計檢驗的數(shù)字太小，但我們堅信，未來的研究無論是通過統(tǒng)計或定性的方法都應該調查的CEO性別的影響。This number was too small to permit statistical tests in this study, but we strongly believe that future research should investigate the implications of CEO gender,whether through statistical or qualitative methods.最后，我們也相信，我們的論文闡明企業(yè)和社會之間的相互作用的一個關鍵要素，一個越來越重要的話題侯爵等人，即將出版。Finally, we also believe tha