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Organizational Crisis Perception and Its Effect Mechanism on Strategic Choice in the Process of Turnaround

Author: MeiShengJun
Tutor: WangZhongMing
School: Zhejiang University
Course: Entrepreneurial Management
Keywords: Organizational Change Organizational Transformation Organizational crisis Strategic choice Entrepreneurial Performance
CLC: F270
Type: PhD thesis
Year: 2010
Downloads: 586
Quote: 1
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Abstract


Entrepreneurial growth of China's manufacturing enterprises (such as pharmaceutical companies and a shirt, tie manufacturing enterprises) is facing a series of transition crisis. However, previous studies failed to fully reveal the transformational change in organizational crisis and its impact on the choice of the transformation strategy and mechanism of action. This study on the basis of previous studies literature summarize and combing, based on the idea of ??\the structure of the organization a sense of crisis tube (research); (2) organizational antecedents of the sense of crisis and the formation mechanism (b); (3) organization a sense of crisis on the strategic choices and mechanism of action (research). Study build and validate the conceptual structure of the organization a sense of crisis. First, based on the study of organizational crisis literature, the conception of the organization a sense of crisis; through content analysis of 25 of the 17 companies in the pharmaceutical, ties and shirts industry executive interviews to obtain text information, a preliminary analysis of the sense of the idea of ??organizational crisis source and the crisis of industries and enterprises in the sample; followed by the preparation of the organization a sense of crisis measurement questionnaire, 135 questionnaires data exploratory factor analysis to explore the structure of the organization a sense of crisis; Finally, using confirmatory factor analysis, reliability and validity testing of 209 The questionnaires survey data analysis verified the construct validity of the organization a sense of crisis. The study found that the major crisis facing the source in the enterprise transformational change is a crisis of resources, capacity crisis and competition crisis. Ultimately determine the second-order four-factor model of the organization of a sense of crisis: Contains profit and loss degree of volatility, controlled and the degree of conversion of the four first-order factors can be extracted threat identification (cognitive consequences of organizational profit and loss and its possibilities evaluation) and the transit recognition (cognitive evaluation) two second-order dimensions of transformation changes the degree of controllability and transforming. The threat identification reflects the threats and opportunities titer features, the transit recognition reflects the relationship between the characteristics of the opportunities and threats. The second study by the the 247 questionnaires survey data from 153 enterprises, analyzes the influencing factors of the organization a sense of crisis and the formation mechanism. The study found that: (1) organizational sense of crisis, the most important factor is the crisis source. The crisis of resources, capacity crisis and competition crisis significantly improve the level of threat identification in the organization a sense of crisis, significantly reduced the level of a turn for the better identification; (2) corporate executives the information search and alertness is organization a sense of crisis antecedents: Information Search At the same time significantly with the increased threat identification and turnaround identify; alertness is significant with strengthening a sense of organizational crisis in the transit recognition; dimension level analysis found, alertness reflection dimension significantly strengthen the threat identification dimensions (including direct strengthen and information search intermediary indirectly enhanced), and through the promotion of information search indirectly strengthen the transit recognition dimension; insight into the dimension directly weaken the threat identification dimension, and directly enhanced the transit recognition dimension; explore the dimensions of the two dimensions of the organization a sense of crisis had no significant effect. The Three Research reveals the organization a sense of crisis on the strategic choice and mechanism of action. Consists of three sub-studies: case studies, questionnaires and experimental studies. Case studies by two pharmaceutical companies based on key events of conduct case analysis conducted a preliminary exploration of organizational crisis and the relevance of the strategic choices; questionnaire study on the basis of case studies, survey data by 122 pharmaceutical companies test the organization a sense of crisis on Strategic Choice of the mode; experimental study, further analysis of the patterns and mechanisms of organizational sense of crisis and the effects of strategic behavior. The three found: (1) the organization a sense of crisis prompted the organization to take a comprehensive transformation strategy portfolio; (2) Organization of a sense of crisis two dimensions - turn for the better identification and threat identification and promotion organization - in interactive mode to take a more active collaborative development explore strategies and collaboration; (3) different organizations constitute a mode of a sense of crisis strategic choice has a different effect modes: high-opportunity evaluation, low turnaround identify decision makers tend to be conservative; high threat identification, the low turnaround recognition decision makers tend to be adventurous; high opportunity evaluation, the decision-makers of the high turnaround identify tendencies adventure; high threat identification, high turn for the better identification of the decision-makers tend to be conservative; (4) the transit recognition dimension is an important determinant of the organization a sense of crisis mode effect on the strategic choices, low turnaround identify causes contrast The effect of high transit identification lead to assimilation effects; (5) organizational sense of crisis by influencing policy makers' understanding of the decision-making options indirect role in the strategic choices. Finally, this paper systematically summarizes the main conclusions to explore theoretical progress and practical significance of the study, and pointed out the limitations of the study and the future direction of development.

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CLC: > Economic > Economic planning and management > Enterprise economy > Economic theory and methods
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