对 "不灵活的河马 "主导战略与组织生命周期之间相关性的实证研究

Inna Hordieieva, Olga Nezghoda
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引用次数: 0

摘要

公司发展的特点是采用一定的业务发展阶段、可用资源和成果。这一发展过程本身具有周期性,要求企业不断保持灵活性和适应性。生命周期的每个阶段都有独特的挑战、视角和内在特征,需要进行战略调整,以保持和增强竞争力。要想透彻了解公司的成功和市场表现,就必须对生命周期的各个阶段和战略方法进行全面解读。本文旨在探讨被称为 "缺乏灵活性的河马 "的行业领先企业所采用的主导战略与组织生命周期各个阶段之间的相关性。研究对象是主导战略 "不灵活的河马 "和组织生命周期的十个阶段:求偶期、幼年期、成长期、壮年期、成熟期、贵族期、早期官僚期、官僚期和死亡期。研究的主题是验证研究对象之间是否存在联系及其类型。研究目标是确定这些研究对象之间是否存在联系及其性质。研究方法采用了形态分析、分析、统计评估和比较分析技术。通过比较与专家意见形成的形态陈述,找到了相关强度存在与否及其意义的证据。研究表明,竞争战略与公司生命周期各阶段的相关性在 "成熟期 "和 "贵族期 "最强,这两个阶段决定了组织发展的顺序。在 "前进"、"青春期"、"壮年期"、"重建期 "和 "官僚期",竞争战略与企业生命周期各阶段之间的联系最为紧密,具有直接独立的相互影响。这种相关性的背景依赖性是持续变革过程的特征:公司在保留组织发展的旧特征的同时,又获得了新特征。在外部和内部因素的影响下,根据竞争战略与公司生命周期的一致性来评估管理决策的及时性和效率,是公司发展过程中的一个关键阶段。这项研究可以帮助企业制定更有效的竞争战略,以应对当前的需求。这可以提高公司的竞争力,选择适当有效的项目行动,并在市场上取得成功。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
THE EMPIRICAL STUDY OF THE CORRELATION BETWEEN THE DOMINANT STRATEGY OF “INFLEXIBLE HIPPOS” AND THE ORGANIZATIONAL LIFE CYCLE
The development of companies is characterised by the adoption of certain stages of business development, the availability of resources and outcomes. This developmental process is inherently cyclical, requiring companies to remain flexible and adaptive continuously. Each phase of the life cycle is characterised by unique challenges, perspectives and inherent features that require strategic modifications to maintain and enhance competitiveness. A holistic interpretation that integrates both life cycle phases and strategic approaches is necessary for a thorough understanding of a company’s success and market performance. The purpose of this paper is to explore the correlation between the dominant strategy employed by industry leaders, known as “inflexible hippos,” and the various stages of the organizational life cycle. The research objects are the dominant strategy “inflexible hippos” and the ten phases of the organizational life cycle: Courtship, Infant, Go-go, Adolescence, Prime, Maturity, Aristocracy, Early bureaucracy, Bureaucracy, and Death. The subject of the research is to verify the existence of a connection and its type between the research objects. The objective of the study is to ascertain the existence and nature of the connection between these research objects. The research methodology employed morphological, analytical, statistical assessment, and comparative analysis techniques. By comparing morphological statements formulated with expert input, evidence was found regarding the existence and significance of the correlation strength. The study revealed that the correlation between competitive strategy and the phases of the company’s life cycle is strongest in the “Maturity” and “Aristocracy” phases, which dictate the sequence of organizational development. The tightest connection with direct independent mutual influence is observed in the “Go-Go”, “Adolescence”, “Prime”, “Reconstruction”, and “Bureaucracy” phases. The context dependence of this correlation characterizes ongoing change processes: the company retains old features of organizational development while simultaneously acquiring new ones. Evaluating the timeliness and efficiency of managerial decision-making based on the alignment of competitive strategy with the company’s life cycle, influenced by both external and internal factors, is a critical stage in the company’s development process. This study can help companies to develop more effective competitive strategies that respond to their current needs. This can lead to improving companies’ competitiveness, selecting appropriate and effective project actions and their success in the market.
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