1. GWD-3-Q23 to Q26影响企业执行即定战略(build or harvest)的因素 Why firms adhere to or deviate from their strategic plans is poorly understood. However, theory and limited research suggest that the (5) process through which such plans emerge may play a part. 为什么公司要坚持或者偏离他们的策略计划这一事情并没有得到很好的理解。然而,理论以及有限的实践证明这些计划形成的过程可能在其中起了很多的一部分作用。 In particular, top management decision-sharing— consensus-oriented, team-based decision-making—may increase the (10) likelihood that firms will adhere to their plans, because those involved in the decision-making may be more committed to the chosen course of action, thereby increasing the likelihood that (15) organizations will subsequently adhere to their plans.提出问题并解释 特殊的,管理高层的基于多数人同意导向的决定或是基于小组合作的决定都可能增加公司将坚持他们的计划的可能性,因为这些参与制定决策的人可能更加专注于行动的选取过程,因此增加了公司随后坚持他们决定的可能性。 However, the relationship between top management decision-sharing and adherence to plans may be affected (20) by a firm’s strategic mission (its fundamental approach to increasing sales revenue and market share, and generating cash flow and short-term profits). 然而,高层决策者和对计划地坚持之间的关系可能受到公司的决策任务的影响(增加销售额以及市场份额,产生现金流以及短期的效益这些基本的方式)。 At one end of the strategic (25) mission continuum, “build” strategies are pursued when a firm desires to increase its market share and is willing to sacrifice short-term profits to do so. 在决策任务这一端,当公司希望增加他的市场份额以及自愿牺牲短期的利润来来实现他时,就开始要求制定策略。 At the other end, “harvest” strategies (30) are used when a firm is willing to sacrifice marked share for short-term profitability and cash-flow maximiza- tion. 在另一端,当一个公司自愿牺牲市场份额来实现短期的利润以及最小化现金流时,开始要求收获策略。 Research and theory suggest that top management decision-sharing (35) may have a more positive relationship with adherence to plans among firms with harvest strategies than among firms with build strategies. 研究和理论表明,高管的共有决定比起那些制定策略型的公司而言,对那些收获型策略的公司在坚持计划方面有一个更正向的关系。 In a study of strategic practices in several large (40) firms, managers in harvest strategy scenarios were more able to adhere to their business plans. 在一项对几个大公司的策略实践的研究中显示,那些收获型策略想定的经理人们更能够坚持他们的运作计划。 As one of the managers in the study explained it, this is partly because “[t]ypically all a (45) manager has to do [when implementing a harvest strategy] is that which was done last year.” 正如一位研究中的经理解释说,这部分主要是因为当执行一项收获型策略时一位经理人所有要做的就是那些去年已经做过了的。 Additionally, man- agers under harvest strategies may have fewer strategic options than do (50) those under build strategies; it may therefore be easier to reach agree- ment on a particular course of action through decision-sharing, which will in turn tend to promote adherence (55) to plans. 此外,比起那些制定型策略的经理人们来说,收获型策略的经理人们将面临更少的策略供选择;这可能就某一特定的议题更加容易达成共识,也更容易促使坚持计划。 Conversely, in a “build” strategy scenario, individual leader- ship, rather than decision-sharing, may promote adherence to plans. 相反的是,在制定型策略的想定中,个人的领导力而非公有决策更加能够促使对计划地坚持。 Build strategies—which typically (60) require leaders with strong perso- nal visions for a firm’s future, rather than the negotiated compromise of the team-based decision—may be most closely adhered to when (65) implemented in the context of a clear strategic vision of an individual leader, rather than through the practice of decision-sharing.在两种战略影响下 制定型策略,主要要求领导人拥有很强的个人对公司将来的愿景,而不是以团队为基础的沟通妥协,但其当在一位个人领导人的清晰的策略愿景下而非通过共有的决策的实施,执行起来更容易被坚持。 |