The Effects Of Firm Inducements And Oriented Strategy To Organizational Culture And Performance

This thesis investigated 716 managers (including 52 CEO,155 assistant executives and 569 middle-level managers) from Qingdao's Korea firms by questionnaire,which attempt to explore the relationship between corporation cultures and firm performance,and the moderating effects of inducement types and strategic choice orientation in the impact of them.In the existing literatures,there are many studies on the relationship between corporation culture and firm performance,but they focused mainly on the direct relationship between them;fewer studies have explored the moderating effects of HRM practices and strategic orientation in the impact of corporation culture and firm performance. In Chinese literatures,along with the popularity of corporation culture study , the research on the relationship between organizational culture and firm performance is ever-increasing,but none of these studies research on the moderating effects which HRM practices and strategic orientation impact on.We see great changes in Korea firm's governance structure in recent years. But most of them are still family firms,which incline to form stable and powerful cultures in CEO and top-level managers. So the thesis chose Korea firms as research samples. On the basis of the scales developed by western researchers,using bilingual translation,pilot questionnaires and group discussion,the author revises the western scales and gets the measurement scales with good content validity of corporation culture,inducement types,strategic orientation,firm performance and general corporation reputation under Chinese context. According to the similarity among East Asia countries,we chose 60 Korea firms for questionnaires,screening from the initial 726 valid questionnaires,a sample of 52 companies are resulted in. The author mainly uses SPSS and LISREL to analyze the data. Results from the hierarchical moderated regression model analysis show that the proposed hypotheses are all supported. At the same time,some questions are put forward and we found: both corporation culture and firm performance are significantly positively related to corporate reputation.,which supported the view of Barney (1987): (1) as an intangible and valuable strategic resource, corporation culture can sustain competitive advantages due to its imperfect imitability and sustainability.(2) although some arguments on whether HRM practices are imitable and strategic,the author finally found that the inducement by firms is positively related to firm performance. It proves that HRM practice in itself has a positive effect and function on firm performance. Besides,the study still found an evident relativity between corporation culture and inducement,firm performance and corporate reputation. It is a harmful resource in a firm when unmatched corporation culture and HRM practices exist simultaneously. E.g.,when hierarchy efficiency culture and training-developing exist simultaneously,the two valuable resources will conflict. When several firm cultures match in a firm,e.g.,sustaining culture and training-developing,they will promote the firm strength. Thus,it provide strong support for strategic resource-based view(RBV).That is,sustainable advantage comes from matched culture and HRM practice.Two main limitations of this research are small samples and cross-sectional research design,so future researches should be improved on these two aspects. Simultaneously,the research overcame the problem of homogeneous variance. The scales on inducement types and general corporate reputation are filled out by top-level managers;the part of firm performance and strategic layout orientation are filled out by CEO;organization culture parts are filled out by middle-level managers. Moreover,future researches should further explore the processes which organization culture effects on the firm performance from other variables (e.g., psychological and environmental factors). And we still have to rich performance assessment indexes (such as objective performance,objective turnover rate),mediating effects and moderating mechanism between organization culture and firm performance in order to give a guidance to Chinese firms.