| 摘要: |
| 前，企业高管团队呈现出由子团体聚类形成的断裂带不断增强的趋势。高管团队断裂带的增强可以改善企业发展状态和提高管理层决策水平，比如通过提高风险偏好和资源整合能力来提升企业风险承担水平，通过强化知识溢出和集体主义倾向来抑制管理层短视行为，从而促使企业将更多的资源要素投入数字化转型项目。采用沪深A股上市公司数据的分析表明：高管团队断裂带增强可以显著促进企业数字化转型程度提高，其中存在通过提高企业风险承担水平和抑制管理层短视行为来促进企业数字化转型的两条路径；高管团队断裂带增强对企业数字化转型的促进作用，在成熟期企业、非国有企业、行业集中度较高企业、地区网络信息基础设施较完善企业中显著，但在成长期和衰退期企业、国有企业、行业集中度较低企业、地区网络信息基础设施较落后企业中不显著。应适度增强企业高管团队断裂带，有效激励和支持各类企业的数字化转型，增强高管团队断裂带对企业数字化转型的赋能作用和普惠效应。 |
| 关键词: 企业高管 团队断裂带 数字化转型 高阶梯队理论 行为整合 风险承担 管理层短视 |
| DOI： |
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| Top Management Team Faultlines and Digital Transformation of Enterprises: Based on Upper Echelons Theory and Behavioral Integration Perspective |
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LIU Sheng, RUAN Jing-en, CHEN Xiu-ying1,2,3
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1a. Institute of Studies for the Greater Bay Area;2.1b. School of Economics and Trade, Guangdong University of Foreign Studies, Guangzhou 510006, Guangdong, China;3.2. School of Economics and Trade, Guangdong University of Finance, Guangzhou 510521, Guangdong, China
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| Abstract: |
| With the rapid iteration of new-generation information technology, China is accelerating the development of the digital economy and promoting the deep integration of the digital economy and the real economy to enhance the international competitiveness of digital industry clusters. In this context, digital transformation has become an important topic for the development of Chinese enterprises. As the important decision-makers of corporate strategy, the top management team will inevitably show a crucial impact on the digital transformation of the enterprises. However, there is little literature that conducts an in-depth examination of the relationship between the faultlines of top management teams and enterprises’ digital transformation. Therefore, how to promote enterprises’ digital transformation by optimizing human capital structure requires further research. Based on the upper echelons theory and by using textual analysis, listed companies’ annual reports, and the CSMAR database, this paper examines the relationship between top management team faultlines and the digital transformation of enterprises using a multiple regression model with Chinese listed companies as the research object. Empirical research has found that the strengthening of top management team faultlines has a significant role in promoting the enterprise’s digital transformation. This conclusion still holds after a series of robust tests such as the instrumental variable method, the propensity score matching method, and excluding enterprise’s strategic behaviors. Mechanism test shows that the enhanced faultlines of the top management team can help improve the level of enterprise risk-taking, produce an improvement effect on development status, and then promote the digital transformation of enterprises. At the same time, the enhanced faultlines of the top management team can effectively reduce the short-sighted behavior of management and generate the effect of optimizing decision-making, thereby empowering the digitalization of enterprises. The heterogeneity test shows that for enterprises in the mature stage, non-state-owned enterprises, enterprises with a high concentration of industries, and enterprises with relatively complete network information infrastructure in the region, the promotion effect of the faultlines of the top management team on the enterprise’s digital transformation is more significant, but this effect is not obvious in other enterprise samples. Compared with the previous literature, this article makes marginal contributions in the following three aspects. Firstly, based on the behavioral integration perspective of upper echelons theory, it explores the impact of the faultlines of the top management team on the digital transformation of enterprises from the perspective of human capital empowerment. Secondly, based on the characteristics of digital transformation and the process of team behavior integration, this article attempts to reveal the impact mechanism of top management team faultlines on enterprises’ digital transformation. Thirdly, based on industrial organization theory, this article further explores the impact of top management team faultlines on enterprises’ digital transformation at different organizational levels and explores the heterogeneous impact of top management team faultlines on enterprises’ digital transformation. The research in this paper reveals, to a certain extent, the impact mechanism of the faultlines of the top management team on the digital transformation of enterprises. It provides a new theoretical approach and empirical evidence for exploring the decision-making of digital transformation of enterprises from the perspective of the characteristics of the top management team. It also provides differentiated policy recommendations for driving corporate digital transformation from the perspective of optimizing human capital. |
| Key words: corporate executives team faultlines digital transformation upper echelons theory behavioral integration risk-taking managerial myopia |
