基于扎根理论的团队创业绩效影响因素研究

发布时间：2018-03-12 08:40

本文选题：扎根理论　切入点：团队创业　出处：《兰州大学》2017年硕士论文　论文类型：学位论文

【摘要】：1978年,我国吹来“改革开放”的东风,在政策大背景的推动与促进下,我国经济迅速增长,创业活动也迎来发展的“春天”,加之国家政策对创业的大力支持,“创业”已经蔚然成风。学界对创业的研究也开始逐渐深入,创业研究从最初的关于个人创业的研究也已发展到团队创业的研究。现有的关于团队创业绩效影响因素的研究,大都从定量分析的角度出发,主要着眼于某一个或某两个创业绩效的影响因素,对影响因素与创业绩效的关系进行研究,从定性分析的角度进行探讨的相对较少。因此,从定性角度出发进行创业绩效的研究具有理论上的意义,同时研究成果也能更好的指导创业活动,兼具实践意义。本文在扎根理论方法的指导下,研究分为以下几步:首先,对创业团队、创业团队异质性、团队冲突、团队氛围、创业导向及创业绩效都进行了相关理论的文献回顾。在创业团队的文献回顾中,分别回顾了创业团队的内涵和创业团队的形成过程。在团队异质性、团队冲突、团队氛围的文献回顾中,分别对三个因素的内涵、分类或维度及其与创业绩效的关系进行了国内外文献的梳理。在创业导向方面,只分析了创业导向的内涵和其与创业绩效之间的关系。其次,基于扎根理论的研究方法,选取了四个样本企业,通过深入访谈,获得了关于创业绩效影响因素的一手数据。收集数据后,按照程序化扎根理论的编码流程,对访谈资料进行了规范化的处理与编码分析,进行了理论构建,对团队创业活动进行了深入地扎根分析。第三,基于访谈的样本及编码分析,从团队异质性、团队冲突、团队氛围及团队创业导向四个方面,对其与创业绩效之间的关系进行了分析与研究。其中,团队异质性包括了外部异质性与内部异质性;团队冲突包括了合作式冲突、对抗式冲突、让步式冲突及关系式冲突;团队氛围则从目标导向、团队信任、工作氛围和凝聚力四个角度进行了分析;团队创业导向主要包含了三个维度:前瞻性、创新性和风险承担。最后,本文在研究中发现:创业绩效的影响因素主要包括团队异质性、团队冲突、团队氛围和团队创业导向,在这些影响因素中,性别异质性、专业背景异质性、合作式冲突、高度一致的目标、绝对的团队信任、良好的工作氛围、前瞻性和创新性等因素都对创业绩效产生了积极的影响。同时,本文也从团队异质性、团队冲突、团队氛围和团队创业导向四个方面为创业团队在管理策略方面提出了建议。
[Abstract]:In 1978, China blew the wind of "reform and opening up". With the promotion and promotion of the policy background, China's economy grew rapidly. Entrepreneurial activities have also ushered in the "spring" of development, coupled with the strong support of national policies for entrepreneurship, "entrepreneurship" has become popular. Academic research on entrepreneurship has also begun to deepen gradually. The research on entrepreneurship has developed from the initial research on individual entrepreneurship to the study of team entrepreneurship. The existing research on the factors affecting the performance of team entrepreneurship mostly starts from the angle of quantitative analysis. Focusing on one or two influencing factors of entrepreneurial performance, the relationship between influencing factors and entrepreneurial performance is studied, and the qualitative analysis of the relationship between factors and entrepreneurial performance is relatively less. The research on entrepreneurial performance from a qualitative perspective has theoretical significance, and the research results can also better guide entrepreneurial activities, as well as practical significance. Under the guidance of grounded theory and method, the research is divided into the following steps: first, Literature review of entrepreneurial team, entrepreneurial team heterogeneity, team conflict, team atmosphere, entrepreneurial orientation and entrepreneurial performance were carried out. In the literature review of team heterogeneity, team conflict and team atmosphere, the connotation of three factors, namely, team heterogeneity, team conflict and team atmosphere, is reviewed. Classification or dimension and its relationship with entrepreneurial performance are reviewed in domestic and foreign literature. In entrepreneurship orientation, only the connotation of entrepreneurial orientation and the relationship between entrepreneurial performance and entrepreneurial performance are analyzed. Four sample enterprises are selected, and through in-depth interviews, primary data on the factors affecting entrepreneurial performance are obtained. After collecting the data, according to the coding process of the procedural rooted theory, the interview data are processed and coded standardized. Thirdly, based on the sample and coding analysis of interviews, the paper analyzes the team heterogeneity, team conflict, team atmosphere and team entrepreneurship orientation. The relationship between team heterogeneity and entrepreneurial performance is analyzed and studied. Among them, team heterogeneity includes external heterogeneity and internal heterogeneity, team conflict includes cooperative conflict, confrontational conflict, concession conflict and relational conflict. Team climate is analyzed from four aspects: goal-oriented, team trust, work environment and cohesion. Team entrepreneurship orientation mainly includes three dimensions: forward-looking, innovative and risk-taking. In this paper, we find that the main factors influencing entrepreneurial performance include team heterogeneity, team conflict, team atmosphere and team entrepreneurship orientation. Among these factors, gender heterogeneity, professional background heterogeneity, cooperative conflict, etc. Highly consistent goals, absolute team trust, good working atmosphere, foresight and creativity all have a positive impact on entrepreneurial performance. Four aspects of team atmosphere and team orientation are proposed for the entrepreneurial team in terms of management strategy.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F279.2

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