| Strategic Change is an important part in the research field of Strategic Management.Strategic change means that matching pattern of organization and the environmentchange over time in the form of the nature and status. Whenever changes inmanagement practice, it will inevitably bring about a series of chain changes, such asemployees of existing patterns of behavior change, employee rights, the change in status,and even a certain impact on the enterprise's existing pattern of interests and corporatevalues. Thus, the implementation of strategic change is vulnerable to obstruction. Intheory, there are motivations that hinder the implementation of strategic change, such asthe organizational practices, organizational rigidity; However, with the development ofmanagement of cognitive and organizational behavior, the rise of a growing number ofscholars focus on individual factors that influence the strategic change with theperspective of micro-level.This dissertation is based on a practical strategic change which is held by ChinaTelecom Corporation Limited Chongqing Branch in March,2010. Combining with thetheories of strategic management, marketing and organization behavior, this paperproposed a vital problem to be settled that how do the staff's cognitions and behaviorsinfluence the marketing pattern of the telecommunication operators under thebackground of strategic changing. This main problem had been disassembled into threesub-questions:a). What is the connotations and key factors of Cognition, Behavior and Marketingpattern under the background of strategic changing?b). Why and how do Cognition and Behavior influence Marketing Pattern?c). What are the differences between Cognition, Behavior and Marketing Patternbased on different attributes of the staff? And, how to classify the staffs according totheir cognition, behavior and marketing pattern.As to the research methods, this paper has taken a combination method ofqualitative research and quantitative research. Depth interviews have been taken for theprimary, secondary and senior staff of the enterprises (personal interviews for75people,colonial interviews for34groups). Using grounded theory analysis to isolate the keyelements of Cognitive, Behavioral, and Marketing Modelconnotation. These activitieshad been taken to gain the solution to sub-question (a). The results show that①staff cognistion in the context of strategic change means the understanding, feeling,interpretation and evaluation of strategic changes in meaning, connotation, efficacy,prospects. It contains three key factors understanding and perception', the role of load'and the interests of damaged';②the staff's behavior in the context of strategic changemaens team interaction behavior in the context of specific changes, including knowledge sharing', communication', and interactive trust';③marketing model inthe context of strategic change mainly refers to the strategic objectives with the changesto match the two new marketing model '1+1'fusion marketing model, three'fusionmarketing model.According to the conclusions of sub-issues (1), this paper extract7latent variablesincluding understanding and perception, load of roles, interests communication,knowledge sharing, interactive trust relationship and marketing model'. This papergathered451valid questionnaires. Using the software SPSS16.0to exert descriptivestatistics, the discrimination test, the exploratory factor analysis, first-orderconfirmatory factor analysis, the second-order confirmatory factor elements, reliabilitytesting, to ensure that the scale discrimination, structural validity, convergent validityand reliability. Combined with the assumption between the latent variable, structuralequation was built between the above7variables. The equation of the overall goodnessof fit of structural equation path coefficient, the measurement equation of the pathcoefficient test are computed by the software AMOS7.0. So, the sub-problem (2) wassettled. The results showed that:①The "understanding and perception" has a significantpositive impact on "marketing mode";②The "interactive trust" has a significantpositive effect on "marketing mode";③The "role of the load" has significantlywithnegative impact on "understanding and perception";④The "jeopardization ofinterests" has a significant negative impact on―understanding and perception‖;⑤"understanding and perception" has a significant positive effect on"communication";⑥The "communication" has significant positive impact on―interactive trustInteractivetrust‖;⑦―communication‖has a significant positive effect on "knowledge sharing";⑧"knowledge sharing" has a significant positive effect on―Interactive trust‖.In order to get a further study on the differences of the variables according to thedifferent characteristics of the staff, the Independent Sample T Tests was used to testwhether the variables would be different according to the staff's different gender,professional roles, working geographical different Establishmentdifferences. Thus, thesub-problem (3) has been settled. The results show that:①cognition of strategic changes, behavior of employees, marketing model, have no significant differencesaccording to different gender;②cognition of strategic changes, behavior of employees,marketing models are significantly different according to different professional roles(marketing, maintenance);③cognition of strategic changes and marketing modelselection are significantly different according to different regions (rural, urban) of theemployees; there are no significant differences of employees'behavior according todifferent regions;④strategic change cognition of staff are different according todifferent classification of staff.(class A/B, and class C); employees'behaviors andmarketing model have no differences according to the class of the staff.In addition, combined with the employees' cognition characteristics and behavioralcharacteristics, this paper divided the staff into different types using K-means clusteringanalysis method. The results show that:①employees can be classified as"role-dependent, region-dependent and business dependent according to the factorscores of the "marketing mode" clustering;②employees can be classified as "the typeof high-perception-and-high-trust, the type of high-perception-and-low-trust, the typeof low-perception-and-high-trust, and low-perception-and-low trust" according to thecombination factor score of "understanding and perception-Interactive trust"clustering;③employees can be classified as―the type of interest-sensitive, the type ofload-sensitive, and the type of diligent and selfless‖according to the combination factorscore of clustering of "load of roles–jeopardization of interests";④employees can beclassified as "the type of introversive-generous, the type of exocentric-chinchy, and thetype of introversive-chinchy".The paper complemented the study on the public customer marketing and serviceinnovation models of telecom companies, paved the way for scholars telecomcompanies marketing management, service and innovation; Combined with a practicalstrategic change case of telecom companies to solve the vital problem that how do thestaff's cognitions and behaviors influence the marketing pattern of thetelecommunication operators under the background of strategic changing. This paperprovides a practical reference for this study on public customer market marketing modelfor telecom companies. |
PDF Full Text Request