| There is a wealth of theory about the formation of corporate strategy, which hasalways been an important strategic fundamental research in theoretical issues. Thestrategic cognition school of ten schools in the strategy (Mintzberg, Ahlstrand,Lampel,1998), which reference knowledge of human cognition thought that strategyformation of cognitive process in strategist or senior managers’ thoughts world. Sincethen, more and more researchers began to pay more attention to strategicdecision-making process were influenced by executives’ thought world, and thisthought world is the beliefs (Starbuck,1982).Based on a review on the literatures of strategic beliefs, the paper discuss theproblem between top managers’ strategic beliefs and enterprise strategy is divided intothe following two questions for analysis, the first sub-question is the content ofexecutives’ strategy values and its effect of strategic decisions on business; The secondquestion is top managers’ strategic behavior logic influence on the choice corporatestrategy. All the second questions make up of the complete system of the study ofstrategic beliefs of top managers.Based on theory analysis, the paper research object is top managers. First, for thefirst question, this paper put forward three type research hypotheses. Our studysample come form Chinese mainland business executives, through a questionnaires toobtain research data, and using SPSS17.0statistical analysis software to verifyhypotheses. After the study, the paper has the following conclusions:1) According to Bossidy L and Charan R (2007) analysis, in order to the mosteffective use of resources, business leaders will focus on three important goals. So,this paper examines the relations between primary strategic target values, secondarystrategic target values, the least and the corporate strategy. The results show thatprimary strategic target values has a positive effect on enterprise strategy; whilesecondary strategic target values has negative effect on corporate strategy and theleast’ effect has insufficient evidence. 2) White (1992) viewed that top managers’ belief about the environment shouldbe or not what should be will affect the strategic decision-making. The paper refers totop managers’ strategic value about the environment in which corporate strategicdecision-making process of environmental factors into the vision of senior managers,and their judgments on the nature of these factors.The results support our contentionthat top managers’ strategic value about the internal environment of the moreoptimistic the more likely to develop a positive business strategy. On the other hand,executives’ strategic value about the external environment has no significantrelationships.3) According to Dutton (1993) study strategic issues that managers will beconscious, purposeful identification and interpretation of past successful performance,Amason AC, Mooney AC (1999) concluded the organization’s past performance willaffect strategy formulation. In a word, top managers’ strategic value about the pastperformance that the executives subjective judgment.The paper investigates therelationship between the top managers’ strategic value about the past performance andcorporate strategy. We find that executives’ strategic value is the more optimistic themore likely to develop aggressive business strategy.Second, using the qualitative research methods explore the link between topmanagers’ strategic behavior logic and corporate strategy. Take Haier enterprise forexample, by studying the Haier and Zhang in the strategic decisions or long-termdevelopment plan of the internal information and media, the Internet, journals andmonographs and other external data, build Zhang’s strategic behavior logic. Thispaper suggests that in the similar environment, different Haier Group CEO Zhang’sstrategic behavior logic leading to different business strategies.Finally, the paper summarizes the main conclusions, point out the limitations anddiscusses the future direction of strategic beliefs. |
PDF Full Text Request