تبیین نقش ساختار مالکیت بنگاه در فرایند تصمیم‌گیری استراتژیک هیئت‌مدیره: مطالعه چندموردی بانک‌های دولتی، شبه‌خصوصی و خصوصی

نوع مقاله : مقاله علمی پژوهشی

نویسندگان

1 گروه مدیریت، دانشکده کسب‌وکار HEC Montreal، دانشگاه مونترال، مونترال، کانادا.

2 کارشناس ارشد، گروه مدیریت دولتی، دانشکده مدیریت، دانشگاه تهران، تهران، ایران.

3 استادیار، گروه مدیریت دولتی، دانشکده مدیریت دانشگاه تهران، تهران، ایران.

چکیده

هدف: هدف این پژوهش تبیین نقش ساختار مالکیت در فرایند تصمیم‌گیری استراتژیک هیئت‌مدیره در محیط نهادی ایران به‎عنوان کشوری در حال توسعه است. رویکرد این پژوهش، رویکرد رفتاری است، نه نظریه نمایندگی که تئوری غالب در پژوهش‎های حاکمیت شرکتی است.
روش: استراتژی این پژوهش، بررسی چندموردی با رویکرد نظریه‎پردازی استفهامی است. پس از بررسی ساختار مالکیت بانک‌های ایرانی، چهار بانک با ساختارهای مالکیت متفاوت انتخاب و با مدیران عامل، اعضای هیئت‎مدیره، معاونان و مدیران مرتبط آنها، 34 مصاحبه نیمه‌ساخت‌یافته انجام گرفت. داده‌ها پس از کدگذاری نظام‎مند مصاحبه‎ها و بر اساس فرایند نظریه‌پردازی هشت‌مرحله‌ای آیزنهارد، شامل مراحل تحلیل درون‌موردی، تحلیل بین موردی و با رفت‎‌وبرگشت مکرر به ادبیات پژوهش تحلیل و در نهایت، شش گزاره پیشنهادی ارائه شد.
یافته‌ها: نتایج نشان داد که تمرکز مالکیت با بر‌هم زدن توازن قدرت و اختلاط مالکیت نیز با تأثیر مخرب بر توازن اعتماد و جوّ احساسی و توازن تضاد شناختی، اثربخشی تصمیم‌گیری استراتژیک را کاهش می‌دهند. همچنین، نهادهای نظارتی می‌توانند رابطه منفی بین تمرکز مالکیت و توازن قدرت را تعدیل کنند.
نتیجه‌گیری: برخلاف پژوهش‏های پیشین که به‌طور عمده مبتنی بر نظریه نمایندگی بوده و تمرکز مالکیت و وجود سهام‎داران عمده را عامل مثبتی در حاکمیت شرکتی بنگاه‌ها می‌دانند، در این پژوهش که با رویکرد رفتاری انجام شد، مشاهده شد که هم تمرکز و هم اختلاط مالکیت موجب کاهش اثربخشی تصمیم‌گیری استراتژیک هیئت‎مدیره‌ها می‌شوند. به‎دلیل اهمیت صنعت بانکداری در اقتصاد ایران و با توجه به نقش تعدیلگر نهادهای نظارتی بر این تأثیر منفی، تقویت نهادهای نظارتی، تقویت آیین‌نامه‌های کنترلی بر رفتار سهام‎داران عمده و جلوگیری از ورود نهادهای عمومی غیردولتی به اقتصاد پیشنهاد می‌شود.

کلیدواژه‌ها

عنوان مقاله [English]

Understanding the role of Ownership Structure in the Board Strategic Decision-Making Process: A Multiple Case Study of State-owned, Pseudo-Private and Private Banks in Iran

نویسندگان [English]

  • Mohammad Sadegh Hashemi 1
  • Amin Moeinian 2
  • Abbas Nargesian 3
1 Lecturer, Department of Management, HEC Montreal, University of Montreal (UdM), Montreal, Canada.
2 M.Sc., Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran.
3 Assistant Prof., Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran.
چکیده [English]

Objective:This study aims to explain the role of ownership structure in the board strategic decision-making process in the Iranian institutional context as a developing country. The Agency Theory does not direct this research as the dominant theory in the corporate governance field; instead, this study is guided through the behavioral approach.
Methods: The strategy of this research is a multiple case study with an abductive theory-building approach. By examining the ownership structure of Iranian banks, four banks were selected. Thirty-four semi-structured interviews are conducted with the CEOs, board members, CEO deputies, and officers relevant to strategy and corporate governance. Data analysis and theorizing were followed by systematic coding of interviews through eight steps, including within-case analysis, cross-case analysis, initial hypothesis building, and enfolding the literature. As a result, six propositions are suggested and conceptualized.
Results: The results reveal that ownership concentration harms the balance of power, and thus the effectiveness of the decision-making process. At the same time, mixed ownership hurts strategic decision-making with a negative effect on the balance of trust and emotional climate and balance of the cognitive conflict. Regulatory bodies can moderate the negative effect of ownership concentration on the balance of power.
Conclusion: Contrary to existing literature, results show that both "ownership concentration" and "mixed ownership" have negative impacts on the "effectiveness of strategic decision-making". Three primary processes, the balances of "power", "trust and emotional climate" and "cognitive conflict", appear to explain the findings. Regulatory bodies, as critical institutional forces, moderate these adverse effects. We explain our conflicting findings with the differences between institutional contexts. Due to the importance of banking in the Iranian economy and considering the moderating role of supervisory agencies on the mentioned negative impacts, improving regulatory institutions and strengthening supervisory mechanisms to limit major shareholders' interference is suggested.

کلیدواژه‌ها [English]

  • Ownership structure
  • Corporate governance
  • Concentrated ownership
  • Mixed ownership
  • Strategic decision-making process

مراجع

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مدیریت دولتی
دوره 12، شماره 3
1399
صفحه 550-583

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