管理评论

管理评论 ›› 2025, Vol. 37 ›› Issue (12): 134-147.

• 组织行为与人力资源管理 • 上一篇    

高管人才与企业创新——基于差异化的选拔观对比分析

胡志亮1,2, 尤碧莹1, 郑明贵3, 李俊朋1,2   

  1. 1. 中南大学商学院, 长沙 410083;
    2. 湘江实验室, 长沙 410205;
    3. 江西理工大学经济管理学院, 赣州 341000
  • 收稿日期:2022-05-13 发布日期:2026-01-15
  • 作者简介:胡志亮，中南大学商学院博士研究生;尤碧莹，中南大学商学院博士研究生;郑明贵（通讯作者），江西理工大学经济管理学院教授，博士生导师，博士;李俊朋，中南大学商学院博士研究生。
  • 基金资助:
    国家社会科学基金重点项目(18AGL002)；国家自然科学基金重点项目(71631006)。

Executive Talents and Enterprise Innovation: Comparative Analysis of Selection Based on Differentiation

Hu Zhiliang1,2, You Biying1, Zheng Minggui3, Li Junpeng1,2   

  1. 1. School of Business, Central South University, Changsha 410083;
    2. Xiangjiang Laboratory, Changsha 410205;
    3. School of Economics and Management, Jiangxi University of Science and Technology, Ganzhou 341000
  • Received:2022-05-13 Published:2026-01-15

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摘要： 本文选取2008—2021年中国上市企业高管人员履历信息的来源属性作为数据样本，将其区分为内部晋升和外部引进两类。在此基础上，构建了高管人才选拔观的量化指标，进一步探究两类选拔观对企业创新能力的差异影响。结果表明：①企业偏好内部晋升高管人才选拔观能够增强企业创新能力，而偏好外部引进高管人才选拔观则会减弱企业创新能力。②企业偏好外部引进高管人才选拔观会降低商业信用，而偏好内部晋升高管人才选拔观能够提升商业信用，继而增强企业创新能力。③企业偏好内部晋升高管人才选拔观还可以提高企业创新效率，较好地将创新投入转化为创新产出。④企业偏好内部晋升高管人才选拔观能够增强高管薪酬与创新业绩的敏感性，从而建立有效的创新业绩激励机制，并且给予了更大的短期业绩下滑“容忍度”，激励管理者致力于提高企业创新能力。本文结论为企业偏好何类高管人才选拔观以提升企业创新能力提供了实证依据，对我国加快实现人才强国驱动创新发展具有重要的政策启示。

关键词: 内部晋升, 外部引进, 高管人才选拔观, 企业创新能力, 商业信用

Abstract: This study examines the impact of executive talent selection perspectives on corporate innovation by analyzing the source attributes of executive resumes from Chinese listed companies between 2008 and 2021. We categorize these attributes into internal promotion and external recruitment and construct corresponding selection perspectives. Our findings indicate that: (1) Companies preferring internal promotion enhance innovation capability, while those favoring external recruitment experience a decline in innovation. (2) External recruitment negatively affects trade credit, whereas internal promotion improves trade credit and subsequently boosts innovation. (3) Internal promotion also enhances innovation efficiency by effectively converting innovation inputs into outputs. (4) Companies with a preference for internal promotion increase the sensitivity of executive compensation to innovation performance, establishing robust incentives and greater tolerance for short-term performance fluctuations, thereby motivating executives to focus on innovation. These conclusions offer empirical evidence on the type of executive-selection orientation that firms should favor to enhance their innovation capability and provide valuable policy recommendations for China’s talent-driven innovation development.

Key words: internal promotion, external recruitment, executive talent selection preferences, corporate innovation capability, trade credit