组织连接破裂与应对措施:供应商视角的案例研究

发布时间：2018-04-03 17:14

  本文选题：组织连接破裂　切入点：供应商—客户权势关系　出处：《南开管理评论》2012年06期

【摘要】：在外界环境的突变引发组织连接破裂的情况下,供应商应该如何应对?资源依赖理论认为,应对策略可以分为缓冲和桥接两种,本文将其进一步细化为探索式缓冲、利用式缓冲、探索式桥接和利用式桥接,但具体采取哪种应对策略取决于组织连接双方的权势关系。本文采用多案例研究,在我国对日软件外包情境中选取了五段供应商—客户关系。研究发现:(1)当客户权势较高时,供应商采取桥接策略的可能性更高,其中当供应商对客户的权势也高时,供应商更可能采取探索式桥接,当供应商的权势较低时,采取利用式桥接;(2)当客户权势较低时,供应商采取缓冲策略的可能性更高;(3)利用式缓冲不受供应商—客户权势关系的影响。
[Abstract]:What should the supplier do in the event that a sudden change in the external environment leads to a breakdown of the organization's connection?According to the theory of resource dependence, coping strategies can be divided into two types: buffer and bridge, which are further refined into exploratory buffer, utility buffer, exploratory bridge and utility bridge.But what kind of coping strategy is adopted depends on the power relationship between the organization and the two parties.In this paper, we select five segments of supplier-customer relationship in the context of software outsourcing to Japan by using a multi-case study.The study found that when the customer power is high, the supplier is more likely to adopt bridging strategy. When the supplier has high power over the customer, the supplier is more likely to use exploratory bridging, and when the supplier is less powerful, the supplier is more likely to use exploratory bridging.When the customer power is low, the supplier is more likely to adopt buffer strategy. 3) the utility buffer is not affected by the supplier-customer power relationship.
【作者单位】： 中国人民大学商学院;中国人民大学;
【基金】：国家杰出青年科学基金项目(70888001) 中国人民大学科学研究基金(中央高校基本科研业务费专项资金)(12XNH243)资助
【分类号】：F274
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本文编号：1706145