组织惯性表现架构研究：来源、维度与作用路径

发布时间：2018-08-08 14:48

【摘要】：《财富》杂志评选出的全球500强企业平均寿命不到50年,而那些存活下来的幸运者中,至少有45%每10年会遭遇一次毁灭性打击。进入21世纪以来,伴随着科技发展的日新月异,曾经取得过辉煌成就的企业,如安然、世界电信、宝丽莱等,都在剧烈的市场变革中折戟沉沙。这些企业应该在已有的成就上取得更进一步的发展,然而往往事与愿违。组织惯性,被众多学者认为是此类现象产生的根源。越来越多学者认识到企业中的组织惯性非常普遍,尤其是曾经取得过辉煌成就的企业中组织惯性表现更加显著。在适应动态环境过程中,这些企业本身所存在的组织惯性会对其变革与发展产生阻碍作用。大量研究表明,未能规避组织惯性实现组织变革的主要归因是组织惯性表现形态的认知模糊与组织惯性产生根源的认知缺位。而现有研究普遍认同了企业组织惯性表现及其来源的多维度特征,但由于研究视角不同、关注重点各异,不同研究对企业组织惯性的表现及来源的认知界限交叠、层次各异,整体呈碎片化研究状态,使得对企业组织惯性的形成归因与作用机制的研究缺乏一致的研究基础。因此,全面、深入地理解组织惯性的来源以及表现形式,构建企业组织惯性的一般性研究框架成为企业在动态变化环境中实现组织变革的关键所在。本文采用案例研究方法,以产业环境巨变中未能成功实施变革而迅速衰落的胶卷产业的柯达、消费电子产业的索尼和手机产业的诺基亚三家企业为案例研究对象,对组织惯性的表现架构的来源载体、表现维度与作用路径进行研究。首先,对组织惯性及其表现形式和来源的相关研究回顾的基础上,了解组织惯性的内涵及其表现形式和来源的多维度属性；随后,应用内容分析和典型事件分析对组织惯性的来源载体与表现维度进行识别；最后,在组织惯性来源和表现形式的基础上探讨组织惯性表现架构与作用路径。研究发现：(1)组织惯性仅当企业组织发生变革时得以显现,其源自于企业组织在决策层面、资源层面、执行层面、网络层面以及文化层面变革的对象载体；(2)企业组织惯性在五个层面上呈现九类具体表现形式。在决策层面上表现为认知惯性和战略惯性,在资源层面上表现为资源惯性,在执行层面上表现为制度惯性、流程惯性和惯例惯性,在网络层面上表现为结构惯性和关系惯性,在文化层面上表现为文化惯性；(3)企业组织惯性的作用路径沿着“决策层面→资源层面→执行层面→网络层面”顺次显现出认知惯性、战略惯性、资源惯性、制度惯性、流程惯性、惯例惯性、结构惯性和关系惯性,文化惯性则贯穿于组织惯性作用路径的全过程。
[Abstract]:Fortune's list of Fortune 500 companies has an average lifespan of less than 50 years, and at least 45 percent of those lucky to survive will suffer a devastating blow every 10 years. Since entering the 21st century, with the rapid development of science and technology, the enterprises that have made brilliant achievements, such as Enron, World Telecom, Polaroid, have all gone down in the fierce market change. These companies should build on what they have achieved, but often backfire. Organizational inertia is regarded by many scholars as the root of this phenomenon. More and more scholars realize that organizational inertia is very common in enterprises, especially in enterprises that have made brilliant achievements. In the process of adapting to the dynamic environment, the organizational inertia of these enterprises will hinder their transformation and development. A large number of studies have shown that the main causes of the failure to avoid organizational inertia to achieve organizational change are the cognitive ambiguity of organizational inertia performance and the cognitive absence of organizational inertia. The existing studies generally agree with the multi-dimensional characteristics of organizational inertia performance and its source, but due to different perspectives, different focus, different research on the performance of organizational inertia and the origin of cognitive boundaries overlap, different levels. The whole research state is fragmented, which makes the research on the attribution and action mechanism of organizational inertia lack of consistent research foundation. Therefore, a comprehensive and in-depth understanding of the sources and forms of organizational inertia and the construction of a general research framework of organizational inertia have become the key to the realization of organizational change in a dynamic changing environment. This paper uses the case study method, taking Kodak of film industry, Sony of consumer electronics industry and Nokia of mobile phone industry as case study objects. The source carrier, performance dimension and action path of organization inertia performance structure are studied. First of all, on the basis of reviewing the relevant studies on organizational inertia and its forms and sources, we understand the connotation of organizational inertia and the multidimensional attributes of its manifestation and source. Content analysis and typical event analysis are used to identify the source carrier and performance dimension of organizational inertia. Finally, based on the origin and form of organizational inertia, the structure and action path of organizational inertia performance are discussed. The findings are as follows: (1) organizational inertia only appears when the enterprise organization changes, which originates from the object carrier of the enterprise organization change in the level of decision, resource, execution, network and culture; (2) the inertia of enterprise organization presents nine concrete forms on five levels. It is shown as cognitive inertia and strategic inertia at the decision-making level, resource inertia at the resource level, institutional inertia at the executive level, process inertia and convention inertia at the executive level, and structural inertia and relationship inertia at the network level. On the cultural level, the action path of enterprise organizational inertia shows cognitive inertia, strategic inertia, resource inertia, institutional inertia along the "decision-making level, resource level, executive level and network level". Process inertia, customary inertia, structural inertia and relational inertia, and cultural inertia run through the whole process of organizational inertia path.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F270

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