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不确定性环境中组织结构设计 总被引:16,自引:3,他引:13
针对现代组织的高度不确定性环境特征 ,从组织决策角度探讨组织结构设计问题 .建立了不确定性环境中组织决策模型 .引入组织结构价值概念 ,采用定性与定量相结合的方法 ,推导出组织环境、组织决策与组织结构三者之间关系的数学表达式 ,给出对不确定性环境中组织结构设计有意义的一些结论 .特定的组织结构设计取决于多种因素 ,最后对这些因素及其对组织结构设计的影响进行了初步研究 . 相似文献
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基于复杂适应系统(CAS)理论的“有序”、“混沌边缘”等概念,引入组织适应性作为结果变量,重新思考了效率型和创新型两类商业模式设计对企业影响的差异.结果表明,企业进行效率型商业模式设计会形成对环境的简单适应性,进行创新型商业模式设计会形成对环境的复杂适应性.进而借鉴“必要多样性定律”和“系统复杂性与环境复杂性匹配观”探讨了组织复杂性和环境不确定性的调节作用,并指出企业进行商业模式设计的选择应以是否与组织复杂性及环境不确定性匹配为依据.当组织结构简单、战略和目标单一的企业处于简单稳定环境时,适合设计效率型商业模式;当组织结构复杂、战略和目标多元化的企业处于复杂动态环境时,适合设计创新型商业模式. 相似文献
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在政府和非政府组织当中,领导者的榜样真能够起作用吗?本文在公共品博弈中引入了环境不确定性和信息反馈这两个变量对这个问题进行了研究。实验结果发现,领导者榜样所发挥的作用是有限的。领导者榜样失效的原因在于好的领导者遇到了坏的追随者,而好的追随者则遇到了坏的领导者。策略不确定性估计在领导者和追随者的决策过程中扮演着重要的角色,但领导者与追随者的行为存在着系统性的差异,领导者是超完美条件合作者,而追随者是非完美条件合作者。对环境不确定性的高估是普遍存在的,但环境不确定性估计并不总是能够影响决策。信息的过度封锁与过度披露都不利于领导者榜样发挥作用。 相似文献
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将技术不确定性与市场不确定性所组成的不确定性概念引入创新过程;在Bertrand竞争市场中,运用战略实物期权、动态博弈等工具对企业创新过程建立了一个两阶段动态博弈模型,得出了创新企业的价值函数,考察了不确定性参数对投资门槛值与破产临界值的影响;最后在技术投入溢出与互补度、创新产品互补度以及合作诚信度等四个参数的综合交互作用下,分析了独立研发、竞争RJV、合作RJV三种典型模式在均衡研发产出、公司利润、行业利润及社会福利方面的差异,得出了模式动态选择的适用条件。已有文献多在静态环境下考虑技术投入溢出参数在企业创新模式选择中的作用,本文研究旨在弥补此不足,同时为企业在不确定环境下进行适宜的创新组织选择提供决策参考。 相似文献
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随着企业外部经营环境竞争加剧、不确定性程度加大,网络组织这种新型的产业组织形态应运而生。网络组织改变了企业之间的短期竞争行为,使成员企业能从中获得协同效应。但由于企业之间复杂的依赖和博弈关系,网络组织会出现不稳定现象,从而使企业达不到预期的合作效果。因此研究网络组织的稳定性具有重要的理论和现实意义。本文首先对网络组织理论进行阐述,进而分析网络组织稳定性的优点及其影响因素,在此基础上对网络组织的治理机制进行分析研究。 相似文献
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运用建构主义扎根理论的方法,基于王石领导活动的质性数据,分析了本土领导者面临的不确定性管理挑战,以及领导者在应对不确定性挑战中发挥的作用,提出了一个本土领导者应对不确定性的作用模型.研究结果表明,在应对环境、组织和领导者个人3个方面不确定性挑战时,本土领导者分别发挥了不同作用,即寻找机遇、把握机遇,关注与响应政策变化、应对竞争环境变化;推动组织进化,调动资源危机处理;收放职位权力,形成领导权威,积累管理经验,开展组织外学习.研究结论对本土企业的管理实践具有一定的启示作用. 相似文献
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企业家创新投资决策的进化博弈分析 总被引:11,自引:0,他引:11
本文创建了从单阶段创新投资决策到多阶段创新投资决策的进化博弈均衡模型,将处于相同境况的企业家视为一个群体,将企业家个体的决策置身于企业家群体决策中,则个体企业家选择某种策略从企业家群体角度来看就是以一定的概率选择该种策略。面对高收益与高风险并存的创新投资,企业家进化稳定均衡策略形成不但取决于企业自身的特性,而且依赖于其竞争对手的决策。创新投资具有正的外部性,政府应该建立创新激励制度。 相似文献
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Vinit M. Desai 《英国管理杂志》2014,25(3):589-606
Several perspectives assert that organizations facing uncertainty tend to imitate other organizations' actions. While one might therefore expect to see great homogeneity across fields characterized by uncertainty, it is surprising that this homogeneity has not been observed more frequently in practice. Research investigating this puzzle has typically focused on the role played by organizational characteristics or the information organizations possess about their environments. Instead, this study turns attention to the information others possess about the organization. To that end, I disaggregate organizational uncertainty into the uncertainty facing decision makers and the uncertainty faced by others about what those decision makers might ultimately do, providing a more fine grained analysis of uncertainty and its impact on competitive action than typically offered in this literature. I suggest that uncertainty in competitors' evaluations of the organization provides an opportunity for the organization to differentiate itself rather than imitate others. I also suggest that this effect is stronger than the effects of the uncertainty facing the decision makers themselves. Related hypotheses are tested on a panel of medical malpractice insurance providers. The study's perspective generates unique predictions regarding imitation and differentiation in this industry and across other contexts featuring both uncertainty and competition. 相似文献
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对不确定情况下的服务业网络组织进行研究. 售后服务行业在我国东部大城市已经悄
然出现了一种网络式组织形式,然而其业务量是不确定的,就其面对的市场特点建立了泊松流
模型,用模型对网络组织进行分析,得出网络组织的效率改进主要体现在资产和管理的规模经
济及不确定条件下人员的互补效应. 相似文献
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Jacob Taarup-Esbensen 《Risk analysis》2023,43(2):244-259
This article responds to the call advancing risk science as an independent research field, by introducing a conceptual model for risk analysis based on distributed sensemaking. Significant advances in recent decades have expanded the use of risk analysis to almost every organization globally. Continued improvements have been made to our understanding of risk, placing a wide range of contexts under organizational control. This article argues that four dimensions are central in how organizations make sense of uncertainty in their context and hence do risk analysis: the activities the organization engages in, their sensory systems, the role and competence of individuals, and the ability to coordinate information through organizational structures. The structure enables insight into the decision-making process and the dimensions contributing to how organizations perceive risks and uncertainty in a given context. Three examples from the Arctic context illustrate the network risk analysis model's practical application and how it will expose weaknesses in these organizations’ risk analysis and decision-making processes. Finally, the article discusses sensemaking in network risk analysis and how such an approach supports organizations’ ability to perceive, collect, process, and decide on changes in context. 相似文献
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对不确定情况下的服务业网络组织进行研究.售后服务行业在我国东部大城市已经悄然出现了一种网络式组织形式,然而其业务量是不确定的,就其面对的市场特点建立了泊松流模型,用模型对网络组织进行分析,得出网络组织的效率改进主要体现在资产和管理的规模经济及不确定条件下人员的互补效应. 相似文献
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The conclusion that organizations need to become more strategically flexible as a response to increasing environmental dynamism and uncertainty has been an important feature of recent contingency theories of organization design. In this literature organizations have been analysed from the perspective of the development of networks of organizations concentrating on their core competencies and contracting among themselves on a stable long-term basis. This model of inter-firm relationships provides an alternative mode of organizational structuring to that arising from vertical integration, which, by contrast, is seen as fostering strategic inflexibility. In the literature on corporate restructuring and changes in ownership form arising from the markets and hierarchies perspective, we see a similar emphasis on the dysfunctional consequences of large-scale bureaucratic organization. Changes in ownership form are seen as a major means of providing more effective managerial control. In this paper we argue that linking the literature on flexibility emanating from contingency theories of organizational design and the markets and hierarchies perspective provides important new insights into current and emerging forms of organization. 相似文献
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Richard Saundry 《英国管理杂志》1998,9(2):151-162
The organization of the UK television industry has undergone radical change in the last ten years in response to a concerted programme of regulatory change and rapid technological development. It has been seen by some commentators as an exemplar of flexible specialization and of further evidence that mass production methods have become increasingly obsolescent. Vertically disintegrated, flexibly specialized forms of organization are, on this view, best placed to cope with increasing product diversity, competition and uncertainty. This paper argues that the experience of television in the UK bears little resemblance to the model of flexible specialization. Indeed, the response of firms to changing product market conditions has not been to embrace vertical disintegration but to re-establish traditional organizational structures. Transaction-costs analysis, while providing a number of useful insights into the development of organizational structures within television, also fails to take account of the complex web of forces determining the degree of horizontal and vertical integration in the sector. 相似文献
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旨在研究即将迈入21世纪的管理学的发展问题.出于对管理学内涵的不同理解,诸多管理学家对管理学的规定性及其混琅和构成也各持已见.本文则通过比较分析.得出管理学是研究和探讨组织及组织内资源配置的构造、方式及方法的学科,是一门应用性理论学科的结论;提出了自己对于管理学构成的看法,即认为管理学由组织、管理方式方法以及经营三大部分内容组成,并以此为标准对以往管理学的演进历程重新分类界定;在此基础上,分析预测21世纪的管理学发展方向将主要表现在以下3方面:夯实管理学理论体系,形成管理学的方法论以及深化管理学研究内容 相似文献
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Has the business environment grown in uncertainty? In this paper the authors suggest that the root problem is not uncertainty but the malevolence of events these past few years. In turn, this has made uncertainty and the techniques developed to cope with its consequences all the more important to the firm. But while improved forecasting may take the difference between a potentially profitable project and corporate disaster, good forecasting by itself is not enough. Most firms would benefit from examining their forecasting performance in relation to strategic decisionmaking and the various options available. The authors conclude that only in an organization where integration between expert forecaster and forecast user has been achieved can the full benefits of improved forecasting be realized. 相似文献