政治关系与组织绩效的关系研究

以组织学习和动态能力、政治关系对绩效的影响为中介变量,构建了一个政治关系、组织学习、动态能力与绩效关系的理论模型;然后以广东珠三角地区166家企业为调查对象,采用SEM方法进行实证检验。研究结果发现,政治关系是否影响以及如何影响组织绩效,在很大程度上取决于企业所在行业的特征与企业本身的特点:对于非知识密集型企业而言,政治关系可以通过组织学习与动态能力间接地提高绩效水平;对于知识密集型企业而言,政治关系对于组织绩效、动态能力以及组织学习均没有显著的影响。     

An Examination of the Relationship Between Absorptive Capacity and Organizational Learning,and a Proposed Integration

Since its inception, the concept of absorptive capacity has been closely linked with notions of organizational learning. Yet the precise nature of the relationship between these two concepts has never been established. This relationship is examined in a variety of ways, and it is suggested that the literature on these two concepts shares a conceptual affinity which needs to be delineated. It is suggested that absorptive capacity (a dynamic capability) is a concrete example of organizational learning that concerns an organization's relationship with new external knowledge. Using the 4I Model for organizational learning ( Crossan, M.M., Lane, H.W. and White, R.E. (1999 ). An organizational learning framework: from intuition to institution. Academy of Management Review, 24, 522–537) and Zahra and George's conceptualization of absorptive capacity ( Zahra, S.A. and George, G. (2002 ). Absorptive capacity: a review, reconceptualization, and extension. Academy of Management Review, 27, 185–203), this paper proposes an integration of the two concepts.     

Network closure's impact on firms’ competitive advantage: The mediating roles of knowledge processes

This study draws on the knowledge management and social network disciplines to examine the effect of network closure on organizations’ competitive advantage. We hypothesize that the level of network closure affects an organization's capability of knowledge identification, knowledge transfer, knowledge protection and knowledge institutionalization; these capabilities in turn affect an organization's competitive advantage. Thus, we model network closure as indirectly affecting an organization's competitive advantage. A Partial Least Square (PLS) analysis of the survey data of 78 Chinese petrochemical firms shows that network closure can both enhance and decrease an organization's competitive advantage. Network closure enhances an organization's competitive advantage by facilitating knowledge protection and transfer (via institutionalization), but decreases competitive advantage by hindering knowledge identification. Environmental dynamics that the organizations encounter are observed to moderate the effect of network closure. Combining our results with the findings from the literature, we propose that organizations operating in a dynamic environment, where the domain knowledge is in a state of flux, need to place great importance on knowledge identification; such organizations should choose a sparse network that allows them to receive diverse knowledge. In contrast, organizations operating in a stable environment should opt for a dense network to protect their knowledge and facilitate transfer of required knowledge.     

Leveraging Supply Chain Integration through Planning Comprehensiveness: An Organizational Information Processing Theory Perspective

This study extends prior research on supply chain planning and integration by examining the underlying capabilities by which firms exploit the information they gain from integration activities. We use organizational information processing theory (OIPT) to develop hypotheses that identify the comprehensiveness of an organization's supply chain planning capabilities as an important mediator in the relationship between its supply chain integration activities and its operational performance. Further, our interpretation of OIPT suggests that an organization's usage of technology‐enabled supply chain management systems (SCMS) moderates these effects. Using survey data from 445 global firms, we estimate the corresponding moderated‐mediation structural model. The results indicate that usage of SCMS enables organizations to better utilize the information they gain from external integration efforts (relationships with customers and suppliers), thus improving the comprehensiveness of their supply chain planning capabilities. In contrast, the use of SCMS appears to be a partial substitute for internal integration as a driver of planning comprehensiveness. Most importantly, the results suggest that planning comprehensiveness is a significant generative means by which integration and technology investments produce superior operational performance. These findings provide a richer and more theoretically grounded explanation of relationships between supply chain integration, supply chain planning, and operational performance.     

Organizational Learning Capability and Job Satisfaction: an Empirical Assessment in the Ceramic Tile Industry*

Organizational learning capability has been considered an essential issue of an organization's effectiveness and potential to innovate and grow. Although its positive effects on organizations and employees are generally assumed, there is no empirical evidence of its positive association with employee attitudes such as job satisfaction. This paper aims to investigate the relationship between organizational learning capability and job satisfaction through the questionnaire responses of 157 employees from eight companies in the Spanish ceramic tile industry. Results suggest that organizational learning capability and job satisfaction are strongly linked.     

Living in the shadow of OD: HRD and the search for identity

The paper attempts to describe the similarities and differences between organizational development (OD) and human resource development (HRD). While it is argued that HRD practitioners need to acquire some of the skills of OD consultants, these are likely to be limited to the development of personal skills and learning in the attempt to achieve intrapreneurialism and personal transformations. We argue that HRD is living in the shadow of OD because it is slow to recognize its roots in the debates of that discipline. It is therefore suggested that HRD will recognize its true potential only when it identifies its core knowledge and skills. We argue that HRD can find its essential identity in four main ways: by focusing on the organization's business strategy; by devolving responsibility to line managers; by adopting an employee-centred approach to learning; and by emphasizing workplace learning. However, a wider behavioural understanding and a greater degree of reflectiveness in relation to the politics of change and the skills of the change agent must inform this identity.     

Relationship between Intellectual Capital and Knowledge Management: An Empirical Investigation

Two important streams of the literature have examined intellectual capital (IC) and knowledge management (KM). Surprisingly, they have developed in parallel, without any empirical research on the relationship between them. This article empirically examines how IC and KM affect each other, and also investigates their consequences, viewing three intermediate consequences (dynamic capabilities, efficiency, and innovativeness) to mediate their effects on firm performance. In addition, this article examines the effects of the organization's culture on IC and KM. To address these issues, a comprehensive model is developed and tested using a combination of survey and secondary data of 533 companies in Taiwan. The results support the theoretical model. Major findings include the following: IC affects KM and dynamic capabilities; KM facilitates innovation but not dynamic capabilities or IC; a learning culture facilitates IC and innovation but not KM; firm performance depends on efficiency and innovation, but not directly on dynamic capabilities; and efficiency does not depend on any of the other constructs in the study. The article's implications for research and practice are examined.     

Creating team ambidexterity: The effects of leader dialectical thinking and collective team identification

In the current, increasingly dynamic environment, more attention is being devoted to ambidexterity (both explorative and exploitative learning), as it is beneficial to organizational functioning. Despite an abundance of research on organizational ambidexterity, there is a paucity of research examining team-level ambidexterity. In a cross-level empirical study, we examine a leader's dialectical thinking as an antecedent of team-level ambidexterity. We also incorporate collective team identification as a moderator in the study. Our findings support that a leader's dialectical thinking can help facilitate team ambidexterity that, in turn, improves employee performance. Those teams whose members have strong team identification and whose leader is high in dialectical thinking will reap the most benefit from team ambidexterity.     

Extending the Cognitive Approach to Strategic Change in Organizations: Some Theory

This paper claims that organizational cognitions are manifested as argumentation. Such argumentation can be represented as organizational construct systems (systems of constructs shared by important organization members). Such organizational construct systems enable us to detect structural features of an organization's cognition which indicate its chances of survival or failure.     

On micro-foundations of dynamic capabilities: A multi-level perspective based on CEO personality and knowledge-based capital

In recent years, researchers have asked why some firms are better than others at developing dynamic capabilities. The existing literature assesses micro-foundations separately, either on the managerial or on the organizational level. This study aims to provide a more holistic picture on the antecedents of dynamic capabilities by integrating managerial and organizational micro-foundations. Specifically, we posit that the personality of Chief Executive Officers (CEOs), manifested through their core self-evaluation (CSE), represents an individual-level micro-foundation which influences three types of a firm's knowledge-based capital—human, social, and organizational capital. We also argue that these three, in turn, are organization-level micro-foundations that ultimately enable the development of a firm's dynamic capabilities. We test our multi-level framework using data from 307 German CEOs, and confirm that CEO CSE is positively related with all three forms of knowledge-based capital. We further find that human capital and organizational capital mediate the relationship between a CEO's CSE and a firm's dynamic capabilities. Our research contributes by extending a central framework of the micro-foundations project (the bathtub model) that integrates the upper echelons perspective into a multi-level analysis. We empirically validate this model and advance the understanding of how firm leaders indirectly influence firm dynamic capabilities by shaping individual learning conditions.     

Uncovering the factors behind new ventures’ international performance: Capabilities,alertness and technological turbulence

This research is based on the perception that the explanation of International New Ventures' (INVs) performance demands a process view, going deeper than the standard approach, in empirical papers, of testing a direct relationship between company-level antecedents and performance. A three-tier model was developed to investigate the process leading to INVs international performance, emphasizing the role of entrepreneurial alertness. Based on the dynamic capabilities framework, entrepreneurial alertness was envisaged as the mediating element between firms' capabilities and their international performance. Empirical research confirmed the hypothesized model. Firms' capabilities (entrepreneurial orientation, foreign market knowledge, and absorptive capacity) significantly influence the level of entrepreneurial alertness, which impacts on the levels of self-reported satisfaction with the company's international performance. The paper makes four contributions to International Entrepreneurship literature. First, it highlights the key role played by entrepreneurial alertness in explaining INVs' international performance. This is convergent with the dynamic capabilities view on firms' ability to sense and seize specific international business opportunities. Second, this study considers entrepreneurial alertness as a capability that is not limited to the entrepreneur, but it is an organizational capability. Third, it shows that entrepreneurial alertness does not exist in the vacuum, is based on a set of base capabilities, namely entrepreneurial orientation, foreign market knowledge, and absorptive capacity, that simultaneously leverage the INVs to sense possible opportunities and constrain the focus of opportunities to international markets, as a key element to foster INVs' higher performance. Fourth, it underlines the role of technological turbulence as a moderator of the relationship between entrepreneurial alertness and INVs' international performance.     

Fundamental Dynamics in Complex Organizational Change: A Longitudinal Inquiry into Hydro-Québec's Management

Co-operation is the essence of an organization's existence and a key condition for its long-term survival: but change efforts can put such co-operation to a harsh test. Too often this is caused not by change itself, but managers' tendency to stick to oversimplified ideas or tools and to pursue their implementation to the exclusion of other factors. Lacking a stable beacon, managers are often led adrift by the momentum of the change they initiate. This article uses a 20 year long longitudinal study of Hydro-Québec, one of the largest power utilities in North America, to show how the dynamics of change led away from the need to maintain co-operation and thus tend to emphasize trivia. We argue that, in a major change effort, co-operation will only be achieved by maintaining a balance between Position in the environment, organizational Context and the behaviour of People in the organization's community. This three-legged PCP framework is proposed as a structure for understanding and managing complex change efforts. The dynamics of the PCP framework are also examined to derive patterns and recommendations for managers keen to avoid a drift towards trivia.     

动态能力的测量与功效:基于中国经验的实证研究

本文通过理论分析初步界定了测量动态能力的6个维度。为了验证此评测体系的科学性和实用性,本文对国内29家企业的高层管理者进行了半结构性访谈,并在探测性检验的基础上将动态能力的测量维度调整为市场潜力、组织柔性、战略隔绝、组织学习与组织变革5个方面。最后通过大规模的问卷调查,基于363份有效样本,对我国企业动态能力的制约性因素,以及它对企业绩效的贡献进行了检验,结果表明,动态能力在一定程度上受到经济结构的影响,在动态能力对企业绩效的有限的贡献中,不同能力因子的作用存在一定的差异性。     

基于和谐管理理论的企业动态能力研究

基于和谐管理理论的组织运行模式,从组织学习的角度,以横向基于认知的构建和纵向基于适应性的演化两个维度展开,界定了动态能力的内涵.首先,认为动态能力包括组织对环境变化的认知能力以及在新主题导引下对原有资源配置方式做出调整以适应变化的能力,是组织在日常运行过程中应对外界变化时全体组织成员的学习能力;其次,认为动态能力是在构建与演化两个维度的耦合中演化的;第三,从组织运行的主题形成、主题实现和反馈学习三个阶段归纳了影响动态能力形成和演化的因素,这些因素主要分布在组织和领导两个层次上,最后针对已有动态能力研究中存在的一些问题进行了讨论.     

Lies in the Sky: Effects of Employee Dishonesty on Organizational Reputation in the Airline Industry

Conventional wisdom suggests that dishonesty on the part of an organization's employees has a negative effect on the organization's reputation. However, many organizations condone (or even require) dishonesty under certain circumstances. In this research of 128 airline passengers, we examine situations in which employees are perceived to be dishonest within one such industry, the international airlines, and examine the impact of this dishonesty on organizational reputation and customer satisfaction. We found that the reputation of the firm was most damaged when the lie benefited the company or the employee, rather than the passenger. In addition, the view of the airline significantly decreased when the lie caused a high amount of harm (compared with a low amount) to the passenger.     

How leaders use goals

An organization's goal management process constitutes a hidden and influential infrastructure. Its potential impact on the strategic management orientation and ultimately the future of the enterprise renders it a powerful tool. This article discusses the management of organizational goals, focusing on goal sources and the networks that link them to operational decisions. Since a leader's management style is a significant factor in the goal process the article also addresses the interaction of the two. Specific examples are drawn from such diverse organizations as Campbell Soup, General Electric and the United States Defense Department.     

Giving as Good as They Get? Organization and Employee Expectations of Ethical Business Practice

Corporate malpractice and malfeasance on an unprecedented scale have brought ethical issues to the fore and accentuated demands from activists, governments, and the public for greater corporate social responsibility (CSR). The predominant response of researchers and policymakers has been to focus on the external impact of business operations and the merits of regulation or persuasion in achieving more responsible practice in these areas. In this article, we focus on a less well explored aspect of CSR, namely the evaluation of an organization's CSR activities by its internal stakeholders (i.e., employees). Salient CSR literature is reviewed to differentiate between CSR and ethical business practice (EBP), conceptualizing the latter as the internal manifestation of CSR as represented by an organization's values and vision, strategy and policy, systems and procedures, and people management practices. This article assesses organizational espousal of EBP in three ways: how successfully it is communicated to employees, how closely espousal aligns with employee expectation, and how this evaluation impacts on employee commitment. Our research approach aligns with and extends previous work in this area that identifies the likelihood of a “false consensus bias” by managers in assuming congruence between organization espousal of EBP and employee expectation. A conceptual model is offered to explain possible employee responses to an organization's EBP. This relates organization espousal of EBP to employee assessment of its salience to identify three positions on commitment that employees can adopt—abrogated, continuance, and affective commitment—together with their likely behavioral implications. The analysis generates a series of research questions and related areas of exploration to empirically test the conceptual model.     

Development and Measurement Validity of a Task-Technology Fit Instrument for User Evaluations of Information System

Although many researchers have raised concerns about the lack of theoretical underpinnings for the user evaluation construct and the lack of measurement validity for specific instruments measuring it, the construct is still widely used in IS research. This paper reports on the development and measurement validity of a diagnostic tool used in recently published research to evaluate an organization's overall information systems and services. A distinctive feature of this instrument is that it is conceptually based on the task-technology fit theory in which the correspondence between information systems functionality and task requirements leads to positive user evaluations, and positive performance impacts. Specifically, the instrument development was guided by a task model of managerial decision making using recorded organizational information. This model suggested the different information systems functionalities required by users for that task, which then serve as the basis for a “task-technology fit” (TTF) instrument. The instrument thus measures the degree to which an organization's information systems and services meet the information needs of its managers. An extensive test of the measurement validity of the instrument is conducted using a sample of 357 users in 10 companies. It is found to have excellent reliability and discriminant validity for 12 dimensions of TTF, and also exhibits strong predictive validity. Finally, the instrument is compared to two other well-known user evaluation instruments. Though no single instrument can meet all needs, the instrument presented here should be considered an attractive option for researchers and practitioners seeking to measure the effectiveness of organizational information systems.     

The interface of the top management team and the board: A dynamic managerial capabilities perspective

Although top management teams use their human capital, social capital, and cognition (i.e., dynamic managerial capabilities) to drive strategic change in their firms, faultlines within these teams may dampen the strategic change that they produce. While boards can enable but also restrict these change efforts, we know little about how precisely a board's monitoring and advice-giving condition the impact of the top management team's dynamic managerial capabilities on strategic change. We clarify how intense monitoring and advice-giving affect strategic change when faultlines between the top management team's and board's dynamic managerial capabilities are more or less salient. We explain that intense monitoring further stifles both the breadth and speed of strategic change that can be accomplished, and that this is more pronounced when the faultlines between the two bodies are strong. Furthermore, we outline that intensive advice-giving can be beneficial in improving the breadth of strategic change, but more so when these faultlines are weak and less so when they are strong. Notably we illuminate that the reverse happens in terms of speed of strategic change: intensive advice-giving can be detrimental engendering a further dampening of strategic change speed which is more pronounced when these faultlines are strong but less when they are weak.     

企业文化、组织学习、创新管理对组织创新能力影响的实证研究

通过文献探讨构建理论模型,运用江苏省103家的有效问卷调查数据,研究企业文化与组织学习对组织创新能力累计是否具有影响力,并以创新管理作为条件变量导入上述因果模式中,验证其对原有影响力是否有增强效果。研究表明,企业文化与组织学习均与创新能力显著正相关,而创新管理与创新能力微弱相关;在企业文化与创新能力关系中,导入创新管理3层面后,对原有影响力有增强作用;在组织学习与创新能力关系中,加入创新管理3层面后,对原有影响力有减弱作用。