集权与分权：国有企业组织结构形态选择

内部控制方式与组织架构变化,是国有企业改善企业应变能力的一个关键过程,而一个设计良好的组织架构形态有助于国有企业应对所处环境的重大变化,实现自身战略目标,从而提高外部竞争力,提高技术开发水平,提升人员素质以及企业经营效率。为适应发展需求,企业会根据自身的发展阶段、领导模式、发展战略、企业文化、行业特性等选择合适的管控模式,并相应调整组织结构。本文探讨国有企业总部对下属企业（公司）的管控,从不同发展情况和条件管控模式的选择出发,阐述典型组织结构形式,以案例形式研究不同管控模式、不同发展阶段下国有企业组织结构形态的选择,为国有企业进一步改革发展提供参考。     

组织领导权力运用矩阵的构建与分析

正组织内部权力运用是为了使组织在有效的领导下,正常高效地运转,将组织权力赋予领导者,由领导者对组织资源进行分配,确保组织目标全面实现的过程。领导者为了实现组织目标采取的计划、决策、控制、沟通、激励等措施就是权力作为,而权力作为必然产生一定的后果,这一后果对组织目标造成的正负影响即为权力实施效果。我们通过对领导者的权力作为和权力实施     

平台组织交互设计 及演化机制探究

  信息技术的高速发展对现有产业生态和企业组织方式产生重大影响,一些新兴的组织形态不断产生,其中探索和构建平台组织理论尤其重要。平台组织作为一种近解构系统,已有研究多侧重对演化能力和模块化作用的分析,对近解构系统的纵向维度(即权力维度)缺乏足够关注。         从平台组织管理实践中遇到的困惑出发,针对平台组织中以交互部分设计为代表的控制与演化的平衡问题,结合NK模型表达平台组织中的现实关系,进行仿真建模实验,依次探究平台组织在不同时期对小微模块适合的控制程度、小微模块不同演化方式对平台组织绩效的作用效果,以及不同维度环境变化中平台组织交互部分和演化机制的设计思路。         研究结果表明,①平台组织在发展初期对小微模块弱控制、强演化有利于取得更快的绩效提升,在发展成熟期对小微模块采取较强控制有利于取得更好的整体绩效;②平台组织本地搜寻与跨企业重构演化方式结合能够协同提升整体绩效,进入发展成熟期后采用跨模块重构方式不利于整体绩效提升;③比较环境变化的频率与影响范围两个维度,在频繁环境变化中平台组织本地搜寻演化方式对企业绩效的提升作用被更大程度地减弱,在大范围的环境变化中重构演化方式对企业绩效的提升作用被更大程度地减弱;④平台组织在高频环境变化中弱化对小微模块的控制,在低频环境变化中对小微模块实施较强控制有利于提升企业整体绩效。         利用复杂性方法建构平台组织的正式模型,从组织设计和演化机制两方面发展和丰富了平台组织理论,推动理论更进一步向实证检验的方向发展。研究中强调演化优势之外的权力维度对平台组织的重要性,发现平台组织在多种演化方式的协同上展现出相对于纯模块化组织的优势。建议管理者对组织架构和权力结构区分看待,并在模仿实践后兼顾学习和探索。     

组织记忆创新过程研究

敏捷性组织需要创建新的组织记忆与规则以适应客观环境的变化和自身发展的要求.本文首先研究了组织记忆创新的环境诱因和内部动力,以揭示二者的关系;其次,通过比较组织记忆变异与组织记忆创新,研究了组织记忆创新过程;最后,分析了在组织记忆创新模板创建和复制过程中存在的干扰和对抗.     

组织目标形成的影响因素

本文运用系统方法和案例研究方法,对组织目标形成的影响因素进行了较为全面的分析。组织目标的形成受组织内部和外部因素共同影响:内部影响因素包括组织的领导者、员工、价值观、规模和业务范围、发展阶段、边界角色;外部影响因素包括法律法规和政策、竞争者、科技发展、经济全球化和其他不确定因素。     

组织文化演变驱动力的实证研究

组织文化是组织战略性竞争优势的重要组成部分。在前人研究的基础上,本文首先区分了组织文化变革两种类型——改革与演变,并以组织文化演变为研究对象,进一步提出驱动组织文化演变的三种驱动力——组织任务环境变化、组织内部环境变化和组织成员参与程度,通过结构方程模型就三种驱动力对组织文化演变的作用及三种驱动力之间的关系进行实证研究。研究结论表明,组织内部环境变化对组织文化演变起正向作用,组织任务环境变化对组织文化演变起负向作用,组织员工参与程度通过组织内部环境变化这一中介变量,对组织文化演变起正向作用。     

组织内部知识整合的系统动力学模型研究

为了更好地探讨组织内部知识整合过程,提出了知识内聚程度的概念,并用其衡量组织的柔性、条理性和系统性;分析知识在组织内部整合的动力,对整合过程中涉及的因素进行了描述,进而提出组织内部知识整合的概念模型;引入系统动力学的相关概念和原理,建立了组织内部知识整合的量化模型。模型描述了知识在经过整合后组织内部内聚程度的变化过程,发现组织知识内聚程度的变化曲线接近于S型增长曲线,并通过分析组织知识内聚程度的影响因素,得出知识获取、知识契合及知识失效的变化对知识内聚程度的影响程度。     

组织记忆的复制过程与全息性特征

组织记忆是以知识的形态存在的,被认为是信息技术支撑知识管理的先决条件.组织记忆的生成与复制实际上都是知识形态的转化过程.组织记忆是以其不同的种类蕴藏于组织的每个角落之中,它具有明显的全息性特征.在分析组织记忆特征的基础上,研究了组织记忆外部复制和内部复制过程,并研究了组织记忆复制的库容量变化和全息性特征.     

组织结构对组织信任的影响

本文首先对组织信任的概念和组织结构的维度进行了梳理。在此基础上,从组织结构角度出发,分析了组织结构的不同维度对组织信任的影响。研究发现,组织的正式化程度是影响组织信任的重要维度,良好的协调和整合机制有利于组织信任的培养,不同的权力分配形式对组织信任有不同的影响。     

我国政府与非营利组织内部控制制度建设研究

政府与非营利组织的组织目标、资源来源、运行方式和诚信责任决定了政府与非营利组织建设内部控制制度的必要性.政府与非营利性组织应该增强对内部控制制度的认识,强化领导人的内部控制责任;健全内部控制体系,规范组织内部行为;强化关键内部控制程序,提高内部控制执行效果;内部审计和外部监督相结合,建立完善的内部控制监督机制;参照企业内部控制规范,制定政府与非营利组织内部控制规范.     

A process model of establishing knowledge management: Insights from a longitudinal field study

This paper contributes to the discussion on how to manage knowledge in organizations. Taking a perspective which acknowledges the importance of, but does not privilege, IT as the decisive element, it reports the results of a study investigating the process of establishing as opposed to conducting knowledge management. Based on a grounded theory approach to the analysis of the empirical data, a model of establishing knowledge management in organizations is developed. The model emphasizes how the organizational members make sense of the action and behavior of management, and how this understanding influences their own perceptions and actions in the process of establishing knowledge management. This leads to an understanding of knowledge management as an autonomous venturing process. The model is then used to suggest an explanation of why establishing knowledge management was not successful in the case which was investigated. Conclusions are provided on how the model can be further exploited for studying and improving the practice of knowledge management.     

Entrepreneurial orientation as a function of national cultural variations in two countries

Building on a large-scale survey study in Germany and China, this research develops and validates a model of internal variables fostering entrepreneurial orientation. The objective of the research is to understand whether organizational mechanisms, such as organizational structure or leadership style that underlie entrepreneurial organizations are universal or are contingent on national culture. The findings of this study indicate that some components are universal and some are contingent on culture. For instance, cross-functional integration, consideration, and development culture impact most dimensions of entrepreneurial orientation across cultures positively, whereas centralization does so negatively, suggesting strong similarities of entrepreneurial organizations. On the other hand, participation exerts an influence on entrepreneurial orientation only in Germany. There are also differences in the strength of relationships: cross-functional integration and consideration have stronger effects in China than in Germany. One major implication is that commonalities of entrepreneurial organizations are generally not strong enough to completely outweigh the influences of national culture. This research may help managers to foster the degree of entrepreneurial orientation in their businesses that operate internationally.     

基于免疫的组织健康捍卫机制建构:一个案例

本文借鉴医学免疫和健康的新视角,试图建构基于组织免疫行为的组织健康捍卫机制分析框架,探讨组织健康状态的理论维度和组织免疫行为如何捍卫组织健康状态并发挥作用的机制,同时,选取广东粤电集团沙角C电厂进行了案例研究。本文的研究揭示出,组织监视、组织防御和组织记忆是组织免疫过程的主要行为维度,而组织健康的理论维度,包括组织结构均衡性、功能活跃性、社会和谐性和环境适应性,组织免疫行为对组织健康有捍卫作用,任何一个要素和环节的缺失或失灵都会破坏组织健康状态,组织免疫系统的建立对于避免复杂系统的运行失败是非常关键的。     

Individual and organizational strategies for coping with organizational change

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue. Several strategies are discussed in relation to communication, leadership, job-related tasks and stress management programmes.     

Individual and organizational strategies for coping with organizational change

Abstract

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. As a first step to outlining areas for future research this paper considers a range of individual and organizational strategies that may be effective in reducing employee stress and related problems. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue. Several strategies are discussed in relation to communication, leadership, job-related tasks and stress management programmes.     

Committee Decision Making in Organizations: An Experimental Test of the Core

One concept that has been widely supported in experiments on predicting the outcome of majority-rule voting committees is the Core, the set of alternatives that cannot be defeated by any other in a binary contest. Unfortunately, the applicability of these experiments to organizations is limited by a set of rigid controls intended to ensure that the experiments are internally valid. This paper tests the Core in a laboratory environment that relaxes these controls. The Core is found to be highly predictive under these relaxed conditions, thereby enhancing confidence in its external validity.     

The influence of organizational identification on organizational knowledge management (KM)

Information technology (IT) outsourcing vendor organizations contain isolated business units whose creation and sustenance greatly facilitate business operations. But they also introduce important challenges for organizational knowledge management (KM). In this paper, based on 7 months of intensive field-work at India Inc., a leading Indian IT firm, we looked at how members’ identification with two organizations, their own and their client organization, influences their compliance with an organizational KM initiative. The findings show that members have difficulties in complying with the expectations of the organizational KM initiative owing to a stronger identification with their client organizations. At the same time, they comply readily with KM initiatives at the business unit level. The findings show that KM managers at India Inc. use the help of middle level managers in the business units in their efforts to improve members’ compliance with organizational KM. Theoretical and managerial implications of the study are discussed.     

The impact of emotion on organizational learning

This paper addresses an aspect of organizational learning that has not been extensively developed - the impact of emotion on organizational learning. The study of emotion in organizations is seen as an important part of the development of organizational learning. The paper argues that attention to the emotional dynamics of organizing, and to the links between emotion and organizational politics, will increase the possibilities for understanding organizational learning. Awareness of the impact of emotion on organizational learning can be developed through an investigation of two areas. First, organizational learning is more than a product of organizational responses to individual learning. Emotion contributes to a broader understanding of systemic learning. Second, emotion is important to strategic aspects of organizational learning. There is a link between the emotional and the political within organizations. The paper contains a discussion of these themes using brief case examples to illustrate and develop the issues.     

The shadow dance of political climate: Engagement in political behavior in local government authorities

In describing the processes of organizations as political acts, we are not making a moral judgment; we simply are making an observation about a process. Bacharach and Lawler, 1980, p. 2.This study focuses on the ways a perceived political climate influences engagement in political behavior during a national election period. By using social cognitive theory as a way to predict behavior in organizations, we study how managers' engagement in political behavior is shaped. A qualitative research methodology was used. Sixteen interviews with managers were conducted in various local authorities during the 2015 election campaign for Israel's parliament. Participants perceived an intensification of political climate during the pre-election period, which they attributed to a significant connection between electoral and intraorganizational politics. Additionally, a perceived organizational political climate intensifies engagement in a range of political behaviors throughout an organization and is connected with an administrative role. The findings suggest that managers use “political capital” that the election period provides to influence and manipulate their organization's future and their own.     

Organizational Learning,knowledge creation,problem formulation and innovation in messy problems

This paper attempts to bring the discussion about knowledge creation, innovation and organizational learning to a level that addresses how messy problems are addressed and how the organizations must integrate the viewpoints of the key decision-makers, establish a process for testing their assumptions, include the context including the environment design, and to allow innovation and creativity to enter the choice of actions. It builds on the literature of problem formulation, innovation, and experimentation and on the articles in this special issue.