CAS视角下的商业模式设计与组织适应性

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.     

Privatizing Australian Airports: Ownership, Divestment and Financial Performance

This article addresses the performance of the three largest Australian airports following their privatization. The airports represent cases of divestment of government business enterprises into privately-owned businesses each with differing ownership arrangements. The performances of the privatized airports are considered using financial data obtained from general purpose financial reports of the entities. There are significant implications for future divestment policies, including the value of divestment as a policy response in uncompetitive environments, the use of particular infrastructure investment models, and the nature of the linkage between ownership structure and financial performance.     

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.     

组织学习影响因素、学习能力与绩效关系的实证研究

回顾了国内外关于组织学习理论及组织学习与绩效关系方面的研究成果,基于中国201家企业调查数据,对采用定性方法提出的组织学习过程模型(6P-1B模型)进行了定量的实证研究.结果表明:6P-1B模型提出的7个方面的组织学习能力与组织绩效有紧密的正相关关系;各组织学习能力的机理要素与各组织学习能力之间有紧密的正相关关系;企业所感知的外界环境的变化程度不同、员工之间的目标正相关程度不同,使得企业在组织学习的机理要素方面的表现存在显著差异.这些研究结果对6P-1B模型的理论逻辑提供了一定的统计检验的支持,同时也给管理者提供了一些关于如何提高组织学习能力的方法和启示.     

家族社会资本、企业所有权成本与家族企业分拆案例研究

针对家族因素如何导致家族企业分家的问题,建立理论框架:家族企业分家所对应的战略概念是企业分拆,是企业产权的再配置。决定家族企业产权结构的重要因素是监控成本、风险承担成本和集体决策成本等构成的所有权成本。由于家族权威、家族信任等家族社会资本条件影响着家族企业所有权成本,由此,也影响着家族企业分拆模式。就此对宗申摩托、希望集团、苏宁企业等兄弟创业型企业进行了多案例比较分析,分析结果为家族企业产权制度安排提供了新的理论依据。     

Identification in organizational contexts: linking theory and research from social and organizational psychology

Research in organizational psychology has shown that commitment to the organization correlates with different criteria of work effectiveness. This paper argues that social psychology and, particularly, the Social Identity Approach to intergroup relations extend the concept of commitment theoretically. Above that, it provides a broader conceptual framework for the understanding of underlying processes in the relation between organizational identification and job-related attitudes and behaviours. This theoretical analysis is completed with a review of empirical findings in different fields of application (group performance, work-related attitudes, group norms).     

Complexity theories and organizational change

Complexity theory or, more appropriately, theories, serves as an umbrella term for a number of theories, ideas and research programmes that are derived from scientific disciplines such as meteorology, biology, physics, chemistry and mathematics. Complexity theories are increasingly being seen by academics and practitioners as a way of understanding and changing organizations. The aim of this paper is to review the nature of complexity theories and their importance and implications for organizations and organizational change. It begins by showing how perspectives on organizational change have altered over the last 20 years. This is followed by an examination of complexity theories and their implications for organizational change. The paper concludes by arguing that, even in the natural sciences, the complexity approach is not fully developed or unchallenged, and that, as yet, organization theorists do not appear to have moved beyond the stage of using it as metaphor rather than as a mathematical way of analysing and managing organizations.     

Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture

This paper examines the influence of psychological empowerment on organizational commitment and the moderating effect of organizational learning culture on the relationship. The results suggest that psychological empowerment, organizational learning culture, and demographic variables had a significant impact on organizational commitment for employees in the public sector of Korea. Employees showed higher organizational commitment when they perceived high psychological empowerment and a high organizational learning culture. In addition, the moderating effect of organizational learning culture on the relationship between psychological empowerment and organizational commitment was found to be significant. Among the demographic variables, only educational level turned out to be significant. Finally, implications, limitations and research recommendations are discussed.     

Forecasting organizational changes

In this article the author argues that because of the difficulties associated with human behaviour such factors are frequently omitted from forecasts. Yet no organization can afford to disregard these factors if their forecasts are to be meaningful. The author includes illustrations of organizational change which he maintains will spread rapidly. Finally he discusses his own initial experiments in forecasting organizational change.     

Managing organizational conflict

This article suggests three ways to manage organizational conflicts. The first is the collaboration theory which maintains that people should air their differences and work for mutually satisfactory solutions. Collaboration requires that members of the organization be interdependent, capable of interacting candidly, and sufficiently committed to the organization to justify the time and energy required to develop and preserve mutually beneficial relationships. A second approach, the power play, is a method of handling organizational conflict which is diametrically opposed to collaboration. It is characterized by an adversary ethic and rational self-interest; the parties are involved in a win/lose situation. According to Derr, the power-play is the dominant conflict management strategy for those who seek autonomy and is best suited for idealogical disputes. Bargaining, the third technique, contains elements that overlap collaboration and power-play. Bargaining "trade-offs" are particularly useful in dealing with conditions of scarcity; this method is seen as economical in that it requires parties to meet only periodically to review the old contracts and to develop new contracts. The author concludes that there is no one best way to manage organizational conflicts and suggests that conflict management will require more extensive studies of the realities of power play.     

Too Big to Learn: The Effects of Major Acquisition Failures on Subsequent Acquisition Divestment

We examine whether firms learn from their major acquisition failures. Drawing from a threat‐rigidity theoretical framework, we suggest that firms do not learn from their major acquisition failures. Furthermore, we hypothesize that host‐country experience reinforces the negative effects of major acquisition failures. Our research hypotheses are tested using an event history analysis of 741 acquisitions undertaken by French listed and non‐listed firms in the USA between January 1988 and December 2008. We use failure divestment (divestment resulting from acquisition failure) as a proxy for acquisition performance. Consistent with our theoretical framework, we find that major acquisition failures have a negative impact on future acquisition performance. Furthermore, we find that such negative effects are reinforced by firms’ host‐country experience.     

Linking organizational effectiveness and environmental change

Advisors on strategic planning often give two separate pieces of advice to managers: first, managers must interact with rather than react to the external environment. That is, they should be proactive, not reactive. Second, the organizational effectiveness must be improved. However, seldom is any linkage established between these two pieces of advice. The first premise is primarily an external view, and the second is an internal view. If these two views are not linked, the results may range from slightly below optimum to bankruptcy. The purpose of this article is to show how these two views can be linked.     

Long range planning and organizational performance

The study which is summarized in this article was undertaken with a view to measuring the effects of formal integrated long range planning upon commonly accepted financial performance measures in industrial concerns. Ninety U.S. companies took part in the survey representing five generic groupings (Clothing, Chemicals, Drugs and Cosmetics, Electronics, Food and Machinery). The authors conclude that the top management of any profit seeking organization is delinquent if they do not engage in fully integrated long range planning.     

Decision-making,problem-solving and organizational learning

Problem-solving behavior is normally depicted within a decision-making approach. The maze has been advanced as a suitable abstract model for most kinds of decision-making and problem-solving activity. Rather than relate to managers as decision-makers—as those who primarily explore mazes—my proposal is to consider their role in maze-building. The paper discusses a number of deficiencies in current decision-making concepts, primarily those that neglect to account for goal setting and resetting. The paper then concludes with implications for the notion of organizational learning.     

Technological distinctive competencies and organizational learning: Effects on organizational innovation to improve firm performance

This paper analyzes how top management support of technology influences the generation of technological skills, technological distinctive competencies and organizational learning. The research also examines the effects of technological distinctive competencies and organizational learning on organizational innovation and reflects how all of these variables impact organizational performance. The results of our empirical analysis, based on a sample of 201 Spanish technological firms, suggest that: (1) top management support positively influences the generation of technological skills, technological distinctive competencies and organizational learning; (2) technological distinctive competencies and organizational learning positively affect organizational performance, directly and indirectly through organizational innovation.     

Training and organizational commitment among nurses following industry and organizational change in New Zealand and the United States

This survey study examines the relationship between employee attitudes related to training and organizational commitment among a sample of nurses in New Zealand and the United States. The magnitude of recent restructuring to New Zealand's public health system allows for an examination of employee attitudes towards training and organizational commitment in comparison to nurses from similar sized hospitals in the United States. Results show that perceived access to training, supervisory support for training, motivation to learn from training and perceived benefits of training were positively related to the affective and normative components of organizational commitment. Several significant differences were found on both training and organizational commitment variables between New Zealand and the United States. The findings are discussed in terms of their theoretical and practical application to human resource development (HRD) outcomes and the management of HRD in health care settings.     

Productive organizational energy mediates the impact of organizational structure on absorptive capacity

The ability of an organization to cope with radical technological change is regarded to be heavily dependent on its ability to absorb and apply knowledge from its environment. This study investigates the role of organizational structure in driving absorptive capacity and uncovers the role of the emergent phenomenon of organizational energy as the enabler of this relationship. A field study was conducted among firms that are challenged by the disruptive nature of Cloud computing. Our results show that organizational design affects the degree of mobilization of an organization's affective, cognitive and behavioral resources, which in turn influence the effectiveness of learning processes related to the absorption and exchange of knowledge within the organization. Furthermore, they reveal the positive relationship between the enactment of absorptive capacity and the successful adoption of Cloud technology for incumbent firms. The findings contribute to our understanding of the micro-foundations of absorptive capacity and how positive organizational phenomena facilitate effective adoption and implementation of emerging technologies.