组织惯例概念界定及其结构模型：基于扎根理论的研究

近年来，得益于组织惯例的再定义和惯例二维观的提出，组织惯例在组织任务完成以及组织创新和发展中的根本性作用已经得到广泛的认同，相关研究随之呈现繁荣景象。但组织惯例所代表的集体行为模式由哪些方面构成或组织惯例的具体内容是什么，尚未得以揭示，使整个研究领域呈现出根基不稳的状态。 在梳理有关组织惯例的基本概念及其二维构成理论的基础上，选择天地华宇定日达惯例、宏康针织订单完成惯例和上海移动投诉处理惯例作为研究对象，通过访谈、观察和文档资料等方式获取相关数据，采用扎根理论方法，按照开放性编码、主轴编码和选择性编码的路径，对组织惯例的概念进行有效界定，析出各维度之间的相互关系，并构建组织惯例结构模型。 研究具体化组织惯例概念的构成，得出组织惯例由显性规范、共享基模、共倾行动、专业能力和执行异动5个维度构成；构建组织惯例概念模型，验证组织惯例由启示面和执行面构成以及两者之间的互动关系，即代表执行面的执行异动和代表启示面的其他4个维度之间存在互动关系；代表组织惯例基本原则和思想的启示面除了已有研究提出的集体层面的共享基模和共倾行动，还包括组织层面的显性规范以及个体层面的专业能力，且4个维度之间相互依存。 研究旨在具体化组织惯例的概念，深化组织惯例二维观理论，为该领域的深入研究创建基础，改变该领域当前对组织惯例概念的理解仅停留在单一、抽象层面的局面，并指导组织实践者深入理解组织惯例的内涵和意义。受扎根理论编码过程主观性的限制，有必要对调研资料进行反复比较和编码对比，进一步完善和检验所构建的概念模型。     

知识管理战略、组织能力与绩效的关系实证研究

本文在文献研究的基础上归纳出描述和测量知识管理战略的六个主要维度:外部导向、内部导向、显性导向、隐性导向、探索导向和利用导向.基于397家中国企业的问卷调查所得数据,本文检验了知识管理战略、组织能力和企业绩效三者的关系,发现知识管理战略能显著地提升组织能力,而组织能力对企业绩效有显著的促进作用,组织能力在知识管理战略与企业绩效的关系中起完全中介作用.     

The Value of Organizational Ambivalence for Small and Medium Size Enterprises in an Uncertain World

Prior literature suggests two competing mechanisms for how organizations respond to environmental forces – absorption and reduction – but there is no consensus on which mechanism is more effective. We solve this puzzle by analysing one underlying dimension of these two mechanisms – organizational ambivalence – in a small and medium size enterprise context. Specifically, we believe that because of the difference in consuming resources, organizational ambivalence can be divided into latent and active, which exhibit different uses in dealing with environmental forces and improving firm performance. We conducted two studies in four countries to test our hypotheses. These two studies yield unanimous support for our hypotheses regarding the impact of organizational ambivalence on organizational performance and mixed support for our hypotheses concerning environmental impacts on organizational ambivalence.     

Quality management, environmental management and firm performance: A review of empirical studies and issues of integration

Quality management (QM) and environmental management (EM) are two business practices that may affect firm performance. These practices are being increasingly introduced into firms, which often use them jointly owing to their similarities. As a result of these similarities, their integration has become a popular topic of research and practice. In the field of integration, the highest level of integration may be achieved by means of a single, full QM–EM system (QEM) in which QM and EM lose their independence. It is therefore desirable to identify dimensions from which to assess these management practices and their effects on performance. The aim of this paper is to carry out a literature review in order to propose and analyse dimensions for QM, EM, QEM and firm performance, as well as models of cause–effect relationships between these variables. The topics reviewed are the following: (1) the QM and EM dimensions; (2) the empirical studies about QM–performance and EM–performance links; and (3) issues of integration. The review suggests that the large body of QM research may inform EM and QEM. This is so because research on the QM side is more advanced and developed than that on the EM side.     

Proximity and inter‐organizational collaboration: A literature review

The proximity concept is used in many different ways in the literature. These dimensions of proximity are, however, defined and measured in many different (sometimes even contradictory) ways, show large amounts of overlap, and often are under‐ or over‐specified. The goal of this paper is to specify the different dimensions of proximity relevant in inter‐organizational collaboration more precisely and to provide definitions of these dimensions. The research presented contributes to reducing the ambiguity of the proximity concept as used in the literature. Based on the above, the following research question is addressed in this paper: ‘Which dimensions of proximity are relevant in inter‐organizational collaboration and how are they defined?’ A systematic literature review is presented in order to disentangle the dimensions of the proximity concept. Based on this literature review, three dimensions of proximity relevant in inter‐organizational collaboration are distinguished: geographical proximity, organizational proximity and technological proximity. Examples (case studies) from the literature are used to illustrate the current conceptual ambiguity as well as to clarify how the proposed dimensions of proximity reduce this conceptual ambiguity.     

变革型领导与下属工作绩效及组织承诺:心理资本的中介作用

探讨变革型领导影响下属的深层心理作用机制,即变革型领导是否会通过下属心理资本的中介作用对下属工作绩效和组织承诺产生影响。以230位MBA学员为样本,采用结构方程模型的方法分析了变革型领导行为、下属工作绩效、组织承诺以及下属心理资本各维度间的关系。研究结果表明,下属心理资本中的自我效能、希望和恢复力对变革型领导行为与下属工作绩效的关系起到中介作用;下属心理资本中的自我效能和恢复力对变革型领导行为与下属组织承诺的关系起到中介作用。     

Employee Well‐being and the HRM–Organizational Performance Relationship: A Review of Quantitative Studies

There is a lack of consensus on the role of employee well‐being in the human resource management–organizational performance relationship. This review examines which of the competing perspectives –‘mutual gains’ or ‘conflicting outcomes’– is more appropriate for describing this role of employee well‐being. In addition, this review examines whether study attributes such as the measurement of key variables, the level of analysis and the study design affect a study's outcomes. The review covers 36 quantitative studies published from 1995 to May 2010. Employee well‐being is described here using three dimensions: happiness, health and relationship. The main findings are that employee well‐being in terms of happiness and relationship is congruent with organizational performance (mutual gains perspective), but that health‐related well‐being appears to function as a conflicting outcome. Directions for future research and theoretical development are suggested.     

Paradigm lost: Reinvigorating the study of organizational culture

In spite of the importance of organizational culture, scholarly advances in our understanding of the construct appear to have stagnated. We review the state of culture research and argue that the ongoing academic debates about what culture is and how to study it have resulted in a lack of unity and precision in defining and measuring culture. This ambiguity has constrained progress in both developing a coherent theory of organizational culture and accreting replicable and valid findings. To make progress we argue that future research should focus on conceptualizing and assessing organizational culture as the norms that characterize a group or organization that if widely shared and strongly held, act as a social control system to shape members’ attitudes and behaviors. We further argue that to accomplish this, researchers need to recognize that norms can be parsed into three distinct dimensions: (1) the content or what is deemed important (e.g., teamwork, accountability, innovation), (2) the consensus or how widely shared norms are held across people, and (3) the intensity of feelings about the importance of the norm (e.g., are people willing to sanction others). From this perspective we suggest how future research might be able to clarify some of the current conflicts and confusion that characterize the current state of the field.     

Time and Organizational Learning: A Review and Agenda for Future Research

This paper examines the time dimensions of organizational learning. While several recent studies have addressed aspects of time in relation to organizational learning, the topic of time has received little attention in reviews of the field, and this promising domain of research is fragmented. The objective of this paper is to bring these dispersed conceptualizations and findings together and to provide a more solid conceptual foundation for the time dimensions of organizational learning as a new research avenue. Three sets of mechanisms are discerned: concerning time as duration; the timing of organizational learning; and the role of the past, present and future in organizational learning. Each of these perspectives offers unique insights, which when integrated can help map new directions for future research.     

Organizational innovativeness: Exploring the relationship between organizational determinants of innovation, types of innovations, and measures of organizational performance

This research study examines the relationships between innovativeness of firms, their organizational characteristics, and organizational performance. Previous studies that have examined these relationships have yielded conflicting results. A fundamental assumption of this research is that these conflicting results may be due to a narrow definition of the construct of innovativeness. This research demonstrates that by using a multidimensional measure of innovativeness, the reasons for the conflicting findings of past research becomes evident. The results of this study show that substantive relationships do exist between organizational factors, organizational innovativeness, and organizational performance. These relationships, however, are complex, and can only be detected if innovativeness is measured as a multidimensional construct. Each of the organizational factors examined in this study showed significantly different effects on each dimension of two types of organizational innovativeness — technical and administrative innovativeness. Further, the results show that innovativeness does improve organizational performance. However, each dimension of the two types of innovativeness affects different aspects of organizational performance.     

Team Microdynamics: Toward an Organizing Approach to Teamwork

ABSTRACT

Team researchers in the field of organizational behavior (OB) seem to be increasingly aware of the need to embrace the organizing nature of teams. In this article, we outline the limitations of the prevailing static collectivist explanations in team research and suggest how an increased emphasis on a microdynamics-oriented approach that takes into account the essentially relational and organizing nature of teams can provide new insights to our understanding of teamwork. We argue that a multilevel, multi-theoretical, and multi-period framework may help enhance our understanding of teams. To show the advancements of the field in this sense, we review the OB literature on teams and highlight exemplars of research that have started to emphasize the microdynamic nature of teams consistent with this general framework, and their contributions to our understanding of team phenomena. We conclude by outlining the opportunities and needs for a microdynamic insight into team and teamwork, providing guidance for scholars who are interested in adding a microdynamic perspective into their models of teamwork.     

组织免疫行为和机制研究

借鉴生物学领域的研究成果,从组织免疫这一新的视角研究企业的适应性问题.提出了组织免疫行为的理论维度,即将组织免疫分为组织非特异性免疫和组织特异性免疫2个维度,并将组织非特异性免疫分解为组织结构、制度规则和组织文化3个要素,将组织特异性免疫分解为组织监视、组织防御和组织记忆3个要素.阐述了组织免疫行为机制模型,对研究结果进行讨论和总结,并指出未来的研究方向.     

Clarifying the Dominant Logic Construct by Disentangling and Reassembling its Dimensions

Since its introduction, Prahalad and Bettis's concept of dominant logic has informed a variety of scholarly conversations in management and strategy research. However, scholars have interpreted dominant logic in different ways, emphasizing different aspects, such as managerial mindsets, administrative tools and management functions, as defining elements. Similarly, empirical studies have captured various aspects, such as meanings of entrepreneurs, observable strategic decisions and business model similarity, as indicators of dominant logic. Consequently, the concept lacks analytical clarity, and it is difficult to compare or generalize findings from this diverse set of studies. The aim of this review is to improve conceptual clarity by analysing, comparing and evaluating the existing interpretations and assessments of dominant logic in 94 studies. In the first part of the review, by disentangling the interpretations of the concept, we show that dominant logic consists of four defining dimensions: (i) shared mental models; (ii) values and premises; (iii) organizational practices; and (iv) organizing structures. In the second part, we reassemble dominant logic into an integrative model and theorize about how these dimensions operate in concert to produce a firm's dominant logic. Thus, our main contribution is a clarification and synthesis of the literature, which comes with implications on how future research can conceptualize and operationalize dominant logic more consistently.     

The Meaning,Antecedents and Outcomes of Employee Engagement: A Narrative Synthesis

The claim that high levels of engagement can enhance organizational performance and individual well‐being has not previously been tested through a systematic review of the evidence. To bring coherence to the diffuse body of literature on engagement, the authors conducted a systematic synthesis of narrative evidence involving 214 studies focused on the meaning, antecedents and outcomes of engagement. The authors identified six distinct conceptualizations of engagement, with the field dominated by the Utrecht Group's ‘work engagement’ construct and measure, and by the theorization of engagement within the ‘job demands–resources’ framework. Five groups of factors served as antecedents to engagement: psychological states; job design; leadership; organizational and team factors; and organizational interventions. Engagement was found to be positively associated with individual morale, task performance, extra‐role performance and organizational performance, and the evidence was most robust in relation to task performance. However, there was an over‐reliance on quantitative, cross‐sectional and self‐report studies within the field, which limited claims of causality. To address controversies over the commonly used measures and concepts in the field and gaps in the evidence‐base, the authors set out an agenda for future research that integrates emerging critical sociological perspectives on engagement with the psychological perspectives that currently dominate the field.     

社会资本和公司企业家精神与绩效的关系:组织学习的中介作用——江苏与广东新兴企业的实证研究

近年来,社会资本和企业家精神被认为是新兴企业取得竞争优势的关键因素。虽然很多学者认为组织学习在社会资本和公司企业家精神与组织绩效之间起了中介作用,但了解“如何发生作用”的知识要远远难于“是什么”,并且极少有研究给出实证结果。在转型经济中类似的研究更是缺乏。本文以中国江苏和广东两省的676家新兴企业为被试对象,对社会资本和公司企业家精神是否以及如何通过组织学习影响组织的绩效进行实证研究。结果表明组织学习在社会资本和公司企业家精神—组织学习—组织绩效链中起到了至关重要的作用,是通过社会资本和公司企业家精神提升组织绩效的瓶颈。     

信息透明度与公司治理效率——来自中国上市公司总经理变更的经验证据

本文以中国上市公司为研究对象,从会计信息系统和组织结构复杂性两个维度,建立了一套客观反映上市公司信息透明度水平的评价指标体系,并以此考察信息透明度对总经理变更与公司业绩之间敏感程度的影响.实证结果表明,公司信息透明度越高,总经理因业绩下降而被更换的可能性越大.这表明,公司信息透明度的提高不仅有助于投资者甄别管理者经营水平的高低,而且可以强化董事会对总经理的监管机制,从而增进了公司治理制度安排的效率.     

中层管理者多重角色行为对企业绩效影响的实证研究

中层管理者是企业管理中重要的一个环节.本文关注中层管理者多重角色行为对企业绩效的影响.首先,将中层管理者的多重角色划分为企业家、执行者、辅导者与协调者四个维度;其次,通过结构方程模型,实证性的验证了中层管理者多重角色行为模型及各个角色维度对组织财务绩效与运营绩效的不同影响.结论表明中层管理者企业家角色行为仅对企业财务绩效具有积极影响,其余三个角色行为仅对企业运营绩效具有积极影响.最后,分析讨论研究结论,并给出相应的对策和建议.     

An exploratory study of organizational values in jails

This research inductively identifies dimensions of organizational values which guide the operation and management of jails. A set of twenty-three value items were collected from jail administrators. Officers in five facilities were then asked to indicate the extent to which their administrators emphasized each value through their actions, statements, and policies. A principal components analysis showed that a subset of values could be represented by two underlying dimensions. A second survey of jail administrators showed that four values were consistently ranked as being of high priority relative to others. Implications for jail management are discussed and future research directions are offered.     

The impact of environmental characteristics on TQM principles and organizational performance

One recurrent theme within the literature on total quality management (TQM) is the study of its effect on organizational performance. Nonetheless, most research has focused on analyzing the relationships between the implementation of different elements and several types of performance. This paper incorporates the effect of organizational environment as a variable for explaining the impact of TQM on business results. The model is tested using structural equations, employing a survey of quality managers in 273 Spanish firms. The causal analysis results show that dynamism, munificence and complexity influence the degree of implementation of the main TQM principles. The most relevant effects emerge as a result of the environmental dynamism, and the least effects are due to munificence. Similarly, the dimensions of TQM have an impact on different types of performance. The model can be used by organizations to assess their level of TQM success depending on specific environmental characteristics.     

Innovation management in context: environment, organization and performance

Several decades of research into innovation management have failed to provide clear and consistent findings or coherent advice to managers. In this paper, I argue that this is because innovation management 'best practice' is contingent on a range of factors, and that we need better characterizations of the technological and market contingencies which affect the opportunity for, and constraints on, innovation. I review research on innovation together with relevant studies from organizational behaviour and strategic management, and develop a model which may help to guide future innovation research on the relationships between environmental contingencies, organization configurations and performance. I identify uncertainty and complexity as the key environmental contingencies that influence organizational structure and management processes for innovation.