员工“后见之明”认知偏差对组织绩效的双重效用机制——一项中国本土化的探索性实证研究

中国管理学者在根据主要源自西方管理的理论进行研究时,经常会遇到一些在西方文化背景下行之有效的管理模式,在中国情景下出现"水土不服"。这是因为不同文化背景下思维模式的差异总是被忽视,但这些差异不论在本土化管理学理论探索,还是在中国企业管理实践中都是非常重要的元素。中国传统整体性思维所产生的"后见之明"认知偏差,是国际管理学界正在激烈争鸣的领域。作者认为西方学者片面地强调和放大了整体性思维的弊端,而忽视其存在的正向作用。文章以"互动公平与员工承诺"的员工激励机制为基础模型,在加入"后见之明"认知偏差作为关键调节变量之后,论证了"事后诸葛"并非一无是处,它其实在某些情况下反而可以成为组织的润滑剂。文章也在此基础上,讨论了在中国文化背景下,构建本土管理学理论的必要性和可行性。

The Double-edged Sword Effectiveness of Employees’“Hindsight”Cognitive Bias on Organizational Performance-An Exploratory Empirical Study in the Chinese Context

Chinese management scholars often find some management modes, which are effective in the western context, are not applicable in the Chinese conditions when they make studies in the light of management theories mainly introduced from the western countries up to present. This is because the differences of thinking style under different cultural backgrounds are always neglected. However,these differences are the essential elements in both the exploration of the localization of management theo-ry and the practice of Chinese enterprise management. The“hindsight”cognitive bias from Chinese traditional holistic think-ing style is a fierce debate topic in the international management field. The paper deems that the western scholars emphasize ex-cessively and amplify the defects of the holistic thinking style, and ignore its positive effects. It demonstrates that the“hind-sight”is not neither rhyme nor reason and can become organizational lubricant in some cases, by taking the staff incentive mechanism of“interactive justice and employee commitment”as a basic model and adding“hindsight”cognitive bias as a key moderating variable. This paper,based on these findings,also discusses the necessity and feasibility of the construction of the Chinese management theory in the Chinese context.