组织智能及其对组织创新的影响

为了实现组织更好地发展,首先,分析了组织智能的涵义和特征;构建了组织智能模型,包括成员聪明和过程聪明两部分;提出了组织创新四维模型。其次,主要从管理创新、制度创新、技术创新和知识创新四个方面探讨了组织智能对组织创新的影响,分析了组织智能研究的应用前景。     

Organizational Visibility,Stakeholder Environmental Pressure and Corporate Environmental Responsiveness in China

This article investigates the relationship between organizational visibility and corporate environmental responsiveness in China. It also examines whether this relationship is mediated by stakeholder pressure, and whether the strength of the relationships among organizational visibility, stakeholder pressures and corporate environmental responsiveness is moderated by the type of enterprise ownership. Based on the responses from a survey involving 131 enterprises, this study suggests a potentially positive and significant correlation between organizational visibility and corporate environmental responsiveness in China. However, the study reveals surprisingly that stakeholder pressure for environmental improvements does not seem to account for the above correlation. Organizational visibility is found to be negatively associated with stakeholder pressure in the case of Chinese‐owned enterprises, and stakeholder pressure has no significant associations with corporate environmental responsiveness. In addition, the moderating effect of enterprise ownership is strongly evidenced, which provides important policy implications for developing effective mechanisms to stimulate environmental management practices. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Organizational De‐development*

ABSTRACT Organizational decline prompts leaders to downsize, reducing the size of the workforce in an attempt to cut costs. This paper discusses some of the dangers of downsizing in which organizations experience an unanticipated and unwanted loss of core competencies. An alternative to downsizing is offered, showing how organizations can ‘de‐develop’ by slowly and deliberately moving to a lower order of organized complexity, retaining essential core competencies and supporting functions. To produce a ‘soft‐landing’ that preserves core competencies, a new identity is forged and connections to the new identity are uncovered. The connections point out what must be preserved, such as a crucial channel for key products, for the new identity to survive and flourish. The de‐developed organization preserves customers, products, markets, channels, revenue sources, alliances, skilled people, ways to organize, and/or image crucial to the new strategic identity before letting go of the remaining customers, products, etc. The paper identifies conditions under which de‐development can be desirable and suggests a ‘devolutionary’ process that points out some of the key moves needed to reduce organized complexity and realize a soft landing.     

An Examination of Differences Between Organizational Legitimacy and Organizational Reputation*

abstract Organizational legitimacy and organizational reputation have similar antecedents, social construction processes and consequences. Nonetheless, an improved understanding of relationships between legitimacy and reputation requires that differences between the two be specified and clarified. Our examination of past research indicates that legitimacy emphasizes the social acceptance resulting from adherence to social norms and expectations whereas reputation emphasizes comparisons among organizations. We empirically examine two antecedents of the financial, regulatory, and public dimensions of legitimacy and reputation in a population of US commercial banks. We find that isomorphism improves legitimacy, but its effects on reputation depend on the bank's reputation. Moreover, higher financial performance increases reputation, but does not increase the legitimacy of high performing banks.     

The Role of Perceived Organizational Performance in Organizational Identification,Adjustment and Job Performance*

abstract Favourable organizational status and prestige has a substantial role in shaping constituents' attitudes and actions. The status and prestige of an organization is often a reflection of its achievements or performance. In the present study, we investigate the role of organizational performance or achievement (as assessed by organizational members) in evoking employees' identification, adjustment, and job performance. The results of this study indicate that two forms of organizational performance (labelled as perceived social responsibility and development and perceived market and financial performance) are associated with organizational identification. However, when compared to perceived market and financial performance, perceived social responsibility and development had a larger effect on organizational identification, which in turn resulted in enhanced employees' work outcomes – adjustment and job performance.     

A Belief-focused Process Model of Organizational Learning*

Applying the property of learning to organizations has caused confusion. The paper develops a proposed model or framework for capturing the essential process of organizational learning, and adopts a definition of learning which is applicable to both individual and organizational learning. A discussion of emergent and planned learning enables a case to be made for the importance of understanding organizational learning in a competitive and changing environment, and for the key role of senior managers in managing this process. The theoretical orientation is the social rather than the information processing perspective in that organizational learning is reflected in the construction, modification and maintenance of beliefs; particularly the beliefs towards those stakeholders who are instrumental in achieving an organization's mission and strategic goals. Theories and concepts are explored which account for these belief systems, and for the interaction between individual and organizational learning. They include: reinforcement, modelling, mental models and sensemaking, tacit and explicit knowledge, memory and culture. The paper concludes by examining a number of concerns in the literature in the light of the assumptions and suggestions incorporated in the model. The hope is that these will provoke discussion (and initiate learning) among practitioners and academics.     

A Methodology for Assessing Organizational Core Values*

abstract The goal of this study is to offer a methodology for empirically assessing the core values of an organization. It uses means–end analysis in order to determine those values that organization members manifest in their daily behaviour, and which are not just espoused ‘truisms’. The method is based on the sense members of an organization make of what they do. Sensemaking follows a means–end pattern, through which individual actions converge into central values. The values most central in this means–end structure are the core values that effectively motivate organization members in their job. Our method works in two steps: first, exploratory interviews using the laddering‐technique establish the values potentially most central to the organization; then, a follow‐up survey assesses the complete pattern of means–end relations among the potential values. Validity tests show that the most central values derived from this survey data are the most important to organization members. These values are also the most stable over time. We make a comparison of this method with traditional value surveys and we discuss its implications for the study of organizational behaviour.     

Transferring Organizational Learning Systems to Japanese Subsidiaries in China*

abstract Qualitative interviews and observations were conducted to study the cross‐border transfer of organizational learning systems to the subsidiaries of five Japanese manufacturing companies operating in South China. This paper develops a holistic model of the overall process, by integrating knowledge‐oriented, routine‐oriented, and social/contextual perspectives, each of which plays a necessary role in explaining essential aspects. One feature of the transfer of organizational learning systems entailed arranging local access to, and opportunity to replicate, various types of knowledge repository that contained corporate values as well as technical expertise. A second feature involved the development of collective learning routines through dynamic interplay with evolving, locally based, knowledge repositories. A third feature, in two companies, entailed the creation of enterprise contexts that reproduced the socialization and corporate culture maintenance rituals, and the open plan factory and office designs, that were hallmarks of the respective parent companies, and which appeared highly conducive to the transfer of collective learning routines to the local sites. Findings indicate that successful cross‐border transfer of organizational learning systems entails the development and implementation of an overall heuristic design for cultivating collective learning routines through the engineering of enterprise contexts and the responsive management of knowledge repositories.     

Refashioning Organizational Boundaries: Outsourcing Customer Service Work*

abstract In recent years there has been a discernible trend towards the outsourcing and subcontracting of work. However, there has been very little empirical research on employees' attitudes to work in outsourced firms. This study is conducted in the area of call centre services where there has been a substantial growth in the provision of external market suppliers. It examines employees' perceptions of their work and employment arrangements in both an in‐house producer and an external service provider and identifies and compares the factors that shape their organizational commitment and intentions to quit. The research found that the character of the internal labour market and the nature of the work regime were more important explanations of organizational commitment and intentions to quit in the external market supplier than in the in‐house producer. The paper discusses the implications of these findings for the quality of customer service provided under subcontracting arrangements.     

Analysing the Influence of Institutional,Organizational and Interpersonal Forces in Shaping Inter‐Organizational Relations*

abstract Much of the literature on inter‐organizational relations assumes that firms operate as relatively autonomous and cohesive units that are (1) unimpeded by wider institutional norms governing the industry as a whole, and (2) allow little or no role for the boundary spanning agents who oversee and monitor ‘contracts’ on a daily basis. This perspective is not surprising given that so many studies rely solely on questionnaires completed by a single respondent within one or more of the organizations. Nor has there been much recognition of the dynamic interplay between forces at the institutional, organizational and interpersonal levels. In order to address these issues, we propose a framework that explicitly focuses on forces at these three levels, as well as the interplay between them, in order to analyse how and why inter‐organizational relations take the forms they do. We argue that trusting, OCR‐type relations are more likely to be produced and reproduced when there are strong institutional forces promoting common obligations on both parties, and there is a relative mutuality of power relations between the organizations. However, because the contract is maintained by boundary spanning agents, agreed norms at the institutional and organizational levels are a necessary but not sufficient factor for OCR to develop. Conversely, in the absence of these forces, there is less incentive for either organization to establish and maintain close interpersonal relations, and indeed ACR‐type, distant relations may be beneficial for organizations and individuals that wish to dispense with existing contracts.     

A Model of Organizational and Job Environment Influences on Workplace Violence

A considerable amount of research on workplace violence has been conducted over the past two decades, resulting in a better understanding of its causes and consequences. Several models have been developed that consider the causes and consequences, as well as the organization??s policies that influence workplace violence. The source of violence (internal vs. external), hierarchical position (supervisory vs. line positions), formalization in terms of policies, and the external environment factors that affect organizations have rarely been considered in combination with one another in models to date. The present paper develops a model addressing these gaps in the literature by incorporating these factors as influences on the likelihood of experiencing workplace violence.     

Influences On Knowledge processes In Organizational Learning: The Psychosocial Filter

This paper reports a segment of broader theory-building case study research exploring organizational learning and knowledge processes in a bio-medical consortium. Its focus is the individual-level factors that influence knowledge processes associated with organizational learning. As we explored how rganizational learning occurred, the underlying knowledge processes came forward as complex and idiosyncratic. In an unanticipated finding, micro-processes emerged as highly influential, with individual perceptions of approachability, credibility and trustworthiness mediating knowledge importing and knowledge sharing activities. We introduce a model – the psychosocial filter – to describe the cluster of micro-processes that were brought forward in the study. Firstly, scientists filtered knowledge porting by deciding whom they would approach for information and from whom they would accept input. The individual's confidence to initiate information requests (which we termed social confidence) and the perceived credibility of knowledge suppliers both mediated knowledge importing. Secondly, scientists mediated knowledge sharing by actively deciding with whom they would share their own knowledge. Perceived trustworthiness – based on perceptions of what olleagues were likely to do with sensitive information – was the factor that influenced knowledge-sharing decisions. Significantly, the psychosocial filter seemed to constitute a heedful process with high functionality. Its effect was not to block knowledge circulation, but instead to ensure that nowledge-sharing decisions were made in a thoughtful and deliberate way. The psychosocial filter suggests an initial framework for conceptualizing the role that individual-level processes play in organizational knowledge sharing. Building on this, the model provides a platform for more focused exploration of knowledge processes and social relationships in organizational learning.     

Contextual Influences on Thinking in Organizations: Learner and Tutor Orientations to Organizational Learning

This paper examines the orientations, or frames of reference, of participants in five bank training programmes run by three banks in the United Kingdom. Adopting a symbolic interactionist approach and ethnographic methods of investigation, the paper attempts to elucidate the ways in which both learners and tutors thought about their roles in the learning events and the goals and strategies they adopted in order to cope with their situation. It is suggested that in order to understand the participants' behaviour it is necessary to take into account the contexts in which their actions were constructed. In particular it is proposed that the organizational context of the training programmes, which exposed the participants to the gaze of ‘hidden audiences’ of organizational superiors, inhibited the potential of the programmes as vehicles for learning. It is also argued that interactionist approaches using ethnographic methods, which enable organizational actors to be studied in situ, have an important contribution to make to the wider study of organizational cognition.     

The Continuity–Change Duality in Narrative Texts of Organizational Identity*

abstract This paper focuses on how continuity and change are managed discursively in narrative texts of organizational identity and thus helps move forward the discussion about persistence and change in organizational identity. The study reports on the content, context and authorial elements of the evolving narrative composed by a Canadian bank's senior managers. The analysis indicates that the discursive strategies employed by organizational authors to establish confluence (or simultaneous continuity and change) include the selective reporting of elements from the past, present and future, the juxtaposition of the ‘modern and attractive’ with the ‘outdated and undesirable’, the persistent use of expansive labels that allow the addition and subtraction of meanings attached to the labels, and the importation of selected themes from the wider macro‐discourses. In keeping with the view that organizations are plurivocal, evolving narratives of the organization in the business press are also presented. These narratives contribute themes that are at times concordant with senior managers’ accounts and thus confirm the value of the changes in identity elaborated by management; at other times, press accounts are discordant with senior managers’ narratives and provide alternative evaluations of the changes. The paper concludes with reflections on the indeterminacy of both organizational identity – for the texts that constitute it remain open to multiple readings and to subsequent re‐writing that continually destabilize it – and the narrative research enterprise that falls short of providing comprehensive and incontrovertible accounts of the voices that constitute organizations.     

The Development of Organizational Social Capital: Attributes of Family Firms*

abstract We develop and extend social capital theory by exploring the creation of organizational social capital within a highly pervasive, yet often overlooked organizational form: family firms. We argue that family firms are unique in that, although they work as a single entity, at least two forms of social capital coexist: the family's and the firm's. We investigate mechanisms that link a family's social capital to the creation of the family firm's social capital and examine how factors underlying the family's social capital affect this creation. Moreover, we identify contingency dimensions that affect these relationships and the potential risks associated with family social capital. Finally, we suggest these insights are generalizable to several other types of organizations with similar characteristics.     

The Configuration of Organizational Images Among Firms in the Canadian Beer Brewing Industry*

abstract We integrate the literature on organizational image management and neo‐institutional theory to arrive at a better understanding of how organizations routinely represent themselves positively in their external environment. Drawing on a cross‐sectional exploratory study of the website communications of 36 firms in the Canadian brewing industry, we investigate how these organizations construct essential and distinctive organizational images in reference to a map of identity attributes and image categories at the organizational field level. We conclude that organizational self‐categorizations explain the field‐level configuration of images we discovered by establishing legitimacy claims targeted at relevant stakeholders.     

Organizational Task Environments: An Evaluation of Convergent and Discriminant Validity*

ABSTRACT The organizational task environment (OTE) construct is evaluated using a large, independent sample. A general measurement model for three latent variables, munificence, dynamism and complexity is constructed for confirmatory factor analysis. This model is then tested for both convergent and discriminant validity using a multitrait‐multimethod matrix approach. The OTE model in this study demonstrates convergent validity, but it does not exhibit discriminant validity. The results of this study do not provide support for one of the key components of construct validity. Measurement issues are discussed, as well as the implications of this study for the organizational theory and strategic management disciplines.     

Understanding Top Management and Organizational Change Through Demographic and Processual Analysis*

abstract Top management theory has been strongly influenced by demographic studies of top management teams (TMTs), but not by research into organizational adaptation to conditions of extreme institutional turbulence. This article analyses the transformation of a post‐socialist enterprise through a combination of demographic and processual methods to develop an enriched account of the micro‐processes through which top management constructed organizational change. Adding layers of narrative data and processual explanation directly addresses the well rehearsed problems in demographic TMT studies. From the findings, we propose a set of theoretical arguments that conceptualizes top management in terms of management regimes, to which TMTs are politically tied and through which they seek to realize their values and strategies in organizational outcomes.