组织学习、组织惯性与企业战略变革

随着市场竞争的全球化,企业战略变革变得越来越重要。本文基于文献回顾,分析了影响企业战略变革的两种因素:组织学习与组织惯性。认为组织学习可以促进企业战略变革,组织惯性会阻碍企业战略变革,组织可以通过学习降低组织惯性。     

企业社会责任、组织信任对组织绩效的影响

尽管实证研究表明企业社会责任对企业绩效的提升作用多于负作用,但这并不表明企业社会责任对企业绩效有确切的提升作用。本文通过对企业社会责任进行分类,构建企业社会责任、组织信任与组织绩效的关系模型及实证分析表明,企业社会责任对组织绩效无明显直接作用,而是通过组织信任作为中介变量起作用。     

企业网络组织的特征、成因及其运行机制

现代企业间的合作已带有突出的网络性特征。企业合作网络本质上是一种超越了传统的关于市场与企业两分法的经济组织形式。实现分工与专业化效率、共享网络增值利益、降低交易成本、提升核心竞争力是其成因。以契约和信任为核心的运行机制的建立与完善是其存在与发展的基础。     

契约、组织能力与企业规模扩张

本文认为人在理性的动机之下,会表现出信任或机会主义的行为倾向.企业的发展壮大需要代理人之间的信任与合作,而引发信任抑制机会主义需要企业具有"组织能力",即"签订"组织内部的默契等隐含契约的能力.组织能力的提高是企业进行规模扩张的必要条件.具有强大的组织能力的企业将主动进行边界扩张以寻求规模和企业价值的最大化,而不是如传统的交易成本经济学所预期的那样,只是被动地为节约交易成本而进行边界决策.     

组织结构、稽查策略与企业逃税

尽管税收稽查被认为是治理逃税的重要手段,但在面临预算约束的情况下,如何优化稽查策略是理论和政策层面更为关注的话题。基于稽查体制改革试点政策,本文从组织结构的维度探讨了稽查策略的优化及其对企业逃税的影响。研究发现,以稽查层级扁平化和权限上移为特点的组织结构调整强化了对大型企业的稽查力度,减少了企业逃税,相比于非试点地区,试点地区大型企业的所得税实际税负平均提高约11%。在具体机制上,则主要体现为关联交易和不合理税收优惠申报的减少,这契合了组织结构调整强化跨区域交易监管的逻辑。进一步地,研究发现基本结论在所有制、企业规模等维度存在显著的异质性。同时,匹配微观层面的结果,研究显示改革显著提升了宏观层面整体的查补税额。本文的研究对我国税收征管体制的改革提供了有益启示。     

组织文化、组织结构与绩效：中国企业的实证研究

研究中国企业的组织文化、组织结构和绩效之间存在的可能的关系。基于对国内294家企业实证数据的基础上,发现和睦交往型组织文化一定程度上对企业绩效具有负效应；团结一致型组织文化对于企业绩效具有正效应；而组织结构的柔性程度对于企业绩效具有促进作用。     

物质资本、人力资本与企业组织形式的变化

企业的组织形式取决于物质资本和人力资本的合作关系。随着市场规模不断扩大、专业化分工程度的深化、金融市场的效率不断提高，物质资本越来越容易被复制，而人力资本和创新的重要性越来越高。本文认为，以资本为纽带的大企业的优势受到削弱，中小企业的创新能力和重要性在不断增强.     

企业组织技能培训的决策、困境与对策

技能培训是增加企业人力资本积累,加强企业核心竞争力的有效方式。企业在面临是否供给技能培训时,当企业对收益的预期大于成本时,会实施技能培训,否则不会。同时,企业在提供技能培训时,也面临着人才流失的风险和正外部性问题。通过合理的合同可以防范人才流动带来的成本,而面临的正外部性问题,需要政府通过补贴等措施降低其成本。     

企业组织文化、创新与绩效关系探讨

我国传统的粗放型发展方式由于高投入、高消耗的特点正面临着巨大的挑战。大众创业、万众创新是我国企业改变发展方式的必由之路,实现创新驱动发展。组织文化是企业进行创新的重要步骤之一,因此企业应将组织文化作为促进企业绩效提高的重要因素。然而迄今为止,对于组织文化如何通过创新影响企业绩效的研究却很少。在分析组织文化通过创新影响绩效的基础上,运用理论分析和案例研究方法,对有利于企业的绩效提高的组织文化特质进行了探讨,目的在于研究如何通过企业组织文化建设来促进创新以实现绩效的提高。     

Influence of demographic factors and ownership type upon organizational learning culture in Chinese enterprises

This empirical study, using Western concepts incorporated into the Dimension of Learning Organization Questionnaire (DLOQ) instrument and data collected from 919 employees in nine companies located in Guangdong Province, China, explored organizational learning culture in Chinese business settings. Findings suggest that the DLOQ is applicable to the Chinese context, and demographic variables, such as age and educational level, and the type of ownership of Chinese companies (state‐owned enterprises and privately owned enterprises), show differences in organizational learning culture. Discussions and implications are provided.     

Learning organization in mainland China: empirical research on its application to Chinese state‐owned enterprises

This paper examines the applicability of the learning organization concept and its measurement in a Chinese context. Based on the theoretical framework proposed by Watkins and Marsick (1993, 1996, 1997), this paper identifies the differences in seven of the Dimensions of Learning Organization Questionnaire (DLOQ) between traditional state‐owned enterprises (SOEs) versus independent listed companies and companies in service versus manufacturing industries in China. Results indicate that the Chinese version of the DLOQ demonstrated acceptable psychometric properties. Service companies exhibit better learning practices than manufacturing companies; however, the independently listed companies failed to show better learning practices than their unlisted counterparts. Implications for practice and future research are discussed.     

组织学习及其作用机制的实证研究

The organizational learning construct and its effective mechanism are two research issues. This study is based on a survey of 908 managers and employees from 43 companies in different regions of China. The results of exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) show that organizational learning in Chinese enterprises is a multi-dimensional construct comprising of inter-organizational learning, organization-level learning, collective learning, individual learning, exploitation learning and exploration learning. The results of hierarchical linear modeling (HLM) reveal that the unit-level dimensions of organizational learning affect employee’s satisfaction and emotional commitment through the mediation of individual learning. In organizations characterized by high level of organization-level learning and low level of exploitation learning, there is a strong correlation between employees’ satisfaction/emotional commitment and their turnover intention. Hierarchical regression analysis (HRA) also indicates that organizational learning affects perceived organizational financial performance through the full mediation of organizational innovation. Some implications are discussed for organizational learning research and practice. Translated and revised from Guanli Kexue Xuebao 管理科学学报 (Journal of Management Sciences in China), 2007, 10(5): 48–61     

Re-examining foreign subsidiary survival in a transition economy: Impact of market identity overlap and conflict

Taking an identity perspective from the organizational ecology literature, we re-examine foreign subsidiary survival in a transition economy. State-owned enterprises (SOEs) with a socialist identity and privately owned enterprises (POEs) with a market identity exert different influences on foreign-owned enterprises (FOEs). SOEs and POEs affect the survival of FOEs primarily through the cognitive legitimation process. SOEs tend to crowd out FOEs due to identity conflict. Owing to identity overlap, POEs tend to increase the survival chances of FOEs. The level of socialist legacy in regions where FOEs are located affects the sociopolitical legitimacy of FOEs’ market identity, thus moderating the relationships between SOE and POE density and the survival of foreign subsidiaries.     

Moral Memory: Why and How Moral Companies Manage Tradition

Recent research on the role of ethics in the organizational culture literature found practically the whole literature reduced to a debate between ethical rationalism and ethical relativism. The role of the past in the form of tradition to maintain and improve moral reflection is completely missing. To address this gap in the literature on the level of practice, the concepts of moral memory and moral tradition are applied to data on 22 companies that have long-standing moral practices. In this way, the practice of moral traditions can be explored with recent conceptual advances and a list of best practices delineated. Moral memory is the recollection of and attachment to the succession of past events and experiences that maintains moral tradition. Moral tradition is the continuing transmission and reception of related moral themes through multiple generations of employees. It is found that companies that maintain moral traditions tend to develop “family” cultures with considerable compassion for workers as persons who have non-economic needs and rights. These companies also temper the role of leadership, insisting that leaders are responsible for and are evaluated by the company’s moral traditions. Finally, moral traditions are essential mechanisms through which companies paradoxically both stimulate and limit competitive behavior. Steven P. Feldman is Associate Professor of Management Policy, Weatherhead School of Management, Case Western Reserve University. Over the last decade, Dr. Feldman’s research has explored the role of moral memory and moral tradition in the ethical aspects of organizations. His book, Memory as a Moral Decision: The Role of Ethics in Organizational Culture (2002), found that the emotional and cognitive aspects of memory to be key in establishing moral organizational cultures. The moral importance of the past in the present has received little attention in the literature on organizational culture. Winner of the Distinguished Lectureship in Business Ethics from the American Fulbright Program, Dr.␣Feldman will be carrying out research on ethical issues in American-Chinese business relations in Shanghai in 2007.     

Boundaries on the Move. The Impact of Cultural Values and Language on Organizational Design and Communication within an Organization in Thailand

Multinational organizations cross national boundaries in their search for higher profits. As national boundaries are becoming less significant, new boundaries emerge within multination organizations. This paper will explore the interrelations between culture, organizational design and business language within such an organization. It is based on extensive fieldwork in a Thai–Western organization in Thailand. In accordance with Thai law, this organization has both Thai and Western employees. Several of these employees have been interviewed and surveyed about their perceptions of the organization, the management and the effectiveness and efficiency of the management policies. This anthropological approach revealed rather divergent perspectives of two very different groups working together in one organization. The paper will discuss the impact of the management approach on the studied organization, which determines the way cultural boundaries are dealt with. Furthermore, it will demonstrate that the influence of the chosen business language on the studied organization was very strong. A close interrelation between business language, organizational design and power relations impacted on the Thai–Western relations within the organization.     

领导者能力与国有企业效率

In this paper, a conceptual model of state-owned enterprises(SOEs) is built up based on several different perspectives, such as property right approach, management approach, and leadership capability approach. Using the data of World Bank’s survey on 1500 Chinese firms from five cities in 2001, the authors conclude that differences in leadership capabilities represented by leaders’ demographic characteristics exert influences on enterprise efficiency. Specifically, the degree of such influences in the SOEs is much higher than that of in the non-state-owned enterprise(NSOE) due to reasons of property right problems and insufficient incentive mechanisms in SOEs. Furthermore, the authors argue that empowering reforms will lead to phenomenon of differentiation in SOEs, causing huge differences in enterprise performances in the long run.      

Home country institutions and the internationalization of state owned enterprises: A cross-country analysis

National institutions shape the ability of civil society and minority shareholders to monitor and influence decision-makers in listed state owned enterprises (SOEs), and thereby their strategies of internationalization. We argue that the weaker are such controls, the more likely such decision makers pursue self-serving motives, and thus shy away from international investment. Listed SOEs’ strategies will thus be more similar to those of wholly privately owned enterprises (POEs) when these controls are more effective. Building on Williamson's (2000) hierarchy of institutions, we examine how home country institutions exerting normative, regulatory, and governance-related controls affect the comparative internationalization levels of listed SOEs and POEs. Based on a matched sample of 153 majority state owned and 153 wholly privately owned listed firms from 40 different countries, we confirm that, when home country institutions enable effective control, the internationalization strategies of listed SOEs and POEs converge.     

‘If I Should Fall From Grace…’: Stories of Change and Organizational Ethics

Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur’s theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our analysis maintains that the presence of a dominant story that seeks to legitimate organizational change also serves to normalize it, and that this, in turn, diminishes the capacity for organizations to scrutinize the ethics of their actions. We argue that when organizational change narratives become singularized through dominant forms of emplotment, ethical deliberation and responsibility in organizations are diminished. More generally, we contend that the narrative closure achieved by the presence of a dominant narrative amongst employees undergoing organizational change is antithetical to the openness required for ethical questioning.     

Organizational Ethical Culture: Real or Imagined?

Can companies be identified by how ethical they are? The concept of organizational culture suggests that organizations have identifiable cultures of which ethics are a part. By definition culture is the shared beliefs of an organization's members, hence the ethical culture of an organization would be reflected in the beliefs about the ethics of an organization which are shared by its members. Thus, it is logical to conceptualize the ethics of different organizations as existing on a continuum bounded at one end by unethical companies and at the other, highly ethical companies. This research assesses the efficacy of the existing measure of organizational ethical culture for identifying the ethical status of organizations on a this continuum. Results suggest that the Ethical Culture Questionnaire designed by Trevino, Butterfield and McCabe (1995) measures individual perceptions regarding organizational ethics but does not identify shared beliefs about an organizationÕs ethical culture.