中国民营上市企业的组织韧性驱动机制——基于“资源-能力-关系”框架的组态分析

以全球新冠肺炎疫情事件的冲击为观察窗口,本文基于“资源-能力-关系”的理论视角,采用模糊集定性比较分析(fsQCA)方法分析中国民营上市企业的组织韧性驱动机制,检验非沉淀性冗余资源、沉淀性冗余资源、管理者能力、创新能力、员工薪酬激励和企业社会责任六个条件对组织韧性的组态效应。研究结果表明：(1)中国民营上市企业的组织韧性驱动机制可以划分为三种类型：资源-能力-关系驱动型;资源-能力驱动型;资源-关系驱动型。(2)无论民营企业通过哪条路径构建组织韧性,资源(非沉淀性冗余资源或沉淀性冗余资源)是不可或缺的驱动条件。(3)相较其他条件而言,非沉淀性冗余资源、管理者能力与创新能力对民营企业组织韧性的形成起到更为重要的作用。(4)在一定情形下,资源、能力与关系之间具有替代关系。研究结论为揭示中国民营上市企业的组织韧性实现路径具有重要的理论与实践意义。     

Modularity in building mass customization capability: The mediating effects of customization knowledge utilization and business process improvement

This study investigates the relationships among product/process modularity, organizational learning practices, and mass customization (MC) capability. Drawing on organizational learning theory, we propose that organizational learning practices help to embed the knowledge gained from modular design practices into organizational processes, enhancing MC capability. We empirically test the mediating effects of two organizational learning practices—customization knowledge utilization and business process improvement—on the relationship between product/process modularity and MC capability, using data collected from Chinese manufacturers. We find strong support for the mediating role of organizational learning practices in the relationship between modularity and MC capability. Our findings have implications for management strategies and point to directions for further research in this area.     

Learning for sharing: an empirical analysis of organizational learning and knowledge sharing

Knowledge is one of the most strategically important resources to sustain competitive advantage in an organization. So its creation and management has attracted the attention of managers and researchers alike. Organizational learning has been positively associated with innovation and performance and knowledge sharing has been associated with innovation performance. Although, some authors argued that organizational learning and knowledge sharing are complementary, there are few studies that have empirically tested the relationship between them. The purpose of this study was to analyze its relation and to empirically test it in the hospitality industry. Based on the results of the structural equation modeling approach on 244 Spanish hotels we confirmed a positive relationship between the variables. The findings are discussed; implications and future lines of research are presented.     

Swimming on Land: Some Suggestions for Today’s Public Administration

In recent decades researchers have suggested various models for public administration organizations. These models and reforms, generally called New Public Management and Post-New Public Management, ignore the different developmental phases of public organizations, especially when dealing with non-Western countries. Instead of asking how public organizations should look, we suggest asking what should they do? To answer this question, we present several principles on the individual and organizational levels that can serve as a good compass for public managers. On the individual level, we maintain that public employees should focus on listening, helping and learning. On the organizational level, we advocate incorporating public policy with public administration, embracing core principles as opposed to trying to achieve ends, and returning public administration to its key role. These principles reinforce each other and thus can enhance the capability of public organizations.     

影响供应商参与新产品开发实施绩效的关键成功因素研究

供应商参与新产品开发(Supplier involvement in new product development,SINPD)作为一种新的合作创新模式受到广泛关注,对新产品开发绩效的研究已成为企业实施SINPD的关键。在文献资料和国内企业调研访谈的基础上,初步提出9个影响SINPD实施绩效的关键因素。通过对问卷收集的数据进行实证研究,验证和提取出知识创造能力、知识吸收能力、知识整合能力、组织学习能力、供应商参与时机、供应商参与程度6个关键成功因素,并对实证研究结果进行分析讨论。     

Dynamic Capabilities, Government Policies, and Performance in Firms from Emerging Economies: Evidence from India and Pakistan

In this study we developed a model of the dynamic capability development mechanisms in Emerging Market manufacturing Firms (EMF). We identified three dynamic capability development mechanisms: organizational learning, reverse engineering, and manufacturing flexibility. We generated hypotheses based on this framework, linking these mechanisms with firm performance. We also modelled the roles played by managerial use of two types of government policies: input supporting policies and marketing supporting policies. We tested our hypotheses on a sample of Indian and Pakistani manufacturing firms. Results showed that organizational learning, reverse engineering and manufacturing flexibility had significant impacts on EMF performance. Additionally, organizational learning combined with input supporting government policies enhanced performance, and the combination of manufacturing flexibility and marketing supporting government policies had an insignificant influence on performance.     

Proactive environmental strategy,innovation capability,and stakeholder integration capability: A mediation analysis

This study investigates the underlying mechanisms through which proactive environmental strategy develops organizational capabilities. The results of a survey of publicly listed companies in China reveal that proactive environmental strategy has a more positive influence on stakeholder integration capability than on innovation capability. Moreover, organizational learning plays a greater role in mediating the effect of proactive environmental strategy on innovation capability than on stakeholder integration capability, whereas cross‐functional coordination plays a greater role in mediating its effect on stakeholder integration capability than on innovation capability. These findings provide important implications on organizational capability building via proactive environmental strategy.     

The Indian perspective of strategic HR roles and organizational learning capability

This study focuses on the empirical analysis of strategic HR roles and organizational learning capability. Line and HR firm performance is further analysed. The sample size consisted of 640 managers in India. Standardized questionnaires were used as tools for the managers' perception of the two variables and their link to data collection. Statistical results indicate that correlation coefficients were mostly significant and positive for the variables and sub-variables of strategic HR roles and organizational learning capability. Discriminant functional analysis reflected that line and HR managers differed significantly in their perception of both variables. Stepwise regression analysis indicated that both the variables of strategic HR roles and organizational learning capability predict firm performance.     

关系嵌入对服务创新绩效的作用机理研究：学习能力的中介作用

随着全球化的深入,企业间竞争不断升级,企业间关系也呈现出鲜明的时代特征。一是通过服务创新实现差异化成为企业建立与维持竞争优势的重要途径。二是通过产业内与产业间的合作进行网络化创新则是企业创新的重要实现方式。本文旨在研究企业与合作伙伴的关系嵌入对服务创新绩效的作用机理以及学习能力在其中的作用。通过对相关理论的回顾与梳理,本文提出了关系嵌入与学习能力关系以及学习能力的中介作用的概念模型,并对我国企业的服务创新提出了建议。     

Trading off learning and performance: Exploration and exploitation at work

Employees are increasingly given control over how they learn, and their choices for training are diverse and varied, yet employees must balance competing demands. On one hand, they are expected to be increasingly efficient in their current job duties – on the other hand, they are expected to develop new skills and competencies that enable them to adapt and respond to changing job demands. Drawing from the organizational learning literature, we propose a model of worker and work characteristics that inform choices between two mindsets related to learning at work. The first mindset is exploration, or the pursuit of learning outside one’s current knowledge domain; the second mindset is exploitation, the refinement/deepening of one’s existing knowledge stock focusing on the task at hand. We further propose that these strategic choices, or trade-offs, influence employee learning and performance in unique ways, with different implications for both routine and adaptive performance. Finally, we incorporate the notions of feedback loops and risk assessments that influence ongoing decisions between exploration and exploitation mindsets. Recommendations for future research and extensions of the theoretical model are also proposed.     

What is Organizational Knowledge?

Organizational knowledge is much talked about but little understood. In this paper we set out to conceptualize organizational knowledge and explore its implications for knowledge management. We take on board Polanyi’s insight concerning the personal character of knowledge and fuse it with Wittgenstein’s insight that all knowledge is, in a fundamental way, collective. We do this in order to show, on the one hand, how individuals appropriate knowledge and expand their knowledge repertoires, and, on the other hand, how knowledge, in organized contexts, becomes organizational. Our claim is that knowledge is the individual capability to draw distinctions, within a domain of action, based on an appreciation of context or theory, or both. Organizational knowledge is the capability members of an organization have developed to draw distinctions in the process of carrying out their work, in particular concrete contexts, by enacting sets of generalizations whose application depends on historically evolved collective understandings. Following our theoretical exploration of organizational knowledge, we report the findings of a case study carried out at a call centre in Panafon, in Greece. Finally, we explore the implications of our argument by focusing on the links between knowledge and action on the one hand, and the management of organizational knowledge on the other. We argue that practical mastery needs to be supplemented by a quasi‐theoretical understanding of what individuals are doing when they exercise that mastery, and this is what knowledge management should be aiming at. Knowledge management, we suggest, is the dynamic process of turning an unreflective practice into a reflective one by elucidating the rules guiding the activities of the practice, by helping give a particular shape to collective understandings, and by facilitating the emergence of heuristic knowledge.     

Improvisation for innovation: The contingent role of resource and structural factors in explaining innovation capability

This paper focuses on resource and structural factors to explore the relationship between organizational improvisation and innovation capability. Although the role of improvisation has attracted increasing academic attention in fast-changing environments, little is known about the conditions under which firms benefit from improvisation. This paper addresses this gap using an organizational learning perspective that explains the role of a firm's organizational structure and organizational resources for improvisation and innovation. A large-scale survey in China finds that firms vary in their levels of (I) centralization and formalization of decision making and (II) resource slack and investment irreversibility and that these factors moderate the relationship between improvisation and innovation capability in distinct ways. Consistent with our theorizing, improvisation enhances innovation capability when firms have a decentralized but formalized structure or pursue the dual goals of maximizing resource slack and minimizing investment irreversibility.     

Career Management in High‐Performing Organizations: A Set‐Theoretic Approach

The aim of this study is to investigate the elements of organizational career management (OCM) that can lead to strong organizational performance. The growing unpredictability of careers requires a different organizational approach of careers. Yet, new career models all focus on the individual as the central actor, leaving the role of the organization rather underdeveloped. Based on a combined perspective integrating insights from the literature on careers, high performance work systems, and idiosyncratic deals (I‐deals), we address four dimensions of OCM: supportive and developmental practices, development I‐deals, individual responsibility, and consensus. We study their relationships with company performance, thereby including the firm's human capital composition. Surveys were administered to the HR directors of 293 organizations. We apply a relatively new method, fsQCA (fuzzy‐set qualitative comparative analysis), and complement this with more conventional structural equation modeling (SEM). The SEM analyses suggest that only supportive and developmental practices are positively associated with high performance. However, based on the fsQCA, three configurations are identified in which OCM is associated with high performance. The most prevalent configuration combined supportive and developmental practices with I‐deals and individual responsibility for career management. We conclude with a discussion of the implications of our findings, and address the utility of adopting a configurational approach in career research. © 2016 Wiley Periodicals, Inc.     

Strengthening organizational ambidexterity with top management team mechanisms and processes

Abstract

Organizational ambidexterity is the organizational capability to simultaneously pursue explorative and exploitative innovation strategies. Studies have examined the Top Management Team (TMT) actions and decisions with the ambidextrous orientation of a firm. Further, studies have also shown that a behaviourally integrated TMT is positively associated with organizational ambidexterity. However, there has been limited research examining the antecedents to the behaviourally integrated TMT. Anchored in the upper echelons perspective, we have examined the influence of TMT processes and mechanisms on organizational ambidexterity. The TMT is observed to positively influence ambidexterity by enhancing the firm’s ability to meet the differentiation-integration challenges, and by facilitating the effective deployment of ambidextrous Human Resource (HR) architectures for employee learning. Thereby, this investigation examines the effect of TMT processes and mechanisms in enabling structural as well as contextual ambidexterity. The results from a sample of 78 hi-tech Small and Medium Enterprises (SMEs) across different industries were analysed using partial least squares structural equation modelling. We find the mediating role of TMT behavioural integration in the effect of TMT connectedness and TMT cross-functional interfacing mechanisms on organizational ambidexterity. However, our results show that rewards contingent on organizational performance do not motivate the TMT members to facilitate organizational ambidexterity. The results from this study lend support to the upper echelons perspective and add to two distinct streams of literature namely organizational ambidexterity and behavioural integration.     

组织学习与国际化企业营销动态能力构建——基于华为、海尔、联想的跨案例分析

本文基于组织学习、动态能力理论,从营销动态能力的视角,运用跨案例研究方法,对华为、海尔、联想三家成功的国际化企业进行了分析,得出如下结论:营销动态能力是企业国际化成长的重要能力;企业在不同发展阶段的营销动态能力不同,表现为各种企业能力的组合;组织学习对企业营销动态能力的培养起到了重要作用。     

Promoting knowledge sharing in Tunisian KIFs through HRM Practices. The mediating role of human capital and learning climate

Abstract

Although human capital and learning climate have been considered in the SHRM Literature as two critical predictors of organizational success, little efforts have been made to examining their role in knowledge sharing. Our research aims at filling this gap. Using data from 203 knowledge workers in seven Tunisian KIFs, our study provides evidence, on a first level, for a direct link between the five HR practices and knowledge sharing. On a second level, we report a mediating role of human capital. In congruence with prior SHRM research, this result implies that the knowledge-based HR practices influence the value and uniqueness of the employees’ KSAOs, which in turn will improve their knowledge sharing behavior. On a third and final level, our results suggest that learning climate plays a mediation role as well. Such a result echoes recent research findings that confirmed the importance of learning climates in shaping employees’ behaviors toward achieving specific organizational objectives. Our findings provide important insights on the intermediary mechanisms between HRM practices and knowledge sharing behavior in KIFs and offer interesting research perspectives on the under-theorized role of human capital in a knowledge sharing context.     

企业动态能力提升作用机制研究──以腾讯公司平台开放为例

动态能力是企业在动态复杂的环境下实现管理灵活性和规范性统一的关键能力,是取得新的竞争优势的新来源。外部环境、企业家学习、组织学习、组织知识、企业战略五个方面构成了企业动态能力提升作用机制模型,并形成五个系统性的假设命题。腾讯公司通过平台开放等具体路径提升企业动态能力,来保持企业的持续竞争优势。     

(MIS)UNDERSTANDING COGNITION IN ORGANIZATION STUDIES

The article assesses the contribution made by cognitivist studies to the renewal of organizational theory in the late 1970s and early 1980s and highlights a number of ambivalences in the cognitivist approach. On the one hand, the innovations wrought by the works of Simon, Cyert and March, and Weick have focused organizational analysis on organizational thought, which became a mainstay in the paradigmatic polemic against positivism and structuralism in organizational analysis. On the other hand, the criterion of scientificity, the measurement of the thoughts of organizational actors, and the importance assigned to strategic decision makers in organizations, tie this approach to the rationalist, positivist and structuralist conception that was characteristic of the dominant paradigm in organizational studies and theories until the 1970s.     

Sustainable Development in Supply Chain Management: The Role of Organizational Learning for Policy Implementation

Implementing sustainable policies in supply chains is a significant challenge for businesses. Recent evidence has shown that failure to manage supply chains responsibly can have significant impacts on firms' reputation and financial performance. In this paper, we develop a conceptual framework, which focuses on organizational learning, and outline specific channels through which firms can generate learning processes and build appropriate capabilities to successfully implement social and environmental supply chain policies. Drawing on 57 in‐depth interviews from a cross‐sectional sample of seven UK and nine German companies, we empirically assess our conceptual framework in accordance with a grounded, in‐depth case study analysis approach. We find compelling evidence to suggest that organizational learning is an important factor for a successful implementation of sustainable supply chain management. Organizational learning is often established as a result of training, knowledge acquisition, stakeholder engagement and collaboration between intra‐organizational and inter‐organizational partners, including suppliers and NGOs. Nonetheless, our results also emphasize that firms often have few systematic processes through which organizational learning is developed, and that such learning processes are often ad hoc at best, which in turn has significant implications for the responsible supply chain practices. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment