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论文编号：	11705
作者编号：	2120183012
上传时间：	2020/6/19 20:44:36
中文题目：	网络化条件下员工与组织关系的重塑——基于组织内“无关心圈”的类型及其演变的分析
英文题目：	Reconstruction of the employee-organization relationship under the condition of network——Based on the analysis of the types and evolution of the “Zone of Indifference” within organizations
指导老师：	杨斌
中文关键字：	网络化；员工与组织关系；“无关心圈”；网络型交换
英文关键字：	net-working, employee-organization relationship, "Zone of Indifference", network switching
中文摘要：	信息技术的进步改变了人们相互联结的方式，极大拓展了个人的认知空间、行动空间，过去共同体为主体的交换关系越来越向个体为主体的交换关系发展，网络型交换产生并扩张，作为交换系统的市场、社会和企业都呈现出网络化趋向，造就了经济、社会的全球互联趋态。网络化带来全球互动互联的繁荣和个人交汇通达的状态，但网络型交换却存在着社会、生活复杂性增加与网络型交换缺乏有效的制衡制度的矛盾。新冠疫情爆发严重冲击世界经济的发展与社会的稳定，全球网络化发展对有效缩减复杂不确定性的制衡机制的迫切需要可见一斑。 个体如何适应网络化发展带来的巨大风险是一个严峻的问题。卢曼在《社会系统论》中提出，家庭、企业、政府等社会系统通过意义和共同理解的建构，消减可能的状态和事件，只允许环境中部分可能事物进入系统，化约环境的复杂不确定性。网络化发展要求重构社会经济系统，缩减新的复杂不确定性。本文依据卢曼的理论，关注企业功能的重建，探究在网络化情境下企业如何缩减复杂不确定性，让组织中的个人得以在一定约束条件下展开行动。 巴纳德的组织理论系统地论述了个人与组织的关系，在网络化环境下，对个人与组织关系问题的解决依然有重要的启示。本研究在新的复杂不确定性之中对巴纳德思想重新思考，用经典理论解决前沿问题。巴纳德提出组织中每个成员都有一个不考虑其命令的权威性而选择接受的“无关心圈”。本研究认为，“无关心圈”是信息不完备的情况下，员工基于对组织的高度信赖，而自愿放弃自己的部分自主权，主动接受组织命令的无差别区域，是有效协作的关键，是维系员工与组织关系的核心。本研究以巴纳德“无关心圈”的理论为基础，探究网络化条件下员工与组织关系的重塑过程。 本研究应用文献研究法、比较分析法、理论演绎法和案例分析法，阐释了员工与组织关系在网络化情境下的重塑过程。梳理相关理论，构建“无关心圈”的类型和演变模型，探究网络化情境下员工与组织关系的演变与重塑，并应用模型对三家有代表性的公司进行案例分析，阐释了网络化条件下员工与组织关系的重塑过程，为企业在新环境下的人力资源管理提供参考。
英文摘要：	The advancement of information technology has changed the way people connect with each other, greatly expanding the personal cognitive space and action space. Exchange activity changed from organization as the main body to individual as the main body, then network-type exchange was generated and expanded. Markets, society, and enterprises all show network trends as exchange systems, creating a global interconnection trend of economy and society.Networking makes it more convenient for global interaction and personal communication. However, there is a major contradiction in the network-based exchange, that is, the advancement of information technology has made the choice of individuals larger, so that society and life have become more complicated. The purpose of network-based exchange is to pursue extensive and in-depth, just lack of a system to effectively balance complex uncertainties. The outbreak of the new crown epidemic severely impacted the development of the world economy and social stability. The urgent need for a global networked development to effectively reduce the complexity and uncertainty of checks and balances is evident. How individuals deal with the huge risks brought about by the development of networking is a serious problem. Luhmann proposed in the "Social System Theory" that the social system reduces the possibility of events, so that only a few things in the environment can enter the system, reducing the complexity and uncertainty. The development of network requires the reconstruction of the social and economic system and the reduction of new complex uncertainties. Based on Luhmann's theory, this article focuses on the reconstruction of enterprise functions, explores how enterprises can reduce complex uncertainties in a networked environment and allow individuals in the organization to take action under certain constraints. Barnard's organization theory systematically discusses the relationship between individuals and organizations. In a networked environment, there are still important implications for solving the relationship between individuals and organizations. This study rethinks Barnard's thoughts in the new complex uncertainty, and uses classical theory to solve cutting-edge problems. Barnard suggested that everyone has a "Zone of Indifference" that accepts orders regardless of their authority. This study believes that "Zones of Indifference" are indifferent areas where employees are willing to give up some of their autonomy and actively accept organizational orders based on a high degree of trust in the organization under incomplete information. It is the key to effective collaboration and the core of maintaining the relationship between employees and the organization. This study is based on Barnard's theory of "Zone of Indifference" and explores the process of reshaping the relationship between employees and organizations under networked conditions. This research mainly uses the methods of literature research, comparative analysis, theoretical deduction and case analysis to explain the process of reshaping the relationship between employees and organizations in a networked situation. First, this article sorts out related theories to provide theoretical support for subsequent research. Secondly, the author divides the types of "Zone of Indifference" according to different strategies of enterprises to reduce the complexity and uncertainty of the environment, and builds the evolution model of "Zone of Indifference". Third, this article explores the evolution and remodeling of the "Zone of Indifference" under the condition of networking. Finally, this article selects three representative companies for case analysis, and uses the "Zone of Indifference" evolution model to explain the evolution process of the relationship between individuals and organizations under the networked conditions, providing a reference for the human resources management of enterprises in the new environment.
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