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论文编号：	15302
作者编号：	1120191043
上传时间：	2025/6/4 17:54:20
中文题目：	“无为”管理的“道法”逻辑研究
英文题目：	The Study on the Logic of “Dao-Fa” of “Wu-Wei” Management
指导老师：	齐善鸿
中文关键字：	中国式管理；“无为”管理；“道法”逻辑；集体契约制；综合价值驱
英文关键字：	Chinese-style management；“Wu-Wei” management；“Dao-Fa” logic；collective contract system；comprehensive value-driven management
中文摘要：	管理，是一个社会进步与行动效率的重要推动力量，也是解放生产力的关键抓手。伴随改革开放对西方管理的引进与学习，中国社会也受益良多。但由于西方管理在文化价值观上的霸权性基因和其制度的资本决定性本质，在对中国管理思想与实践发挥推动性作用的同时，与基于当代中国文化传统中的反霸权性和制度的人民决定性的文化特质显得难以兼容，因此对中国的管理思想和实践的阻碍也日显突出。认清楚了西方管理与中国文化的某些兼容性与本质的区别性，也就为中国管理理论和实践的突破迎来了机遇。为了有效解决西方管理的思想和实践方法在中国管理实践中的“部分促进与持续阻碍”的双重效应这一问题，特别需要引入中国文化与哲学的思想与方法，从而提出管理思想与理论的中国方案。 以中国式管理为核心的中国管理方案目前已经取得一定的成果，比较具有代表性的例如：和谐管理、和合管理、C理论、东方管理。但目前中国式管理的研究依然存在着哲学与管理难以融合的问题，也难以满足管理实践的需求。在5000年中华文明史中，积累了丰富的管理思想和实践智慧。作为东方哲学代表的道家“无为”思想，就可以为我们解决当前的管理思想与现实的问题提供有益的借鉴和指引。在管理中应用“无为”哲学思想的“无为”管理，可以作为中国式管理在管理思想与理论上的突破口之一。 “无为”是一个古老的哲学主题，而管理又是近代的一个学科，这就构成了探索“无为管理”的跨学科难度。截止目前，有关“无为”的研究更多是停留在“无为”哲学思想的阐释和与现实管理活动零散的结合上，尚没有形成一个较为完整的基于“无为”思想的管理系统思想和方法。这就需要我们将“无为”的哲学思想解析出管理理性并与现实中的实践实现三大逻辑的贯通，从而构筑出“道法”二者统一的系统。 任何研究的关键难点在于思想逻辑的突破，本研究将主要采用哲学方法论的研究方法，以期在“无为”管理的思想逻辑上进行突破。本研究梳理了“无为”与“道法”思想的历史演化，提炼出“无为”思想、科学逻辑的解析及其实践路径——“道法”思想的核心要素：合“道”而为即主观合于客观的作为，以哲学思想和科学逻辑高度上的“无为”替换主观强制的“有为”。同时通过对一些较为典型的组织进行直接的半结构式访谈，并整理和运用文献提供的间接案例信息，为新的思想架构提供一些佐证。 近代西方管理的发展，一直伴随的是不断异化的管理和为此采取的各种改良性的方法措施，但始终无法从根本上审视和解决产生这些问题的根源。我国在学习西方科学管理过程中也同样遭遇了类似的问题，但国人也在运用中华文化的智慧尝试找到解决这些问题的方法。其中，引入“无为”思想，解析出这一哲学思想背后的科学理性逻辑和实践逻辑，为解决管理“有为”和“异化”问题找到一条集“哲学——科学——实践”逻辑于一体的“道法”体系。这也就是本研究要探索的问题。 本研究以道本管理思想为主要基础理论，因为道本管理思想找到了打通哲学智慧与科学研究之间的路径，实现了哲学与科学的统一，形成了较为完整的基础理论和实践体系的构架。本研究还运用道本管理的若干基础理论对如博弈论和综合价值论以及集体契约制等进行了升级，使博弈论从平面博弈升级为螺旋上升式的博弈模式，以此为基础彻底改变管理者与被管理者之间博弈模式，将两者之间的关系由对抗转向完全的合作。将价值链接与波特的价值链理论与顾客驱动型战略进行了有机结合，构建出具有中华螺旋上升式思维的价值模型——创新型价值循环链，作为本研究在价值分析方面的基础模型。 本研究探索了“无为”管理的“道法”逻辑系统的构建，将“无为”管理的哲学逻辑、科学逻辑与实践逻辑的逻辑链条呈现出来。首先是哲学逻辑：主客观的互动与四个世界——主观以客观为思考的前提——思维主体对客观的体察——一切主观思考合于客观。其次是科学逻辑：管理者首先要以大道无为思想成为自我管理的典范并服务于其他自我管理主体——管理者协调自我管理主体缔结契约——集体契约的签署与承诺——集体契约的执行与监督——集体契约的修复与升级。最后是实践逻辑：激活每个人的自我管理能力——集体契约制管理辅助自我管理——积分制管理与自我管理能力提升——综合价值驱动自我管理。在此基础上本研究探索了“有为”向“无为”转化路径，包括：管理者角色转化，管理主体转化，制度转化，资本结构转化，驱动力转化等五个方面。在以上理论的基础上，构架了适用于组织管理操作层面的“无为”管理的实践模型：集体契约制管理系统模型，这套模型的智能化体现在：日常管理中可以实现自动处罚、自动奖励和问题的自动解决机制，同时，系统可以自动把握规律的变化，在此基础上实现组织管理的自我修复、自我完善和自动升级。这套“无为”管理的实践模型为组织提供了解决管理问题的抓手，可以促进组织核心竞争力的形成与可持续发展，可以推动组织与员工综合价值的同步最大化的实现。
英文摘要：	Management is a vital driving force for social progress and action efficiency, and it also serves as a key means to liberate productive forces. With the introduction and learning of Western management during China's reform and open to outside world, Chinese society has gained substantial benefits. However, due to the hegemonic cultural values inherent in Western management and the capital-determining nature of its institutions, while it has promoted Chinese management thoughts and practices, it has become increasingly incompatible with the anti-hegemonic cultural traits and the people-determining institutional essence rooted in contemporary Chinese cultural traditions. Consequently, its hindrance to Chinese management thoughts and practices has become increasingly prominent. Recognizing the compatibility and essential differences between Western management and Chinese culture has opened opportunities for breakthroughs in Chinese management theory and practice. To effectively address the dual effects of "partial promotion and continuous obstruction" of Western management ideas and practices in Chinese management practice, it is particularly necessary to introduce the ideas and methods of Chinese culture and philosophy, thereby proposing a Chinese solution for management thoughts and theories. Chinese management solutions with Chinese-style management at their core have achieved certain results, with representative examples including harmonious management, he-he (harmony and unity) management, C-theory, and Eastern management. However, current research on Chinese-style management still faces the problem of difficulty in integrating philosophy with management, and it struggles to meet the needs of management practice. Over 5,000 years of Chinese civilization, abundant management thoughts and practical wisdom have been accumulated. The Taoist "Wu-Wei" thought, as a representative of Eastern philosophy, can provide valuable references and guidance for solving current management problems in theory and practice. Applying the "Wu-Wei" philosophical thought to management—"Wu-Wei" management—can serve as a breakthrough in the ideological and theoretical framework of Chinese-style management. "Wu-Wei" is an ancient philosophical theme, while management is a modern discipline, which constitutes the interdisciplinary difficulty in exploring "Wu-Wei" management. Up to now, research on "Wu-Wei" has mostly remained at the level of explaining "Wu-Wei" philosophical thoughts and sporadically combining them with real-world management activities, without forming a relatively complete management system and methods based on "Wu-Wei" thoughts. This requires us to analyze the management rationality from "Wu-Wei" philosophical thoughts and connect it with practice through three logical chains, thereby constructing a unified system of "Dao" and "Fa". The key difficulty of any research lies in the breakthrough of ideological logic. This study mainly adopts philosophical methodology in hopes of making breakthroughs in the ideological logic of "Wu-Wei" management. The study combs the historical evolution of "Wu-Wei" and "Dao-Fa" thoughts and extracts the core elements of "Wu-Wei" thoughts, scientific logic analysis, and its practical path—actions in line with "Dao," that is, subjective actions conforming to objective laws, replacing subjective and compulsory "You-Wei" (Driven by subjective will, often overriding objective laws) with "Wu-Wei" at the heights of philosophical thought and scientific logic. At the same time, through direct semi-structured interviews with some typical organizations and the collation and application of indirect case information provided by literature, this study provides evidence for the new ideological framework. The development of modern Western management has been accompanied by increasingly alienated management and various ameliorative measures, but it has never been able to fundamentally examine and solve the root causes of these problems. China has also encountered similar issues in the process of learning Western scientific management, but Chinese scholars have been trying to find solutions using the wisdom of Chinese culture. Among them, introducing "Wu-Wei" thoughts and analyzing the scientific rational logic and practical logic behind this philosophical thought can find a "Dao-Fa" system integrating the logic of "philosophy-science-practice" for solving the problems of "You-Wei" and alienation in management. This is exactly the problem to be explored in this study. This study takes Dao-based management thought as its main basic theory because Dao-based management thought has found a path to connect philosophical wisdom with scientific research, achieved the unity of philosophy and science, and formed a relatively complete framework of basic theory and practice system. The study also uses several basic theories of Dao-based management to upgrade theories such as game theory, comprehensive value theory, and collective contract system, transforming game theory from two-dimensional gaming to spiral-upward gaming models. Based on this, it completely changes the gaming model between managers and subordinates, turning their relationship from confrontation to full cooperation. By organically combining value chains with Porter's value chain theory and customer-driven strategies, this study constructs an innovative value circulation chain—a value model with Chinese spiral-upward thinking—as the basic model for value analysis in this study. This study explores the construction of the "Dao-Fa" logical system of "Wu-Wei" management, presenting the logical chains of the philosophical, scientific, and practical logic of "Wu-Wei" management. First, the philosophical logic: the interaction between the subjective and the objective and the four worlds—subjective thinking taking the objective as a premise—the thinking subject's observation of the objective—all subjective thinking conforming to the objective. Second, the scientific logic: managers should first become models of self-management with the thought of "Dao's Wu Wei" and serve other self-management subjects—managers coordinate self-management subjects to conclude contracts—the signing and commitment of collective contracts—the execution and supervision of collective contracts—the repair and upgrading of collective contracts. Finally, the practical logic: activating everyone's self-management ability—collective contract system management assisting self-management—performance management and self-management ability improvement—comprehensive value driving self-management. On this basis, the study explores the transformation path from "You-Wei" to "Wu-Wei," including five aspects: transformation of managerial roles, transformation of management subjects, institutional transformation, capital structure transformation, and driving force transformation. Based on the above theories, this study constructs a practical model of "Wu-Wei" management applied to the operational level of organizational management: the collective contract system management model. The intelligence of this model is reflected in that it can realize automatic punishment, automatic reward, and automatic problem-solving mechanisms in daily management. At the same time, the system can automatically grasp the changes in laws, thereby achieving self-repair, self-improvement, and automatic upgrading of organizational management. This "Wu-Wei" management practice model provides organizations with a means to solve management problems, promotes the formation of organizational core competitiveness and sustainable development, and helps achieve the synchronous maximization of comprehensive values for both organizations and employees.
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