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论文编号：	16037
作者编号：	2120243862
上传时间：	2026/6/3 15:55:57
中文题目：	组织内卷的内涵、自我强化机制 及其克服路径研究
英文题目：	A Study on the Connotation, Self-Reinforcing Mechanisms, and Pathways for Overcoming Organizational Involution
指导老师：	杨斌
中文关键字：	组织内卷；系统基模；组织学习；单环与双环学习；路径依赖
英文关键字：	organizational involution; system archetypes; organizational learning; single-loop and double-loop learning; path dependence
中文摘要：	在高复杂不确定性和高竞争性并存的外部环境压力下，越来越多的组织通过强化绩效考核和内部比较，提高管理控制等方式来回应外部压力。然而，这种持续的控制加码往往难以带来效率提升、能力成长和价值创造，反而可能导致协作关系受损、组织学习受阻及长期发展停滞等问题。现实中这类现象常被概括为“内卷”，但现有研究主要集中于农业社会史、教育竞争、基层治理和产业经济等领域，在组织研究情境下，关于“组织内卷”的概念界定、自我强化机制及其克服路径，仍缺乏系统解释与整合。基于此，本文以“组织内卷的内涵、自我强化机制及其克服路径”为主题展开研究。 首先，本文回溯“内卷”概念的理论源流与跨学科演化过程，在此基础上将其引入组织研究情境，对组织内卷的概念内涵进行系统辨析。研究认为，组织内卷是指组织在复杂不确定且高竞争的环境中，组织投入的持续增加在边际收益递减条件下未能带来相应的发展跃迁，反而因路径依赖与锁定以及对既有环境的过度适应而不断自我强化该模式，最终形成的一种高投入、低跃迁且自身难以退出的运行状态。其次，本文从系统思考、系统基模及组织学习等理论出发，对组织内卷的自我强化机制进行了具体分析与探究，解释组织在与外部环境的互动过程中，在资源与机会结构受限的情况下，从竞争强化走向成长受限，再由成长受限走入长期稳定的低质量均衡的演化逻辑。再次，本文从组织学习理论和战略人力资源管理理论出发，阐述了克服组织内卷的具体方式和路径。最后，本文通过微软案例，对组织内卷的现实表现、自我强化过程及其后续克服路径进行分析，以增强理论框架的现实解释力。 本文的研究意义主要体现在三个方面：第一，推动“内卷”概念在组织研究中的理论化与规范化，将其由公共话语中的经验性表达转化为具有一定边界与判别判准的组织研究概念；第二，整合系统思考、组织学习以及路径依赖等理论资源，构建了组织内卷从概念界定到自我强化机制再到克服组织内卷的具体路径的整体分析框架。第三，为现实组织在高压环境下识别组织内卷，避免低效循环，并在此基础上探索高质量发展路径提供了理论依据与实践启示。
英文摘要：	Under external environmental pressures characterized by high complexity, uncertainty, and intense competition, an increasing number of organizations respond by strengthening performance appraisal, intensifying internal comparison, and enhancing managerial control. However, such continuous escalation of control often fails to improve efficiency, capability development, or value creation. Instead, it may undermine collaborative relationships, impede organizational learning, and hinder long-term development. In practice, such phenomena are often summarized as "involution." Existing studies, however, have mainly focused on agrarian social history, educational competition, grassroots governance, and industrial economics. In the context of organizational research, there is still a lack of systematic explanation and integration regarding the conceptualization of organizational involution, its self-reinforcing mechanisms, and the pathways for overcoming it. Against this background, this study takes "the connotation, self-reinforcing mechanisms, and pathways for overcoming organizational involution" as its central theme. First, this study traces the theoretical origins and interdisciplinary evolution of the concept of involution and, on this basis, introduces it into the context of organizational research for systematic conceptual clarification. The study argues that organizational involution refers to a state of organizational operation in which, under a complex, uncertain, and highly competitive environment, the continuous increase in organizational input fails to generate corresponding developmental leaps under conditions of diminishing marginal returns. Instead, this pattern is continuously reinforced through path dependence, path lock-in, and excessive adaptation to the existing environment, ultimately resulting in a mode of operation characterized by high input, low transformation, and difficulty of exit. Second, drawing on systems thinking, system archetypes, and organizational learning theory, this study provides a detailed analysis of the self-reinforcing mechanisms of organizational involution. It explains the evolutionary logic through which organizations, in their interaction with the external environment and under conditions of constrained resources and opportunity structures, move from intensified competition to constrained growth, and then from constrained growth into a long-term, stable, low-quality equilibrium. Third, from the perspectives of organizational learning theory and strategic human resource management theory, this study elaborates the specific approaches and pathways for overcoming organizational involution. Finally, by using Microsoft as a case, this study analyzes the real manifestations, and self-reinforcing processes, and subsequent pathways for overcoming organizational involution, so as to enhance the practical explanatory power of the theoretical framework. The significance of this study is reflected in three aspects. First, it promotes the theorization and standardization of the concept of involution in organizational research by transforming it from an experience-based expression in public discourse into an organizational research concept with relatively clear boundaries and criteria for identification. Second, by integrating theoretical resources such as systems thinking, organizational learning, and path dependence, it constructs an overall analytical framework of organizational involution, covering conceptual clarification, self-reinforcing mechanisms, and pathways for overcoming. Third, it provides both theoretical support and practical implications for real organizations operating under high pressure to identify organizational involution, avoid inefficient cycles, and explore pathways toward high-quality development.
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