联系我们

论文查询结果	返回搜索

论文编号：	9882
作者编号：	1120130826
上传时间：	2017/12/25 19:00:01
中文题目：	基于工作情境差异的组织模糊性生成机理与调控机制研究
英文题目：	A Research Based on Differences in Work Context on the Generation and Harness Mechanism of Organization Ambiguity ----- The Effects of Middle Managers’ Interpretation
指导老师：	杨斌
中文关键字：	组织模糊性；工作情境；组织信息网络；中层经理诠释模式；组织现场
英文关键字：	Organization ambiguity; Work context; Organization information network; Middle managers’ interpretation mode; Organization site.
中文摘要：	由于工作生活情境不同，人们对信息的诠释与理解多种多样，影响着社会成员之间的冲突与协作。组织模糊性是企业成员由于工作情境差异而对组织战略、制度等信息的多种诠释，往往会引发成员间的认知与行为差异，影响战略与组织过程有效性的实现。当前网络化市场环境下，企业经营场所的分散及业务处理流程的网络化形成了成员在工作情境上更多的分隔，使组织模糊性问题更加严重，组织管理面临一系列新的挑战。对此，组织理论的研究还明显不足。组织决策理论认为，不确定性和模糊性是组织成员决策中的两大难题，制约着成员间的有效协作。汤普森围绕不确定性管理提出了一系列组织设计原则，形成组织权变理论，推动了组织过程理论的进步，却忽略了组织模糊性问题（March，1978）。Weick（1995）强调诠释沟通和共享意义建构在组织模糊性管理中的作用，但缺乏组织情境的视角，也忽略了成员的能动性，因而难以说明企业实践中应该由谁去实施诠释管理、诠释管理的组织条件是什么等问题。因此，组织模糊性管理是一个突出而重大的现实问题，依然缺乏坚实而系统的理论阐释和有效的管理途径。对此，本项研究在对组织模糊性生成机理进行深入分析的基础上，重点关注中层经理诠释在组织模糊性管理中的关键作用。本项研究主要包括三方面的课题：（1）组织模糊性的概念及具体内涵的界定；（2）组织模糊性的生成机理；（3）组织模糊性的调控机制。研究方法与研究过程包括：（1）通过文献研究界定组织模糊性的概念与具体内涵；通过理论演绎，建构组织模糊性生成机理与调控机制的理论研究模型。（2）通过案例分析，研究工作情境对组织模糊性内容与程度的影响，验证组织模糊性的生成机理。（3）理论研究发现，中层经理通过战略及组织诠释对组织模糊性起着关键的调控作用，因此，先通过质性研究与量化研究，确定中层经理诠释的模式与量表，再通过大样本实证研究，检验中层经理诠释模式及共同实践集对组织模糊性的调控作用。本研究的主要内容及结论包括：（1）组织模糊性概念和具体内涵的界定。通过理论梳理，将组织模糊性界定为：由于工作情境不同，成员对企业目标、组织制度、工作动机等信息的理解多种多样，既会阻碍战略及制度的执行，也会促进创新变革，依赖沟通管理、意义管理等组织管理方式。为了实证研究的需要，按诠释内容将其具体内涵界定为战略模糊性与组织制度模糊性两个方面。（2）组织模糊性的生成机理、分布、调控机制。工作情境的差异及交互关系是生成组织模糊性的根源；纵向层级和横向职能部门的各类工作情境形成了组织模糊性在企业中的分布特征；中层经理作为企业组织体系中的关键节点，通过对下属成员的战略与组织诠释影响着信息传递的有效性，对组织模糊性起到有效的调控作用，但前提条件是中层经理与成员之间有足够多的共同实践活动、形成较强的共享组织现场。（3）工作情境差异与组织模糊性的生成。通过案例研究发现：企业成员所处的职位层级影响着其信息诠释的方式；工作业务流程的时间连续性和空间集中度影响着组织模糊性的程度——连续性及集中性越强则组织模糊性程度越低。（4）中层经理诠释模式及量表开发。研究发现，需要解释的信息或问题的可分析性及其对员工利益影响的直接程度是影响中层经理诠释模式选择的关键因素；根据这两个因素将中层经理诠释模式分为探索式、设定式、转移式、吸收式四种类型；中层经理诠释模式量表包括四个维度的12个题项。（5）组织模糊性的调控机制研究。基于前期理论研究，设计了研究模型、研究方法及过程，通过大样本实证分析检验了组织模糊性调控机制的相关假设：中层经理合适的诠释模式调节了组织模糊性与执行绩效及创新绩效之间的关系，共同实践集是这一调节作用的前提。本项研究的理论贡献包括：（1）提出并试图解决组织理论中的另外一个重要问题——组织模糊性的管理，为组织理论研究提供新的思路；（2）为组织行为研究引入工作现场情境的新视角，并提供了工作情境在研究中的具体操作方法；（3）发现了中层经理诠释在组织管理中的关键作用，及诠释作用的组织条件——共享现场，并开发了中层经理诠释模式量表。在企业实践中，本项研究的启示是：企业应该注重组织设计中员工工作情境的设计及中层经理节点位置的设置，注重中层经理诠释行为的引导、培训及开发，以有效地进行组织诠释管理和组织模糊性调控。当然，研究中还有些许不足和局限，未来还需要对组织模糊性管理的整体组织体系进行研究，也需要进一步探索中层经理诠释模式的新可能，另外，围绕组织模糊性开发的企业创新能力研究也是可以进一步探讨的研究方向。
英文摘要：	Because of the different work or life experience and corresponding context, Persons often have diverse interpretation and understanding about the same information, influencing conflict and cooperation between persons. In firm organizations, Ambiguity appears members’ diverse interpretation about strategy and organizational institution, forming various perception and behaviors among employees, therefore influencing cooperation among employees and the effectiveness of strategizing and organizing. Being in the network environment, work contexts are divided more seriously, because work place becomes more and more dispersive, the operation or business process among employees becomes virtualler, making more troubles of organization ambiguity, challenging organization management in practice and theory enormously. However, the solution scheme for ambiguity is still insufficient in theory. In fact, Ambiguity was ever paid attention by Theory of organization choice, which raised that ‘uncertainty’ and ‘ambiguity’ were the two key factors influencing the effectiveness of cooperation among firm members. But subsequent research only focused on the former one---‘uncertainty’, Thompson(1967) raised many rules about organization design, which were believed to harness ‘uncertainty’. Obviously, ‘ambiguity’ was neglected. However, March(1978) proposed that ‘ambiguity’ was also an important but unresolved question in organization process. Based on March’s points, Weick(1995) found that interpretation, communication, sensemaking inside organizations were key to harness ambiguity, then described the specific process of organization sensemaking. But, because of lack in the perspective of organization context and the initiative of members, It’s difficult to identify subjects such as: who carry out the process of organization interpretation, what’s the organization condition in the process of organization interpretation. Thus, the management of organization ambiguity is an obvious and important realistic problem, lacking theoretical base. It’s meaningful to study the formation and management mechanism of ambiguity in theory and practice. So, based on theory of context-cognition, we paid attention on the key role of middle managers in the harness of organization ambiguity. The main objectives in this study are to solve questions as follows: (1)Conception of ambiguity---What’s organization ambiguity? What’s the specific expression inside organization? How should we define ambiguity in study process? (2)The formation mechanism of organization ambiguity---What are the key factors triggering organization ambiguity? (3)The harness mechanism of organization ambiguity-----What factors influence the links between organization ambiguity and firm’s performance? What kind of organization conditions are in the process of harnessing? In order to solve above questions, we adopted several corresponding theory perspectives and research methods: (1)we invited literatures research to cleare the conception and specific study content of organization ambiguity; then we deducted across theories to construct model about the formation and harness mechanism of organization ambiguity.(2)Using case study,we explored how work context influenced the content and degree of organization ambiguity, identifying the formation mechanism of organization ambiguity.(3) On the basis of theories of organization information network and organization sites, we found that, middle managers were the key point in the process of information transmit, middle managers’ interpretation mode harnessed organization ambiguity. Subsequently, we studied middle managers’ interpretation mode, behaviors and scale for further empirical research. Through empirical research, we examined the jointly influence of middle managers’ interpretation and shared practice sets on organization ambiguity. The main content and conclusions of this research includes:(1)The conception and specific content of organization ambiguity.Organization ambiguity was defined as: Since firm members laid in different work context in cooperation system, their diverse interpretation to strategy, organization institution, work motive made firm goals and formal institutions to be as symbols, bringing ‘disorder’ and change meanwhile for firm organizations, So it was needed to manage organization process by communicating and sensemaking. For the aim to carry out empirical research, we defined the specific content as two facets: organization ambiguity of firm strategy and institution. (2)The generation, distribution, harness mechanism of organization ambiguity. The diverse work context among firm members formed various different interpretation or organization ambiguity. The difference among longitudinal levels and crosswise department shaped the distribution characters of organization ambiguity. Middle managers were key to the direction of interpretation, harnessing organization ambiguity, But the condition was the close work relationship between middle manager and his underling members, which was defined as ‘shared practice sets’. (3)The differences in work context and the generation mechanism of organization ambiguity.By case study, We found that work context difference mainly derived from two facets: longitudinal levels and crosswise department,the time and space of business process. The former one----longitudinal levels influenced the content of interpretation; The latter one---timely continuity and concentration of work space of business process influenced the degree of organization ambiguity---the more timely continuous and more concentrated space, the weaker are the organization ambiguity. (4)Middle managers’ interpretation mode and scale development. By qualitative research, We found that two influencing factors influencing choice of interpretation mode were: the clarity of events information and the correlation of the events with members’ benefit. Thus, middle managers’ interpretation mode was divided into four types: exploring, enacting, shifting, absorbing mode. Then through quantitative research, we developed the scale of middle managers’ interpretation mode for the research in following chapter, concluding four dimensions and twelve items. (5)The harness mechanism of organization ambiguity.Based on the research above and quantitative study, we verified several hypothesis: Middle managers’ appropriate interpretation mode moderated the relationship between organization ambiguity and firm performance(including implementing and innovative performance). Enacting, shifting, absorbing mode of middle managers could change the relationship between organization ambiguity and implementing performance from negative correlation to positive correlation; exploring mode of middle managers could prompt the positive correlation between organization ambiguity and innovative performance. But the shared practice sets between middle managers and members was the condition of the above role of middle managers’ interpretation. The more work practice joined by middle managers and members, the stronger role of middle managers’ interpretation. The theoretical contribution of this research may include three facets: (1)We raised and tried to resolve another issue of organization theory----the management mechanism of organization ambiguity, supplying new way to organization theory; (2)This research introduced new perspective for organization behavior research, supported the operative research of work context.(3) We found out the new role of middle managers-----interpretation, then cleared out four modes of interpretation,developed the scale of middle managers’ interpretation. Finally, we found that the condition of the role of middle managers’ interpretation was the conmmon activities of middle managers and their members. In firm practice, the enlightenments are that, firm organization should draw attention to design of members’ work context and the post fo middle managers, and the training and development of Middle managers’ interpretation mode，so as to harness organization ambiguity effectively. Of course, there are still some insufficient facets in this research, we should spark new conversation about whole organization system harnessing organization ambiguity in future, further explore middle managers’ new interpretation mode, beyond these, it’s suggested that research on firm’s innovation mechanism should center on the development of organization ambiguity in future.
查看全文：	预览  下载(下载需要进行登录)