【摘要】：《財富》雜志評選出的全球500強(qiáng)企業(yè)平均壽命不到50年,而那些存活下來的幸運者中,至少有45%每10年會遭遇一次毀滅性打擊。進(jìn)入21世紀(jì)以來,伴隨著科技發(fā)展的日新月異,曾經(jīng)取得過輝煌成就的企業(yè),如安然、世界電信、寶麗萊等,都在劇烈的市場變革中折戟沉沙。這些企業(yè)應(yīng)該在已有的成就上取得更進(jìn)一步的發(fā)展,然而往往事與愿違。組織慣性,被眾多學(xué)者認(rèn)為是此類現(xiàn)象產(chǎn)生的根源。越來越多學(xué)者認(rèn)識到企業(yè)中的組織慣性非常普遍,尤其是曾經(jīng)取得過輝煌成就的企業(yè)中組織慣性表現(xiàn)更加顯著。在適應(yīng)動態(tài)環(huán)境過程中,這些企業(yè)本身所存在的組織慣性會對其變革與發(fā)展產(chǎn)生阻礙作用。大量研究表明,未能規(guī)避組織慣性實現(xiàn)組織變革的主要歸因是組織慣性表現(xiàn)形態(tài)的認(rèn)知模糊與組織慣性產(chǎn)生根源的認(rèn)知缺位。而現(xiàn)有研究普遍認(rèn)同了企業(yè)組織慣性表現(xiàn)及其來源的多維度特征,但由于研究視角不同、關(guān)注重點各異,不同研究對企業(yè)組織慣性的表現(xiàn)及來源的認(rèn)知界限交疊、層次各異,整體呈碎片化研究狀態(tài),使得對企業(yè)組織慣性的形成歸因與作用機(jī)制的研究缺乏一致的研究基礎(chǔ)。因此,全面、深入地理解組織慣性的來源以及表現(xiàn)形式,構(gòu)建企業(yè)組織慣性的一般性研究框架成為企業(yè)在動態(tài)變化環(huán)境中實現(xiàn)組織變革的關(guān)鍵所在。本文采用案例研究方法,以產(chǎn)業(yè)環(huán)境巨變中未能成功實施變革而迅速衰落的膠卷產(chǎn)業(yè)的柯達(dá)、消費電子產(chǎn)業(yè)的索尼和手機(jī)產(chǎn)業(yè)的諾基亞三家企業(yè)為案例研究對象,對組織慣性的表現(xiàn)架構(gòu)的來源載體、表現(xiàn)維度與作用路徑進(jìn)行研究。首先,對組織慣性及其表現(xiàn)形式和來源的相關(guān)研究回顧的基礎(chǔ)上,了解組織慣性的內(nèi)涵及其表現(xiàn)形式和來源的多維度屬性；隨后,應(yīng)用內(nèi)容分析和典型事件分析對組織慣性的來源載體與表現(xiàn)維度進(jìn)行識別；最后,在組織慣性來源和表現(xiàn)形式的基礎(chǔ)上探討組織慣性表現(xiàn)架構(gòu)與作用路徑。研究發(fā)現(xiàn)：(1)組織慣性僅當(dāng)企業(yè)組織發(fā)生變革時得以顯現(xiàn),其源自于企業(yè)組織在決策層面、資源層面、執(zhí)行層面、網(wǎng)絡(luò)層面以及文化層面變革的對象載體；(2)企業(yè)組織慣性在五個層面上呈現(xiàn)九類具體表現(xiàn)形式。在決策層面上表現(xiàn)為認(rèn)知慣性和戰(zhàn)略慣性,在資源層面上表現(xiàn)為資源慣性,在執(zhí)行層面上表現(xiàn)為制度慣性、流程慣性和慣例慣性,在網(wǎng)絡(luò)層面上表現(xiàn)為結(jié)構(gòu)慣性和關(guān)系慣性,在文化層面上表現(xiàn)為文化慣性；(3)企業(yè)組織慣性的作用路徑沿著“決策層面→資源層面→執(zhí)行層面→網(wǎng)絡(luò)層面”順次顯現(xiàn)出認(rèn)知慣性、戰(zhàn)略慣性、資源慣性、制度慣性、流程慣性、慣例慣性、結(jié)構(gòu)慣性和關(guān)系慣性,文化慣性則貫穿于組織慣性作用路徑的全過程。
[Abstract]:Fortune's list of Fortune 500 companies has an average lifespan of less than 50 years, and at least 45 percent of those lucky to survive will suffer a devastating blow every 10 years. Since entering the 21st century, with the rapid development of science and technology, the enterprises that have made brilliant achievements, such as Enron, World Telecom, Polaroid, have all gone down in the fierce market change. These companies should build on what they have achieved, but often backfire. Organizational inertia is regarded by many scholars as the root of this phenomenon. More and more scholars realize that organizational inertia is very common in enterprises, especially in enterprises that have made brilliant achievements. In the process of adapting to the dynamic environment, the organizational inertia of these enterprises will hinder their transformation and development. A large number of studies have shown that the main causes of the failure to avoid organizational inertia to achieve organizational change are the cognitive ambiguity of organizational inertia performance and the cognitive absence of organizational inertia. The existing studies generally agree with the multi-dimensional characteristics of organizational inertia performance and its source, but due to different perspectives, different focus, different research on the performance of organizational inertia and the origin of cognitive boundaries overlap, different levels. The whole research state is fragmented, which makes the research on the attribution and action mechanism of organizational inertia lack of consistent research foundation. Therefore, a comprehensive and in-depth understanding of the sources and forms of organizational inertia and the construction of a general research framework of organizational inertia have become the key to the realization of organizational change in a dynamic changing environment. This paper uses the case study method, taking Kodak of film industry, Sony of consumer electronics industry and Nokia of mobile phone industry as case study objects. The source carrier, performance dimension and action path of organization inertia performance structure are studied. First of all, on the basis of reviewing the relevant studies on organizational inertia and its forms and sources, we understand the connotation of organizational inertia and the multidimensional attributes of its manifestation and source. Content analysis and typical event analysis are used to identify the source carrier and performance dimension of organizational inertia. Finally, based on the origin and form of organizational inertia, the structure and action path of organizational inertia performance are discussed. The findings are as follows: (1) organizational inertia only appears when the enterprise organization changes, which originates from the object carrier of the enterprise organization change in the level of decision, resource, execution, network and culture; (2) the inertia of enterprise organization presents nine concrete forms on five levels. It is shown as cognitive inertia and strategic inertia at the decision-making level, resource inertia at the resource level, institutional inertia at the executive level, process inertia and convention inertia at the executive level, and structural inertia and relationship inertia at the network level. On the cultural level, the action path of enterprise organizational inertia shows cognitive inertia, strategic inertia, resource inertia, institutional inertia along the "decision-making level, resource level, executive level and network level". Process inertia, customary inertia, structural inertia and relational inertia, and cultural inertia run through the whole process of organizational inertia path.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F270

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