科研管理

科研管理 ›› 2024, Vol. 45 ›› Issue (5): 34-42.DOI: 10.19571/j.cnki.1000-2995.2024.05.004

• 论文 • 上一篇    下一篇

数字技术可供性实现下的数字化转型企业组织惯性构建机制研究

武宪云1，苏敬勤1，杨道虹2，张雅洁1   

  1. 1.大连理工大学经济管理学院，辽宁 大连116024；
    2.湖北江城实验室战略研究院，湖北 武汉430010
  • 收稿日期:2023-04-03 修回日期:2024-03-26 出版日期:2024-05-20 发布日期:2024-05-07
  • 通讯作者: 杨道虹
  • 基金资助:
    国家社会科学基金重大项目：“平台企业治理研究”(21&ZD134,2021.12—2026.01)；国家社会科学基金重点项目：“集成电路产业关键核心技术突破性创新机制与实现路径研究”(22AGL008, 2022.10—2025.07)。

Research on the organizational inertia construction mechanism of the enterprises with digital transformation under digital technology affordance actualization

Wu Xianyun1, Su Jingqin1, Yang Daohong2, Zhang Yajie1   

  1. 1. School of Economics and Management, Dalian University of Technology, Dalian 116024, Liaoning, China;
    2. Institute of Strategic Research, Hubei Jiangcheng Laboratory, Wuhan 430010, Hubei, China
  • Received:2023-04-03 Revised:2024-03-26 Online:2024-05-20 Published:2024-05-07

摘要：     数字技术的不断涌现为数字化转型企业组织惯性构建提供了潜在机会窗口。本文基于数字技术可供性实现理论，以美的数字化转型过程展开案例研究，深度剖析数字技术可供性对组织惯性构建的作用机制。研究发现：数字化转型过程中，（1）“数字技术可供性-资源整合-组织惯性构建”是传统企业组织惯性构建的有效路径。其中，不同类型组织惯性，其数字技术可供性和资源行动策略也不尽相同。在意义建构可供性作用下，传统企业通过发散-利用资源整合策略实现数据决策认知惯性的构建；在架构更替可供性作用下，传统企业通过发散-开拓资源整合策略实现敏捷组织结构惯性的构建。（2）数字技术可供性是组织惯性构建的动力源，牵引传统企业进行新组织惯性的构建，主要体现在意义建构可供性与架构更替可供性两方面。（3）资源整合是数字技术可供性的实现过程，传统企业通过资源整合的塑造机制来完成新组织惯性的构建。其中，在数字技术意义建构可供性牵引下，企业通过资源整合的类比塑造机制实现数据决策认知惯性的构建；在架构更替可供性驱动下，企业通过资源整合的传承塑造机制实现敏捷组织结构惯性的构建。本研究不仅扩展了数字化转型情境下组织惯性构建的理论研究，更为我国传统企业数字化转型理论指导和管理启示。

关键词: 数字化转型, 组织惯性, 数字技术可供性, 资源整合

Abstract:     The emergence of digital technology presents an opportunity for traditional enterprises to overcome organizational inertia during digital transformation. Based on the theory of digital technology affordance actualization, this paper launched a case study on the digital transformation process of Midea to analyze the mechanism of digital technology affordance on the construction of organizational inertia. It was found that in the process of digital transformation (1) “Digital Technology Affordance-Resource Integration-Organizational Inertia Construction” is an effective path for traditional enterprises to construction of organizational inertia. Among them, different types of organizational inertia have different digital technology affordance and resource integration strategies. Under the meaning-making affordance, traditional enterprises construct data decision-making cognitive inertia through diffusion-exploitation resource integration. Under the architecture replacement affordance, traditional enterprises construct agile organizational structure inertia through diffusion-exploration resource integration. (2) Digital technology affordance is the power source of organizational inertia construction, which pulls traditional enterprises to construct new organizational inertia, including meaning-making affordance and architecture replacement affordance. (3) Resource integration is the process of the digital technology affordance actualizing, and traditional enterprises construct new organizational inertia through the shaping mechanism of resource integration. Under the driving of digital technology meaning-making affordance, enterprises build data decision-making cognitive inertia through the analogical shaping mechanism of resource integration; under the drive of architectural replacement affordance, enterprises construct agile organizational structure inertia through the inheritance shaping mechanism of resource integration. The study will not only extend the theoretical research on the construction of organizational inertia in the context of digital transformation, but also provide more theoretical guidance and management enlightenment for the digital transformation of traditional enterprises in China.

Key words: digital transformation, organizational inertia, digital technology affordance, resource integration