管理层知识结构与组织变革的互动机理研究——以结构化为视角

科研管理 ›› 2011, Vol. 32 ›› Issue (8): 84-89.

管理层知识结构与组织变革的互动机理研究——以结构化为视角

潘安成, 王伟

大连理工大学管理学院,辽宁大连 116024

出版日期:2011-08-27 发布日期:2011-08-12
作者简介:潘安成(1970-),男,安徽人,博士,副教授;研究方向:组织创造力、知识代谢与企业战略化行为。王伟(1986-),男,河南人,大连理工大学企业管理系硕士生。
基金资助:
国家自然科学基金面上项目(71072109)"面向战略创业的知识演化动态转换研究"(2011.01-2013.12);中央高校基本业务费专项基金重点项目(DUT10RW309)"面向企业成长的知识代谢行为及路径选择研究"(2011.01-2012.12)。

Interactive mechanism between managerial knowledge structure andorganizational change: A structuration perspective

Pan Ancheng, Wang Wei

School of Management, Dalian University of Technology, Dalian 116024, China

Online:2011-08-27 Published:2011-08-12

摘要/Abstract

摘要： 企业战略化行为是管理层变动和组织模式转变之间互动的过程,而管理层知识结构与组织变革之间的互动机理可以揭示企业战略化行为。以组织结构化理论作为视角,本文先分析组织变革中管理层知识的结构二重性,指出管理层知识结构为组织变革提供新动力;再探究组织变革影响管理层知识结构变动,指出组织活动(员工流动、知识转化以及组织学习)可以改变管理层知识结构。研究表明,企业战略化行为机理是管理层知识结构与组织变革行动之间结构化过程,最后以惠普并购康柏的案例进行了验证。

关键词: 结构化, 管理层知识结构, 组织变革, 企业战略化行为

Abstract: Firm strategizing behavior is an interaction process between management-levels’ change and Organizational Change (OC). It is argued that interactive mechanism between Management-levels’ Knowledge Structure(MKS) and OC can reveal firms’ strategizing behavior. Within the organizational structurational framework, the structurational dualism of the knowledge resided in managers is analyzed, and the fact that MKS provides a new impetus for OC is pointed out, then the influence of OC on the change of MKS is explored, and it is indicated that organizational changing activities (turnovers, knowledge transformation, and organizational learning) could change MKS. The findings suggest that firm strategizing behavior is the structurational processes between MKS and OC activity, and finally a case study of HP is presented.

Key words: structuration, MKS, OC, firm strategizing behavior

中图分类号:

F270.7

潘安成, 王伟. 管理层知识结构与组织变革的互动机理研究——以结构化为视角[J]. 科研管理, 2011, 32(8): 84-89.

Pan Ancheng, Wang Wei. Interactive mechanism between managerial knowledge structure andorganizational change: A structuration perspective[J]. Science Research Management, 2011, 32(8): 84-89.

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