企业内部文化空心化:基于“圈子文化”一致性及文化距离的实证研究
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摘要
中国企业内部普遍存在凝聚力不强,其主要表现为企业文化"两张皮"现象,要打破这种困境,必须对企业内部文化一致性进行分析,基于此,本文选取"圈子"视角分析企业文化一致性和文化距离。认为企业内部除了正式的科层和部门组织结构以外,还存在"圈子"结构,这些圈子呈现出纵向分布和横向分布的特征。在此基础上以霍夫斯泰德文化五个维度为测量标准,通过调研问卷进行实证研究。结果表明:(1)不同的"圈子"存在差异性,其中,纵向圈子的一致性要低于横向圈子;(2)在横向圈子中存在差异,跨部门的横向圈子的文化一致性较高,其次是同部门所形成的横向圈子,因此本文认为企业内部文化的不一致的关键环节主要在于中层领导圈子与高层和基层员工间的衔接不一致,并由此形成了企业内部文化"空心化"问题,提出只有加强中层文化传导能力建设才能增强企业文化建设、提高企业的凝聚力和竞争力。
It is known that culture takes a very important role for the competitiveness of enterprises. However, how to assess its function still remains a problem. There is a phenomenon called "two storey skin" of culture that refers to the inconsistency between total culture and sub-culture within enterprises. The reasons show that beside the difference in division of level and department of enterprise, the "circlea" kind of informal structure widely existed in an organization is called "circle take" big influence. Every "circle" has its distinct values, styles and behavioral characteristics which form different "circle cultures" and take the influence for cognitive selectivity and information transmission. From the perspective of whole enterprise level, different circle cultures inevitably bring cultural inconsistency within the enterprise.Based on the question, this paper chooses typical circle structure and builds a model to analyze culture inconsistency and culture distance by questionnaire. This paper promulgates culture inconsistency and culture distance at different levels and different kinds of circles within an enterprise in order to find what is the crucial reason and key link while developing culture competence of enterprises in China. Different structures of employees and their relationships have different circle cultures. Our literature review shows there are few publications on circle structure and its characteristics. This paper takes enterprise as an "circle system" which includes two attributive "circles", one is the vertical circle and the other is horizontal circle in order to describe all type of circles. We divided the vertical circle into three categories according to different levels of employees within the circle, one is top level leader circle, the others are middle level leader circle and basic level leader circle. Meanwhile, we divided the horizontal circle into eight categories in terms of different structures of employees within the circle. The first is the circle formed by high-level, middle-level and basic-level employees within the same department. The second is the circle formed by high-level and middle-level employees within the same department. The third is the circle formed by high-level and basic level employees within the same department. The fourth is the circle formed by middle level and basic level employees within the same department. The fifth is the circle formed by high-level, middle-level and basic level employees across different departments. The sixth is the circle formed by high-level and middle-level of employees across different departments. The seventh is the circle formed by high-level and basic level employees across different departments. The eighth is the circle formed by middle-level and basic level employees across different departments. This paper sets a consistency model of circle culture of enterprise based on distance coordinating model because this model added Euclidean distance formula. We can describe the distance between actual condition and ideal condition in some subsystems, and evaluate the coordination degree among one subsystem and other subsystems. According to this revised distance coordination model of circle culture, we can get the exponential model about every subculture dimension in different circle cultures, total culture exponential model, consistency model of circle culture, and model about culture distance among different circles. About the index selection, we set our scale of culture measurement to use the definition of culture dimension given by Greet Hofstede for reference based on our research purpose. The measurement index has been designed in Greet Hofstede's five dimensions theory which includes the dimensions of power distance, and individualism, masculinity, uncertainty avoidance, and long-term orientation. Empirical data come from survey. We work out mean value, overall spread value, quartile value, and the gap among each culture dimension in different circles based on the raw data, the analysis of culture consistency and culture distance. To understand the dispersion of different kinds of circle, we conduct analysis according to the characteristics of five evaluation indexes of circle culture. This paper firstly calculates the index of power distance, uncertainty avoidance and long-term orientation, and then analyzes the index of individualism and masculinity. The result of empirical research about culture distance is caused by circle culture difference among 11 circles structured in vertical and horizontal ways. The following are major findings:(1) The consistency of vertical circle is lower than horizontal circle. In all kinds of vertical circles, the consistency of middle level circle shows the lowest. The consistency of basic circle is higher than middle level circle. The consistency of high level circle shows the highest among vertical circles. This characteristic shows that the cohesion of employees appears to decrease progressively along with basic, middle and high hierarchical level within enterprise.(2) The difference of culture consistency also remains in horizontal circle structure. In detail, culture consistency of horizontal circle across departments is higher than that within the same department. This presents the bigger inconsistency between department culture and enterprise culture to some extent. It appears that the "up to down way" model of culture system setting approach has not been workable in China's enterprise.(3) From the perspective of culture distance, empirical study about vertical circle presents that the culture distance between basic circle and high-level circle is the biggest. The culture distance between middle-level circle and basic level circle is bigger, and the culture distance between high-level circle and middle-level circle is relatively small. On the one hand, this kind of characteristic shows the culture cohesion within enterprise is not strong. On the other hand, It explains that there are cognitive differences in many aspects between high-level leaders and basic level employees which may influence the competitive capacity of enterprises.(4) The culture distance of horizontal circle appears more complex. Firstly, the culture distance of horizontal circle in the same department appears small. The culture distance of horizontal circle between circles in the same department is larger than the circle across departments. The culture distance of horizontal circle across departments is the largest. This phenomenon states that there is culture inconsistency within enterprise system. Secondly, the culture distance of circles which include basic employees is obviously smaller than other circles whether in the same department or across departments. While culture distance of horizontal circle which includes middle-level leader appears larger than others, this result presents a large number of employees having consistency in culture cognitive and value. Most middle-level leaders have inconsistency obviously. Generally, there are culture distance problems within an enterprise obviously. We need to find a proper solution to deal with them in culture setting process in order to increase the cohesion and competitiveness of Chinese enterprises.
It is known that culture takes a very important role for the competitiveness of enterprises. However, how to assess its function still remains a problem. There is a phenomenon called "two storey skin" of culture that refers to the inconsistency between total culture and sub-culture within enterprises. The reasons show that beside the difference in division of level and department of enterprise, the "circlea" kind of informal structure widely existed in an organization is called "circle take" big influence. Every "circle" has its distinct values, styles and behavioral characteristics which form different "circle cultures" and take the influence for cognitive selectivity and information transmission. From the perspective of whole enterprise level, different circle cultures inevitably bring cultural inconsistency within the enterprise.Based on the question, this paper chooses typical circle structure and builds a model to analyze culture inconsistency and culture distance by questionnaire. This paper promulgates culture inconsistency and culture distance at different levels and different kinds of circles within an enterprise in order to find what is the crucial reason and key link while developing culture competence of enterprises in China. Different structures of employees and their relationships have different circle cultures. Our literature review shows there are few publications on circle structure and its characteristics. This paper takes enterprise as an "circle system" which includes two attributive "circles", one is the vertical circle and the other is horizontal circle in order to describe all type of circles. We divided the vertical circle into three categories according to different levels of employees within the circle, one is top level leader circle, the others are middle level leader circle and basic level leader circle. Meanwhile, we divided the horizontal circle into eight categories in terms of different structures of employees within the circle. The first is the circle formed by high-level, middle-level and basic-level employees within the same department. The second is the circle formed by high-level and middle-level employees within the same department. The third is the circle formed by high-level and basic level employees within the same department. The fourth is the circle formed by middle level and basic level employees within the same department. The fifth is the circle formed by high-level, middle-level and basic level employees across different departments. The sixth is the circle formed by high-level and middle-level of employees across different departments. The seventh is the circle formed by high-level and basic level employees across different departments. The eighth is the circle formed by middle-level and basic level employees across different departments. This paper sets a consistency model of circle culture of enterprise based on distance coordinating model because this model added Euclidean distance formula. We can describe the distance between actual condition and ideal condition in some subsystems, and evaluate the coordination degree among one subsystem and other subsystems. According to this revised distance coordination model of circle culture, we can get the exponential model about every subculture dimension in different circle cultures, total culture exponential model, consistency model of circle culture, and model about culture distance among different circles. About the index selection, we set our scale of culture measurement to use the definition of culture dimension given by Greet Hofstede for reference based on our research purpose. The measurement index has been designed in Greet Hofstede's five dimensions theory which includes the dimensions of power distance, and individualism, masculinity, uncertainty avoidance, and long-term orientation. Empirical data come from survey. We work out mean value, overall spread value, quartile value, and the gap among each culture dimension in different circles based on the raw data, the analysis of culture consistency and culture distance. To understand the dispersion of different kinds of circle, we conduct analysis according to the characteristics of five evaluation indexes of circle culture. This paper firstly calculates the index of power distance, uncertainty avoidance and long-term orientation, and then analyzes the index of individualism and masculinity. The result of empirical research about culture distance is caused by circle culture difference among 11 circles structured in vertical and horizontal ways. The following are major findings:(1) The consistency of vertical circle is lower than horizontal circle. In all kinds of vertical circles, the consistency of middle level circle shows the lowest. The consistency of basic circle is higher than middle level circle. The consistency of high level circle shows the highest among vertical circles. This characteristic shows that the cohesion of employees appears to decrease progressively along with basic, middle and high hierarchical level within enterprise.(2) The difference of culture consistency also remains in horizontal circle structure. In detail, culture consistency of horizontal circle across departments is higher than that within the same department. This presents the bigger inconsistency between department culture and enterprise culture to some extent. It appears that the "up to down way" model of culture system setting approach has not been workable in China's enterprise.(3) From the perspective of culture distance, empirical study about vertical circle presents that the culture distance between basic circle and high-level circle is the biggest. The culture distance between middle-level circle and basic level circle is bigger, and the culture distance between high-level circle and middle-level circle is relatively small. On the one hand, this kind of characteristic shows the culture cohesion within enterprise is not strong. On the other hand, It explains that there are cognitive differences in many aspects between high-level leaders and basic level employees which may influence the competitive capacity of enterprises.(4) The culture distance of horizontal circle appears more complex. Firstly, the culture distance of horizontal circle in the same department appears small. The culture distance of horizontal circle between circles in the same department is larger than the circle across departments. The culture distance of horizontal circle across departments is the largest. This phenomenon states that there is culture inconsistency within enterprise system. Secondly, the culture distance of circles which include basic employees is obviously smaller than other circles whether in the same department or across departments. While culture distance of horizontal circle which includes middle-level leader appears larger than others, this result presents a large number of employees having consistency in culture cognitive and value. Most middle-level leaders have inconsistency obviously. Generally, there are culture distance problems within an enterprise obviously. We need to find a proper solution to deal with them in culture setting process in order to increase the cohesion and competitiveness of Chinese enterprises.
引文
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[5]Hall,E.T.,Beyond Culture[M].Doubleday:New York,1976.
[6]Hofstede.G.H..Motivation,leadership and organization:Do American theories apply abroad?[J]Organizational Dynamics,1980,9(l):42-63.
[7]Downs,Anthony.An Economic Theory of Democracy[A].NewYork:Harper&Row,1957.
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[11]周依敏.文化断层背景下的新型城镇化问题研究[J].宁夏社会科学,2014,(6):64-67.
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[13]樊耘,纪晓鹏,邹艺.中层管理者多重角色行为对企业绩效影响的实证研究[J].管理工程学报,2012,26(2):1-11.
[14]Delmestri G,Walgenbach P.Mastering techniques or brokering knowledge?Middle managers in Germany,Great Britain and Italy[J].Organization Studies,2005,26(3):197-220.
[15]Parnell JA.Strategy execution in emerging economies:assessing strategic diffusion in Mexico and Peru[J].Management Decision,2008,46(9):277-298.
[16]Gu M,Tse E.Building innovative organizations in China:The“execution”organization[J].Asia Pacific J Manage,2010,(27):25-53.
[17]冯鲁平.透视企业文化建设“空心化”问题[J].经济师,2007,(6):214-216.
[18]Bhaga.R.S.,Kedia.B,S.,Harveston,P.D.,Triandis,H.C..Cultural Variation in the Cross-Border Transfer of Organizational Knowledge an Integrative Framework[J].Academy of Management Review,2002,(27):204-221.
[19]周业安,黄国宾,何浩然,刘曼微.领导者真能起到榜样的作用吗?[J].管理世界,2014,(10):75-90.
[20]魏峰,李燚,卢长宝,毛雁冰.心理契约破裂、管理欺凌与反生产行为关系研究[J].管理科学学报,2015,18(3):53-63
[21]高建丽,张同全.个体-组织文化契合对敬业度的作用路径研究--以心理资本为中介变量[J].中国软科学,2015,(5):101-109.
[22]Turner,J.C.Social Comparison and Social Identity:Some Prospects for Intergroup Behavior[J].European Journal of Social Psychology,1975,(5):5-34.
[23]Tajfel,H.and Turner,J.“The Social Identity Theory of Intergroup Behavior”in S.Worchel and W.Austin(Eds)[M],Psychology of Intergroup Relation,Chicago:Nelson-Hall.1986:7-24
[24]邱力生,王文军,任晓怡.论“圈式缘聚”理论在管理学的作用[J].管理世界,2012,(2):183-185.
[25]陈亨伯,王章明.圈子体育--大众健身活动的新载体[J].体育文化导刊,2005,(2):37-38
[26]王如鹏.简论圈子文化[J].学术交流,2009,(11):128-132
[27]杨新敏.中国圈子文化与社交网络传播[J].苏州大学学报(哲学社会科学版),2010,(5):148-152.
[28]张桂平,廖建桥.用“圈子”文化管理员工沉默行为[J].中国人力资源开发,2009,(6):29-31.
[29]Goodwin V L,Wofford J C,Whittington J L.A theoretical and empirical extension to the transformational leadership construct[J].Journal of Organizational Behavior,2001,22(7):759-774.
[30]杨春江,冯秋龙,田子州.变革型领导与员工任务绩效:主动性人格和领导-成员交换的作用[J].管理工程学报,2015,29(1):39-46.
[31]Dienesch R.M.,Liden.C..Leader-member Exchange Model of Leadership:A Critique and Further Development[J].Academy of Management Review,1986,11(1):618-634.
[32]赵可汗,贾良定,蔡亚华,王秀月,李珏兴.抑制团队关系冲突的负效应:一项中国情境的研究[J].管理世界,2014,(3):119-130.
[33]杨国枢,余安邦.中国人的心理与行为理念及方法篇[M].台北:台湾桂冠图书公司,1992.
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