领导和管理的时空理论——层次分析模型
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摘要
进一步阐述了领导和管理时空理论的空间视角,提出了层次分析模型。基于领导和管理的时空理论对组织系统在空间视角上从微观到宏观的层次划分,提出了层次兼顾、层次切换和层次转换的思想。层次兼顾是指,领导者和管理者既要重视宏观层次,又要重视微观层次;层次切换是指,领导者和管理者应该根据实际情况在不同层次之间灵活切换,有时应该将重点关注宏观层次,有时应该将重点关注微观层次;层次转换是指,领导者和管理者应该促进不同层次之间的转换,建立上下相推、良性互动的流程和体系。基于层次分析模型,提出了相应的理论命题和实践方法,总结了理论和实践贡献,并指出了未来的研究方向。
To further clarify the space perspective in Time-Space Theory of Leadership and Management,this paper proposes a level analysis model.Based on the division of level of organizational system from micro to macro in Time-Space Theory,it proposes Level Balancing,Level Switching and Level Transforming.Level Balancing means that leaders and managers should pay attention to both macro level and micro level.Level Switching means that leaders and managers should emphasize different levels flexibly according to practical situation.They should focus on macro level in some situation,and focus on micro level in other situation.Level Transforming means that leaders and managers should facilitate transformation among different levels,and build processes and systems in which different levels would positively interact and promote each other.According to the level analysis model,it puts forwards several propositions and practical methodologies,and summarizes the theoretical and practical contributions,and future research direction.
To further clarify the space perspective in Time-Space Theory of Leadership and Management,this paper proposes a level analysis model.Based on the division of level of organizational system from micro to macro in Time-Space Theory,it proposes Level Balancing,Level Switching and Level Transforming.Level Balancing means that leaders and managers should pay attention to both macro level and micro level.Level Switching means that leaders and managers should emphasize different levels flexibly according to practical situation.They should focus on macro level in some situation,and focus on micro level in other situation.Level Transforming means that leaders and managers should facilitate transformation among different levels,and build processes and systems in which different levels would positively interact and promote each other.According to the level analysis model,it puts forwards several propositions and practical methodologies,and summarizes the theoretical and practical contributions,and future research direction.
引文
[1]陈国权.领导和管理的时空理论[J].中国管理科学,2017,25(1):181-196.
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[34]FOSS N J.Bounded rationality and tacit knowledge in the organizational capabilities approach:an assessment and a re-evaluation[J].Industrial&Corporate Change,2003,12(2):185-201.
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[35]ABELL P,FELIN T,FOSS N.Building micro-foundations for the routines,capabilities,and performance links[J].Social Science Electronic Publishing,2008,29(6):489-502.
[36]FOSS N J,LINDENBERG S M.Micro-foundations for strategy:agoal-framing perspective on the drivers of value creation[J].Academy of Management Perspectives,2013,27(2):85-102.
[2]UDEHN L.Methodological Individualism:Background,History and Meaning[M].London:Routledge,2001.
[3]CLARK T N.Gabriel Tarde on Communication and Social Influence[M].Chicago,IL:University of Chicago Press,1969.
[4]DURKHEIM E.The Rules of Sociological Method[M].New York:Free Press,1962.
[5]JEPPERSON R,MEYER J W.Multiple levels of analysis and the limitations of methodological individualisms[J].Sociological Theory,2011,29(1):54-73.
[6]COLEMAN J.Foundations of Social Theory[M].Boston:Harvard University Press,1990.
[7]COLLINS J,PORRAS J I.Built to Last:Successful Habits of Visionary Companies[M].New York:Harper Collins Publishers,1994.
[8]PORTER M E.Towards a dynamic theory of strategy[J].Strategic Management Journal,1991,12(S2):95-117.
[9]SNOW C C,HREBINIAK L G.Strategy,distinctive competence,and organizational performance[J].Administrative Science Quarterly,1980,25(2):317-336.
[10]WOOLDRIDGE B,FLOYD S W.The strategy process,middle management involvement,and organizational performance[J].Strategic Management Journal,1990,11(3):231-241.
[11]CSASZAR F A.Organizational structure as a determinant of performance:evidence from mutual funds[J].Strategic Management Journal,2012,33(6):611-632.
[12]DENISON D R.Bringing corporate culture to the bottom line[J].Organizational Dynamics,1984,13(2):5-22.
[13]BAER M,OLDHAM G R.The curvilinear relation between experienced creative time pressure and creativity:moderating effects of openness to experience and support for creativity.[J].Journal of Applied Psychology,2006,91(4):963.
[14]GONG Y,ZHOU J,CHANG S.Core knowledge employee creativity and firm performance:the moderating role of riskiness orientation,firm size,and realized absorptive capacity.[J].Personnel Psychology,2013,66(2):443-482.
[15]FELIN T,FOSS N J,PLOYHART R E.The microfoundations movement in strategy and organization theory[J].Academy of Management Annals,2015,9(1):575-632.
[16]LIPPMAN S A,RUMELT R P.The payments perspective:micro-foundations of resource analysis[J].Strategic Management Journal,2003,24(10):903-927.
[17]FELIN T,FOSS N J.Strategic organization:a field in search of micro-foundations[J].Strategic Organization,2005,3(4):441-455.
[18]BARNEY J,FELIN T.What are microfoundations?[J].Academy of Management Perspectives,2013,27:138-155.
[19]DRAZIN R,VAN DEN VEN A H.Alternative forms of fit in contingency theory[J].Administrative Science Quarterly,1985,30(4):514-539.
[20]FIEDLER F.Validation and extension of the contingency model of leadership effectiveness:a review of empirical findings[J].Psychological Bulletin,1971,76:128-148.
[21]TOYNBEE A J.A Study of history[M].New York:Oxford University Press,1957.
[22]BURGELMAN R A.A model of the interaction of strategic behavior,corporate context,and the concept of strategy[J].Academy of Management Review,1983,8(1):61-70.
[23]LOUIS M R.Surprise and sense making:what newcomers experience in entering unfamiliar organizational settings[J].Administrative Science Quarterly,1980,25(2):226-251.
[24]CHAO G T,O'LEARY-KELLY A M,WOLF S,et al.Organizational socialization:its content and consequences[J].Journal of Applied Psychology,1994,79(5):730-743.
[25]SCHEIN E H,OTT J S.The legitimacy of organizational influence[J].American Journal of Sociology,1962,67(6):682-689.
[26]ROLLAG K,PARISE S,CROSS R.Getting new hires up to speed quickly[J].MIT Sloan Management Review,2005,46(2):35-41.
[27]BASS B M,WALDMAN D A,AVOLIO B J,et al.Transformational leadership and the falling dominoes effect[J].Group&Organization Management,1987,12(1):73-87.
[28]MAYER D M,KUENZI M,GREENBAUM R,et al.How low does ethical leadership flow?Test of a trickledown model[J].Organizational Behavior&Human Decision Processes,2009,108(1):1-13.
[29]BARNEY J B.Should strategic management research engage public policy debates?[J].Academy of Management Journal,2005,48(6):945-948.
[30]GROJEAN M W,RESICK C J,DICKSON M W,et al.Leaders,values,and organizational climate:examining leadership strategies for establishing an organizational climate regarding ethics[J].Journal of Business Ethics,2004,55(3):223-241.
[31]BANDURA A.Social Learning Theory[M].Englewood Cliffs,NJ:Prentice-Hall,1977.
[32]LEPINE J A,VAN DYNE L.Predicting voice behavior in work groups[J].Journal of Applied Psychology,1998,83(6):853-868.
[33]MORRISON E W.Employee voice behavior:integration and directions for future research[J].Academy of Management Annals,2011,5(1):373-412.
[34]FOSS N J.Bounded rationality and tacit knowledge in the organizational capabilities approach:an assessment and a re-evaluation[J].Industrial&Corporate Change,2003,12(2):185-201.
[34]TEECE D J.Explicating dynamic capabilities:the nature and microfoundations of(sustainable)enterprise performance[J].Strategic Management Journal,2007,28(13):1319-1350.
[35]ABELL P,FELIN T,FOSS N.Building micro-foundations for the routines,capabilities,and performance links[J].Social Science Electronic Publishing,2008,29(6):489-502.
[36]FOSS N J,LINDENBERG S M.Micro-foundations for strategy:agoal-framing perspective on the drivers of value creation[J].Academy of Management Perspectives,2013,27(2):85-102.