企业变革阻力的应对策略研究
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摘要
基于对国内外企业变革研究的文献梳理发现,当企业变革面临内部重重阻力时,成功的企业领导者都采取了一个共同的应对策略——动员式传播。文章对动员式传播的特征、内涵、机理及风险进行了系统总结。动员式传播是组织沟通的一种特殊形式,具有传播受众的参与性、传播性质的"对话"化、传播层级扁平化、传播过程的情感性等特点。动员式传播的具体策略有"话语暴力"、"群众运动"、典型驱动和集体仪式等。动员式传播取得成功的内在机理在于,传播初期,动员式传播强化了受众的主体性,便于组织中的普通成员积极主动参与变革,而在后期则又"消解"了其主体性,便于传播发起者即变革主导者更容易掌控和更快速地推进变革。需要注意的是,动员式传播对受众的"操纵性"特点决定了其对企业健康发展来说存在一定的风险。
Based on the literature review of domestic and foreign research on enterprise reform, it is found that when the enterprise reform faces uphill struggle, the successful leader adopted a common coping strategy mobilization communication. This paper systematically summarizes the characteristics, connotation, mechanism and risks of mobilization communication, which is a special form of organizational communication with the the characteristics of audience participation, conversational communication, Flattened propagation levels, and emotional communication process. Its concrete tactics include "language violence", "mass movement", "typical drive","collective ritual", etc.. The internal mechanism for the success of mobilization communication is that, in the early stage, it strengthens the subjectivity of the audience so that the ordinary members in the organization can actively participate in the reform, while in the later stage, the subjectivity is dissolved so that the reform is easy to control and rapid to promote by the initiator of communication, namely the reform leader. It should be noted that the "manipulative" characteristic of mobilization communication to the audience determines that it may cause certain risk to the healthy development of enterprises.
Based on the literature review of domestic and foreign research on enterprise reform, it is found that when the enterprise reform faces uphill struggle, the successful leader adopted a common coping strategy mobilization communication. This paper systematically summarizes the characteristics, connotation, mechanism and risks of mobilization communication, which is a special form of organizational communication with the the characteristics of audience participation, conversational communication, Flattened propagation levels, and emotional communication process. Its concrete tactics include "language violence", "mass movement", "typical drive","collective ritual", etc.. The internal mechanism for the success of mobilization communication is that, in the early stage, it strengthens the subjectivity of the audience so that the ordinary members in the organization can actively participate in the reform, while in the later stage, the subjectivity is dissolved so that the reform is easy to control and rapid to promote by the initiator of communication, namely the reform leader. It should be noted that the "manipulative" characteristic of mobilization communication to the audience determines that it may cause certain risk to the healthy development of enterprises.
引文
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[2] Girod,S. J.,and R. Whittington. Reconfiguration,Restructuring and Firm Performance:Dynamic Capabilities and Environ mental Dynamism[J].Strategic Management Journal,2017,38(5):1121-1133.
[3]王汝林.让ERP少带些眼泪[N].经济日报,2004-3-30:13.
[4]彼得·圣吉等.变革之舞[M].北京:东方出版社,2001:14.
[5]埃里克·M·艾森伯格,小H·L·古多尔.组织传播———平衡创造性和约束[M].北京:北京广播学院出版社,2004:163.
[6]吴忠民.重新发现社会动员[J].理论前沿,2003(21):26-27.
[7]张静抒.情感管理学[M].上海:上海交通大学出版社,2006:28.
[8]稻盛和夫.追求成功的激情[M].北京:时事出版社,1997:53.
[9]张孝翠.仪式传播与参与主体性[J].国际新闻界,2009(4):41-53.
[10]约翰·W·纽斯特罗姆,基斯·戴维斯.组织行为学[M].北京:经济科学出版社,2000:46.
[11]古斯塔夫·勒庞.乌合之众[M].北京:中央编译出版社,2005:102-104.
[12]凌志军.联想风云[M].北京:中信出版社,2005:301.
[13]理查德·L·达芙特.领导学原理与实践[M].北京:机械工业出版社,2005:318.
[14] Barbara Benedict Bunker and Billie T. Alban.“Conclusion:What Makes Large Group Interventions Effective”,The Journal of Applied Behavioral Science,1992,28,No.4(12):579-591.
[15]冯仕政.典型:一个政治社会学的研究[J].学海,2003(3):124-128.
[16]斯蒂芬·李特约翰,凯伦·福斯.人类传播理论[M].北京:清华大学出版社,2009:314.
[17] Werner J. Severin,James W. Tankard,Jr..传播理论:起源、方法与应用[M].北京:中国传媒大学出版社,2006:107.