企业克服“两种陷阱”的后卢因式战略变革——基于“抛弃政策”与二元视角的研究
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摘要
持续性战略变革对企业的生存与发展至关重要,然而当前"成功陷阱"和"失败陷阱"已成为制约有效变革实践的重要因素。如何通过前瞻性变革决策和适应性变革行为打破这一困境,是后卢因式组织发展与组织二元研究领域共同关注的理论问题。但因对时间维度的忽视,使得理论研究中尚存争议与不足。为此,将战略变革的研究置于时间视域下,构建能做出持续性解释的理论模型具有重要意义。本文以德鲁克的变革理论"抛弃政策"为视角切入,从时间和机制两方面构建了整合性战略变革理论模型。以"辉煌时刻抛弃"为时间模式的分析起点,刻画了具有周期性规律的战略变革二元行为"最优行动时间"框架;以"企业家精神制度化"为机制刻画起点,揭示了惯例驱动的主动抛弃机制促进持续性战略变革的机理;从而提出周期性二元平衡的理论框架并分析了其并行性与跨期间两个层面的平衡效应。建立在"积极变革"理念上,以"开始抛弃→彻底抛弃→再抛弃"为本质特征重构了卢因式战略变革模型。本文为顺境变革以实现持续成长的企业提供了清晰的战略变革节奏及机制设计指导。
Continuous strategic change is crucial to the survival and development of enterprises. But the"success trap" and "failure trap" currently have become serious constraints to effective change. How to break this dilemma through forward-looking change decision-making and adaptive change actions is a central topic both in the post-Lewinian Organizational Development Theory and Organizational Ambidexterity Theory. However, due to the neglect of the time dimension, there are still disputes and deficiencies in theoretical research. So, it is significance to put the research under the time horizon and construct a theoretical model that can make continuous interpretation. From the perspective of Drucker's theory of change-The Policy of Organized Abandonment, this paper constructs an integrated theory model of strategic change from time and mechanism. The time portrayal starting from "to abandon when a company has been successful" outlines the cyclically optimal-action-time framework of strategic change. The mechanism portrayal starting from Institutionalizing Entrepreneurship reveals how the routine-driven proactive abandonment mechanism promotes continuous strategic change. And then a cyclical-ambidexterity-equilibrium paradigm is proposed and its equilibrium effect is analyzed. Based on this, the paper constructs an "pre-abandonment→abandonment→re-abandonment" post-Lewinian strategic change model, which is guided by a value of positive change. It provides a clear guidance about rhythm of strategic change and mechanism design for the organizations those want to achieve sustainable growth through initiating change in good times.
Continuous strategic change is crucial to the survival and development of enterprises. But the"success trap" and "failure trap" currently have become serious constraints to effective change. How to break this dilemma through forward-looking change decision-making and adaptive change actions is a central topic both in the post-Lewinian Organizational Development Theory and Organizational Ambidexterity Theory. However, due to the neglect of the time dimension, there are still disputes and deficiencies in theoretical research. So, it is significance to put the research under the time horizon and construct a theoretical model that can make continuous interpretation. From the perspective of Drucker's theory of change-The Policy of Organized Abandonment, this paper constructs an integrated theory model of strategic change from time and mechanism. The time portrayal starting from "to abandon when a company has been successful" outlines the cyclically optimal-action-time framework of strategic change. The mechanism portrayal starting from Institutionalizing Entrepreneurship reveals how the routine-driven proactive abandonment mechanism promotes continuous strategic change. And then a cyclical-ambidexterity-equilibrium paradigm is proposed and its equilibrium effect is analyzed. Based on this, the paper constructs an "pre-abandonment→abandonment→re-abandonment" post-Lewinian strategic change model, which is guided by a value of positive change. It provides a clear guidance about rhythm of strategic change and mechanism design for the organizations those want to achieve sustainable growth through initiating change in good times.
引文
[1]埃森哲.创新驱动高质发展:埃森哲中国企业数字转型指数[EB/OL].https://www.accenture.com/cn-zh/insights/digital/corporate-digital-transformation-index,2018.
[2][美]彼得·德鲁克.动荡时代的管理[M].姜文波译.北京:机械工业出版社,2006.
[3][美]彼得·德鲁克.21世纪的管理挑战[M].朱雁斌译.北京:机械工业出版社,2007a.
[4][美]彼得·德鲁克.创新与企业家精神[M].蔡文燕译.北京:机械工业出版社,2007b.
[5][美]彼得·德鲁克.管理:使命、责任、实务(使命篇)[M].王永贵译.北京:机械工业出版社,2007c.
[6][美]彼得·德鲁克.管理:使命、责任、实务(责任篇)[M].王永贵译.北京:机械工业出版社,2007d.
[7]岑杰.企业二元行为研究的范式之争及其超越:时间视角[J].外国经济与管理,2017,(1):3-14.
[8]贺小刚,朱丽娜,杨婵,王博霖.经营困境下的企业变革:“穷则思变”假说检验[J].中国工业经济,2017,(1):135-154.
[9][德]罗兰贝格.稳定交付、灵活交互型组织建设是企业跨越规模化陷阱的制胜之道[EB/OL].https://www.rolandberger.com,2018.
[10][美]迈克尔·波特.竞争战略[M].乔晓东等译.北京:中国财政经济出版社,1989.
[11]邱国栋,董姝妍.从组织记忆到组织遗忘:基于“抛弃政策”的战略变革研究——以长春一汽发展历程为案例[J].中国软科学,2016,(9):168-179.
[12]王凤彬,陈建勋,杨阳.探索式与利用式技术创新及其平衡的效应分析[J].管理世界,2012,(3):96-112.
[13]王凤彬,郑腾豪,刘刚.企业组织变革的动态演化过程——基于海尔和IBM纵向案例的生克化制机理的探讨[J].中国工业经济,2018,(6):174-192.
[14]张远飞,贺小刚,连燕玲.“富则思安”吗?——基于中国民营上市公司的实证分析[J].管理世界,2013,(7):130-144.
[15]朱恒源,杨斌.战略节奏[M].北京:机械工业出版社,2018.
[16]庄学敏.基于华为的战略转型分析[J].科研管理,2017,(2):144-152.
[17]Alhaddad,S.,and T.Kotnour.Integrating the Organizational Change Literature:A Model for Successful Change[J].Journal of Organizational Change Management,2015,28(2):234-262.
[18]Ancona,D.,and C.L.Chong.Entrainment:Pace,Cycle,and Rhythm in Organizational Behavior[J].Research in Organizational Behavior,1996,18(3):251-284.
[19]Bartunek,J.M.,and R.W.Woodman.Beyond Lewin:Toward a Temporal Approximation of Organization Development and Change[J].Annual Review of Organizational Psychology&Organizational Behavior,2015,2(1):157-182.
[20]Benner,M.J.,and M.L.Tushman.Exploitation,Exploration,and Process Management:The Productivity Dilemma Revisited[J].Academy of Management Review,2003,28(2):238-256.
[21]Birkinshaw,J.,and K.Gupta.Clarifying the Distinctive Contribution of Ambidexterity to the Field of Organization Studies[J].Academy of Management Perspectives,2013,27(4):287-298.
[22]Bushe,G.R.Appreciative Inquiry:Theory and Critique[A].Bojo,D.,B.Burnes,and J.Hassard(Eds.)The Routledge Companion to Organizational Change[C].Oxford,UK:Routledge.2011.
[23]Crossan,M.M.,H.W.Lane,and R.E.White.An Organizational Learning Framework:From Intuition to Institution[J].Academy of Management Review,1999,24(3):522-537.
[24]Dunlap-Hinkler,D.,M.Kotabe.,and R.Mudambi.A Story of Breakthrough versus Incremental Innovation:Corporate Entrepreneurship in the Global Pharmaceutical Industry[J].Strategic Entrepreneurship Journal,2010,4(2):106-127.
[25]Feldman,M.S.,and B.T.Pentland.Reconceptualizing Organizational Routines as a Source of Flexibility and Change[J].Administrative Science Quarterly,2003,48(1):94-118.
[26]Gibson,C.B.,and J.Birkinshaw.The Antecedents,Consequences,and Mediating Role of Organizational Ambidexterity[J].Academy of Management Journal,2004,47(2):209-226.
[27]Gupta,A.K.,K.G.Smith,and C.E.Shalley.The Interplay between Exploration and Exploitation[J].Academy of Management Journal,2006,49(4):693-706.
[28]Jing,R.,and H.V.D.Ven.A Toward a Chance Management View of Organizational Change[J].Management&Organization Review,2018,14(1):1-18.
[29]Khanagha,S.,H.Volberda,and I.Oshri.Business Model Renewal and Ambidexterity:Structural Alteration and Strategy Formation Process during Transition to a Cloud Business Model[J].R&D Management,2014,44(3):322-340.
[30]Kollmann,T.,and C.St觟ckmann.Filling the Entrepreneurial Orientation-Performance Gap:The Mediating Effects of Exploratory and Exploitative Innovations[J].Entrepreneurship Theory and Practice,2014(5):1001-1026.
[31]Kunisch,S.,J.Bartunek,J.Mueller,J.,and Q.N.Huy.Time in Strategic Change Research[J].Academy of Management Annals,2017,11(2):1005-1064.
[32]Lavie,D.,U.Stettner,and M.L.Tushman.Exploration and Exploitation Within and Across Organizations[J].Academy of Management Annals,2010,4(1):109-155.
[33]Lewin,K.Frontiers in Group Dynamics Concept,Method and Reality in Social Science;Social Equilibria and Social Change[J].Human Relations,1947,1(1):5-41.
[34]Levinthal,D.A.,and J.G.March.The Myopia of Learning[J].Strategic Management Journal,1993,14(S2):95-112.
[35]Marshak,R.J.,and G.R.Bushe.Revisioning Organization Development[J].Journal of Applied Behavioral Science,2009,45(3):348-368.
[36]Mathias,B.D.,A.F.Mckenny,and T.R.Crook.Managing the Tensions between Exploration and Exploitation:The Role of Time[J].Strategic Entrepreneurship Journal,2017,12(2):1-19.
[37]Mcnally,R.C.,E.Cavusgil,and R.J.Calantone.Product Innovativeness Dimensions and Their Relationships with Product Advantage,Product Financial Performance,and Project Protocol[J].Journal of Product Innovation Management,2010,27(7):991-1006.
[38]Morris,M.H.,and J.D.Trotter.Institutionalizing Entrepreneurship in a Large Company:A Case Study at AT&T[J].Industrial Marketing Management,1990,19(2):131-139.
[39]O’Reilly,C.A.,and M.L.Tushman.Ambidexterity as a Dynamic Capability:Resolving the Innovator’s Dilemma[J].Research in Organizational Behavior,2007,(28):185-206.
[40]Palmer,I.,and R.Dunford.Conflicting Uses of Metaphors:Reconceptualizing Their Use in the Field of Organizational Change[J].Academy of Management Review,1996,21(3):691-717.
[41]Pandza,K.,and R.Thorpe.Creative Search and Strategic Sense-making:Missing Dimensions in the Concept of Dynamic Capabilities[J].British Journal of Management,2009,20(S1):S118-S131.
[42]Peng,D.X.,R.G.Schroeder,and R.Shah.Linking Routines to Operations Capabilities:A New Perspective[J].Journal of Operations Management,2008,26(6):730-748.
[43]Pérez-Nordtvedt,L.,G.T.Payne,and J.C.Short.An Entrainment-Based Model of Temporal Organizational Fit,Misfit,and Performance[J].Organization Science,2008,19(5):785-801.
[44]Purser,R.E.,and J.Petranker.Unfreezing the Future Exploring the Dynamic of Time in Organizational Change[J].Journal of Applied Behavioral Science,2005,41(2):182-203.
[45]Salvato,C.,and C.Rerup.Routine Regulation:Balancing Conflicting Goals in Organizational Routines[J].Administrative Science Quarterly,2017,63(1):170-209.
[46]Simsek,Z.,C.Heavey,J.F.Veiga,and D.Souder.A Typology for Aligning Organizational Ambidexterity’s Conceptualizations,Antecedents,and Outcomes[J].Journal of Management Studies,2009,46(5):864-894.
[47]Smith,W.K.,and M.L.Tushman.Managing Strategic Contradictions:A Top Management Model for Managing Innovation Streams[J].Organization Science,2005,16(5):522-536.
[48]Teece,D.J.Dynamic Capabilities:Routines versus Entrepreneurial Action[J].Journal of Management Studies,2012,49(8):1395-1401.
[49]Wallman,J.P.An Examination of Peter Drucker’s Work from An Institutional Perspective:How Institutional Innovation Creates Value Leadership[J].Journal of the Academy of Marketing Science,2009,37(1):61-72.
(1)任何一条增长曲线都会滑过抛物线的顶点(增长的极限),持续增长的秘密是在第一条曲线消失之前开始一条新的S曲线。在这时,时间、资源和动力都足以使新曲线度过它起初的探索挣扎的过程。
(2)朱恒源和杨斌(2018)把企业根据产品市场变化和发展的要求,动态调整自己的行为,积累自己能力的举措,称为战略节奏。
(1)二元期间实质上也是组织在两种战略模式中进行选择的阶段。本文借用迈克尔·波特(1989)在《竞争战略》中提出的“徘徊其间”(Stuck in the Middle)概念,以揭示二元期间的本质。
(1)华为的战略变革时间模式分析内容可见《中国工业经济》网站(http://www.ciejournal.org)公开附件。
(2)与Simsek et al.(2009)的周期二元性(Cyclical Ambidexterity)有区别,后者指“在一个子系统内部顺时追求探索与利用”,其基础理论即间断平衡。相同之处是均为描述一种周期性组织行为,不同之处在于对二元行为在一个周期内的路径的刻画。
(1)Feldman and Pentland(2003)指出,在同一组织中的一些惯例是会轻易改变的,而另一些则不然。这种发生变革的差异性更多地是和惯例的内部动态性相关。
(1)黑格尔在《逻辑学》中提出哲学上辩证法的三大规律:对立统一规律、质量互变规律、否定之否定规律。
[2][美]彼得·德鲁克.动荡时代的管理[M].姜文波译.北京:机械工业出版社,2006.
[3][美]彼得·德鲁克.21世纪的管理挑战[M].朱雁斌译.北京:机械工业出版社,2007a.
[4][美]彼得·德鲁克.创新与企业家精神[M].蔡文燕译.北京:机械工业出版社,2007b.
[5][美]彼得·德鲁克.管理:使命、责任、实务(使命篇)[M].王永贵译.北京:机械工业出版社,2007c.
[6][美]彼得·德鲁克.管理:使命、责任、实务(责任篇)[M].王永贵译.北京:机械工业出版社,2007d.
[7]岑杰.企业二元行为研究的范式之争及其超越:时间视角[J].外国经济与管理,2017,(1):3-14.
[8]贺小刚,朱丽娜,杨婵,王博霖.经营困境下的企业变革:“穷则思变”假说检验[J].中国工业经济,2017,(1):135-154.
[9][德]罗兰贝格.稳定交付、灵活交互型组织建设是企业跨越规模化陷阱的制胜之道[EB/OL].https://www.rolandberger.com,2018.
[10][美]迈克尔·波特.竞争战略[M].乔晓东等译.北京:中国财政经济出版社,1989.
[11]邱国栋,董姝妍.从组织记忆到组织遗忘:基于“抛弃政策”的战略变革研究——以长春一汽发展历程为案例[J].中国软科学,2016,(9):168-179.
[12]王凤彬,陈建勋,杨阳.探索式与利用式技术创新及其平衡的效应分析[J].管理世界,2012,(3):96-112.
[13]王凤彬,郑腾豪,刘刚.企业组织变革的动态演化过程——基于海尔和IBM纵向案例的生克化制机理的探讨[J].中国工业经济,2018,(6):174-192.
[14]张远飞,贺小刚,连燕玲.“富则思安”吗?——基于中国民营上市公司的实证分析[J].管理世界,2013,(7):130-144.
[15]朱恒源,杨斌.战略节奏[M].北京:机械工业出版社,2018.
[16]庄学敏.基于华为的战略转型分析[J].科研管理,2017,(2):144-152.
[17]Alhaddad,S.,and T.Kotnour.Integrating the Organizational Change Literature:A Model for Successful Change[J].Journal of Organizational Change Management,2015,28(2):234-262.
[18]Ancona,D.,and C.L.Chong.Entrainment:Pace,Cycle,and Rhythm in Organizational Behavior[J].Research in Organizational Behavior,1996,18(3):251-284.
[19]Bartunek,J.M.,and R.W.Woodman.Beyond Lewin:Toward a Temporal Approximation of Organization Development and Change[J].Annual Review of Organizational Psychology&Organizational Behavior,2015,2(1):157-182.
[20]Benner,M.J.,and M.L.Tushman.Exploitation,Exploration,and Process Management:The Productivity Dilemma Revisited[J].Academy of Management Review,2003,28(2):238-256.
[21]Birkinshaw,J.,and K.Gupta.Clarifying the Distinctive Contribution of Ambidexterity to the Field of Organization Studies[J].Academy of Management Perspectives,2013,27(4):287-298.
[22]Bushe,G.R.Appreciative Inquiry:Theory and Critique[A].Bojo,D.,B.Burnes,and J.Hassard(Eds.)The Routledge Companion to Organizational Change[C].Oxford,UK:Routledge.2011.
[23]Crossan,M.M.,H.W.Lane,and R.E.White.An Organizational Learning Framework:From Intuition to Institution[J].Academy of Management Review,1999,24(3):522-537.
[24]Dunlap-Hinkler,D.,M.Kotabe.,and R.Mudambi.A Story of Breakthrough versus Incremental Innovation:Corporate Entrepreneurship in the Global Pharmaceutical Industry[J].Strategic Entrepreneurship Journal,2010,4(2):106-127.
[25]Feldman,M.S.,and B.T.Pentland.Reconceptualizing Organizational Routines as a Source of Flexibility and Change[J].Administrative Science Quarterly,2003,48(1):94-118.
[26]Gibson,C.B.,and J.Birkinshaw.The Antecedents,Consequences,and Mediating Role of Organizational Ambidexterity[J].Academy of Management Journal,2004,47(2):209-226.
[27]Gupta,A.K.,K.G.Smith,and C.E.Shalley.The Interplay between Exploration and Exploitation[J].Academy of Management Journal,2006,49(4):693-706.
[28]Jing,R.,and H.V.D.Ven.A Toward a Chance Management View of Organizational Change[J].Management&Organization Review,2018,14(1):1-18.
[29]Khanagha,S.,H.Volberda,and I.Oshri.Business Model Renewal and Ambidexterity:Structural Alteration and Strategy Formation Process during Transition to a Cloud Business Model[J].R&D Management,2014,44(3):322-340.
[30]Kollmann,T.,and C.St觟ckmann.Filling the Entrepreneurial Orientation-Performance Gap:The Mediating Effects of Exploratory and Exploitative Innovations[J].Entrepreneurship Theory and Practice,2014(5):1001-1026.
[31]Kunisch,S.,J.Bartunek,J.Mueller,J.,and Q.N.Huy.Time in Strategic Change Research[J].Academy of Management Annals,2017,11(2):1005-1064.
[32]Lavie,D.,U.Stettner,and M.L.Tushman.Exploration and Exploitation Within and Across Organizations[J].Academy of Management Annals,2010,4(1):109-155.
[33]Lewin,K.Frontiers in Group Dynamics Concept,Method and Reality in Social Science;Social Equilibria and Social Change[J].Human Relations,1947,1(1):5-41.
[34]Levinthal,D.A.,and J.G.March.The Myopia of Learning[J].Strategic Management Journal,1993,14(S2):95-112.
[35]Marshak,R.J.,and G.R.Bushe.Revisioning Organization Development[J].Journal of Applied Behavioral Science,2009,45(3):348-368.
[36]Mathias,B.D.,A.F.Mckenny,and T.R.Crook.Managing the Tensions between Exploration and Exploitation:The Role of Time[J].Strategic Entrepreneurship Journal,2017,12(2):1-19.
[37]Mcnally,R.C.,E.Cavusgil,and R.J.Calantone.Product Innovativeness Dimensions and Their Relationships with Product Advantage,Product Financial Performance,and Project Protocol[J].Journal of Product Innovation Management,2010,27(7):991-1006.
[38]Morris,M.H.,and J.D.Trotter.Institutionalizing Entrepreneurship in a Large Company:A Case Study at AT&T[J].Industrial Marketing Management,1990,19(2):131-139.
[39]O’Reilly,C.A.,and M.L.Tushman.Ambidexterity as a Dynamic Capability:Resolving the Innovator’s Dilemma[J].Research in Organizational Behavior,2007,(28):185-206.
[40]Palmer,I.,and R.Dunford.Conflicting Uses of Metaphors:Reconceptualizing Their Use in the Field of Organizational Change[J].Academy of Management Review,1996,21(3):691-717.
[41]Pandza,K.,and R.Thorpe.Creative Search and Strategic Sense-making:Missing Dimensions in the Concept of Dynamic Capabilities[J].British Journal of Management,2009,20(S1):S118-S131.
[42]Peng,D.X.,R.G.Schroeder,and R.Shah.Linking Routines to Operations Capabilities:A New Perspective[J].Journal of Operations Management,2008,26(6):730-748.
[43]Pérez-Nordtvedt,L.,G.T.Payne,and J.C.Short.An Entrainment-Based Model of Temporal Organizational Fit,Misfit,and Performance[J].Organization Science,2008,19(5):785-801.
[44]Purser,R.E.,and J.Petranker.Unfreezing the Future Exploring the Dynamic of Time in Organizational Change[J].Journal of Applied Behavioral Science,2005,41(2):182-203.
[45]Salvato,C.,and C.Rerup.Routine Regulation:Balancing Conflicting Goals in Organizational Routines[J].Administrative Science Quarterly,2017,63(1):170-209.
[46]Simsek,Z.,C.Heavey,J.F.Veiga,and D.Souder.A Typology for Aligning Organizational Ambidexterity’s Conceptualizations,Antecedents,and Outcomes[J].Journal of Management Studies,2009,46(5):864-894.
[47]Smith,W.K.,and M.L.Tushman.Managing Strategic Contradictions:A Top Management Model for Managing Innovation Streams[J].Organization Science,2005,16(5):522-536.
[48]Teece,D.J.Dynamic Capabilities:Routines versus Entrepreneurial Action[J].Journal of Management Studies,2012,49(8):1395-1401.
[49]Wallman,J.P.An Examination of Peter Drucker’s Work from An Institutional Perspective:How Institutional Innovation Creates Value Leadership[J].Journal of the Academy of Marketing Science,2009,37(1):61-72.
(1)任何一条增长曲线都会滑过抛物线的顶点(增长的极限),持续增长的秘密是在第一条曲线消失之前开始一条新的S曲线。在这时,时间、资源和动力都足以使新曲线度过它起初的探索挣扎的过程。
(2)朱恒源和杨斌(2018)把企业根据产品市场变化和发展的要求,动态调整自己的行为,积累自己能力的举措,称为战略节奏。
(1)二元期间实质上也是组织在两种战略模式中进行选择的阶段。本文借用迈克尔·波特(1989)在《竞争战略》中提出的“徘徊其间”(Stuck in the Middle)概念,以揭示二元期间的本质。
(1)华为的战略变革时间模式分析内容可见《中国工业经济》网站(http://www.ciejournal.org)公开附件。
(2)与Simsek et al.(2009)的周期二元性(Cyclical Ambidexterity)有区别,后者指“在一个子系统内部顺时追求探索与利用”,其基础理论即间断平衡。相同之处是均为描述一种周期性组织行为,不同之处在于对二元行为在一个周期内的路径的刻画。
(1)Feldman and Pentland(2003)指出,在同一组织中的一些惯例是会轻易改变的,而另一些则不然。这种发生变革的差异性更多地是和惯例的内部动态性相关。
(1)黑格尔在《逻辑学》中提出哲学上辩证法的三大规律:对立统一规律、质量互变规律、否定之否定规律。