企业组织惯性的形成及其对绩效的作用机制研究
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摘要
当前中国经济正处于转型时期,在维持稳定性、协调性和持续性的基础上实现产业结构调整或升级,转变经济增长方式是我国经济发展的重大战略问题。针对企业管理实践而言,在原来国有企业体制下形成的管理理念和思维模式、制度安排、经营模式等成功经验已经都不能适应市场竞争的客观要求,甚至成为企业成长和发展的制约因素。在企业经营环境已经发生转变的背景下,无论是重组之后的国有企业还是新兴的民营企业,突破过时的体制和制度束缚,推动制度创新、管理创新以及技术创新,已成为提高企业市场竞争力、获取长期竞争优势的当务之急。
二十世纪90年代以来,企业经营环境的变迁表现出明显的不连续性。当技术或市场发生突变时,许多优秀企业的成功经验变成历史包袱,对环境变化的反应滞后,难以及时、迅速地做出调整,最终走向衰败或被迫从市场竞争中退出。追溯改革开放以来中国企业成长和发展的历程,一大批知名企业,·如巨人、秦池、三株、德隆等曾经辉煌一时,但却在很短的时期内便销声匿迹,其衰败速度非常惊人。许多企业由于不能应对环境变迁带来的冲击而失去原有的竞争优势地位,这在商业领域中几乎已经成为一种普遍规律。企业失去竞争优势而走向衰败的根源究竟是什么?希尔与琼斯教授在他们的著作《战略管理》中明确地提出,组织惯性是导致企业不能适应环境变化的深层次原因。
组织惯性是企业管理研究领域中的一个前沿问题,组织惯性问题一直倍受重视,但是有关企业组织惯性研究仍非常有限。在此背景下,本论文试图通过构建组织惯性的分析框架,为相关理论研究和企业经营实践提供参考,这也是论文选题的目的所在。论文在结构安排上共分为八章,具体内容如下：
第一章为绪论部分,主要论述了本文的研究背景、研究目的与理论意义,研究方法、研究的总体框架和具体内容,同时介绍了研究的创新点与不足之处。
第二章为文献综述部分。首先通过理论追溯和文献回顾,界定组织惯性的内涵、惯性大小的决定因素。在此基础上,本文从静态和动态的角度区分了企业组织惯性的两种基本形态：惯性和动量。在本章的最后部分,归纳了以往组织惯性研究取得的进展,同时指出了研究现状的不足与有待进一步研究的问题。
第三章在分析组织惯性来源、不同层面表现的基础上,详细地讨论了企业组织惯性的动因。组织惯性的来源相当广泛,几乎涉及组织中的所有构成要素或行为。针对组织惯性的动因问题,当前的研究在理论观点上仍不能形成统一的看法,其根本原因是没有对组织惯性进行细分。本章通过归纳组织惯性的来源,分析不同层面上的组织惯性的表现,探索组织惯性形成的根源。具体而言,本文从组织内部和外部两方面就组织惯性的来源问题进行了阐释。其中,资产专用性、能力或知识的重复使用、组织文化的规范和辐射作用、组织制度与惯例、委托代理关系是组织惯性的内部来源；企业所处环境中的法规管制、产业政策等是组织惯性的外部来源；其次,本章从企业战略、组织运作和外部关系层面考察了组织惯性的具体表现,为进一步探究组织惯性的成因奠定了基础；最后,本章将组织惯性的成因归为三个方面：内部限制、外部压力和企业行动选择上的限制。
第四章讨论的是组织惯性的形成机制。在企业组织中不同层面上的要素或子系统,其改变难度存在着非常明显的差异。本文以此为依据,构建了企业组织惯性的层级结构模型,从组织文化、个体认知和群体认知、资源及组织结构等四个方面切入,对组织惯性的形成机制进行深入探讨。本文认为,第一,组织文化惯性在本质上是企业价值观一元性特质的表现。如果组织文化成为过时价值假设的保护伞,组织成员就难以产生质疑和重塑组织的信仰体系的内在动机,那么组织文化造成的惯性就成为抵制变革的力量；第二,企业发展的认知惯性是指企业组织成员,尤其是企业管理者形成的僵化的心智模式,以过时的经营假设和策略应对变化了的市场环境,不能超越既有的认知框架,受制于那些不再有价值的经营策略和经营方式,对有关变化的信息缺乏关注,在企业内部不鼓励创新,过分强调控制和服从；第三,结构惯性是指组织为追求效率经常会制定各种规则、程序与控制系统,组织成员在处理日常例行事务均会遵循操作系统的规则而不断重复运作,将会形成作业标准化的惯性而束缚组织适应环境变化的能力。第四,资源惯性是指公司为某项技术、产品进行资源投入之后,这项投资方案就会把公司战略锁定,当市场环境发生改变,要求企业必须彻底改变核心能力的培育方向时,企业资源的使用方式也可能无法改变。
第五章讨论了组织惯性的效用具有两面性。当外部环境相对稳定时,组织惯性能够促进企业运行的效率,从而能够提升企业绩效；但如果外部环境发生突变,组织惯性就会表现出抵制组织变革的特征,从而导致企业不能适应环境而绩效下降。
第六章详尽地探讨了在稳定条件下组织惯性的增强机制、动态环境下组织惯性的弱化机制以及基于双重性组织结构的协调框架等问题。组织惯性协调的契机主要来源于外在环境变化对组织造成的压力,特别是组织陷入危机的情况下,组织需要进行根本性的转型。组织运作的稳定性倾向决定其大多数时期都是以渐进式变革在保证一定运行效率的前提之下进行持续地改进,但这也会造成动态意义上组织惯性。在组织设计上,协调组织惯性的可行选择是构建双重性结构,保证企业在采用新技术、开拓新业务时不受原有技术、经营策略及文化等因素的影响。
第七章为企业组织惯性形成的前因及其对企业绩效的作用机制研究。本章首先在文献分析的基础上构建了组织惯性的前因及作用机制模型,接着采用结构方程模型对该模型进行了验证。研究结果表明：组织惯性对企业绩效的影响作用并不是一个简单线性的关系,环境变迁的动态性在组织惯性与企业绩效之间发挥着显著的调节作用。这同时也验证了本文所提出的组织惯性协调观点是具有较为充分的科学性。
第八章为主要研究结论和启示部分,是对全文主要研究结论的概括和总结,并且指出了一些未来的研究方向。
本论文主要从在以下三个方面进行了理论创新尝试：
1、在已有研究成果的基础上,论文构建了一个较为完整的企业组织惯性研究的理论框架。从组织惯性的内涵、基本形态、成因、形成机制、协调机制以及对绩效的作用机制等方面,系统地研究组织惯性问题。本文从这些方面进行了综合地研究,形成了组织惯性研究的一个完整体系。
2、本研究以企业行为理论、组织学习理论、战略管理理论以及制度经济学等为基础,通过整合形成了一个分析组织惯性的概念模型,扩展了种群生态学者Hannan & Freeman提出的结构惯性理论。本文通过种群生态学中环境决定企业生存的前提假设进行放松,所构建的企业组织惯性理论框架具有更广泛的解释力。
3、本研究以组织的不同子系统或要素之间惯性强度的差异为标准,构建起一个以文化惯性、认知惯性、资源惯性及结构惯性为层级顺序的组织惯性的层级模型,能够较为全面地解释企业组织惯性的形成过程。
4、本研究围绕组织惯性的效用的两面性,从组织变革的策略选择、组织设计等多层面对组织惯性的协调问题进行了深入探讨。研究发现,当外部环境处于相对稳定状态时,企业可以运用组织惯性的自我增强机制使惯性得到强化,以此促进企业运行的效率；而在环境的突变时期,企业需要通过实施根本性变革,使组织和环境重新取得适应和一致。在制度层面,企业可以采用双重性组织设计,设立自主事业部门进行创新活动,保证企业现有业务稳定经营的前提下,确保新业务的开拓、新技术的采用不受原有经营战略、技术及文化等因素的影响。
Now Chinese economy is undergoing transformation period, thus how to adjust industrial structure or upgrade on the basis of strengthening stability, coordination and sustainability and transform the pattern of economic growth is related to the economic development strategy of our country. For the practice of firm management, the pattern and thoughts of management,institutional system and business models, successful experiences under state-owned enterprises, have can not adapt to the market competition environment, even as the obstacles the enterprise growth and development. In the background of transformed enterprise management environment, the restructured state-owned enterprise and emerging private enterprises both should discard obsolete system and propel institution and institutional innovation and management innovation and technological innovation, improving market competitiveness has become and gaining long-term competitive advantage have been the essential task.
Since the 1990s of twentieth century, business environment show no continuity. When technology or market demand mutated, successful experience of excellent enterprise turned into history burden and the reaction and organizational change lag to rapid changing environment and finally firm decay or was forced to withdraw from the market competition. Since China's reform and opening, recalling the enterprise development process, a large number of famous enterprises, such as the giant, QinChi, slender, deron, etc, disappeared in a very short period of time. The declining speed is amazing. Many enterprises have losed the competitive advantage because of the impact of climate change in the business sector, which is almost has become a universal law. What is the root of competitive advantage loss for enterprise competition? Professor Hill and Jones in their works in the strategy management identify that the organizational inertia is the underlying reason that firm cannot adapt to new environment.
Organizational inertia is one research field of enterprise management and a frontier problem, but the research related to enterprise organization is still very limited. In this background, this doctoral dissertation tries to build a theoretical framework for organizational inertia and provide reference for business operation. The structural arrangement of the doctoral dissertation has eight chapters and the specific content is as follows:
The first chapter is introduction of the whole content, mainly describing the research background, research objective and theoretical significance, research methods, the research framework and specific content, and displaying the innovative point and deficiencies.
The second chapter is the part of literature review. Firstly, through literature review and theoretical tracing, the connotation of organizational inertia is defined and determinant factors of inertia level is discussed. On this basis, according to the static and dynamic aspects, the two basic forms of enterprise organizational inertia are inertia and momentum. In this chapter, the previous research of organizational inertia and the research status is summarized and problems to be studied further are pointed out.
In third chapter, based on the analysis of the sources for organizational inertia and its representation at different level, the drivers for enterprise organizational inertia is studied thoroughly. Sources of organizational inertia are quite widespread, almost all organizational elements or behavior involved. About the drivers for formation process of organizational inertia, theoretical viewpoint of current research is still unified because on organizational inertia is not subdivided effectively.In this chapter, through analyzing the sources of organizational inertia at different level the root of the organizational inertia is explored. Specifically, this dissertation explains the sources of organizational inertia from both internal and external sides. Among them, the asset specificity, ability or knowledge reuse, norms and radiation of organizational culture, institutional structure design and routine, the principal-agent relationship is the source of internal organizational inertia.The regulatory and industry policies is the external sources of organizational inertia; Secondly, from.three aspects of enterprise strategy, organization operation and external relations this chapter inspects the manifestation of the organizational inertia and lay a foundation for further exploration of organizational inertia, finally, this dissertation attributes drivers of organizational inertia to three aspects:internal restrictions, external pressure and restrictions on selection of action plan.
In the fourth chapter, the formation mechanism of organizational inertia is studied. For organizations elements or subsystem in different levels, its change speed is very obvious difference. By this standard, a class model of organizational inertia is constructed in this section. From the organizational culture and individual and group cognition, resources and organization structure, the formation mechanisms of organizational inertia are discussed. Firstly, the essence of cultural inertia is the unitary characteristics of core value. If the organization culture become the umbrella of obsolete value, members would not generate motivation to query the assumptions and reshape the belief systems of organization, then organization culture becomes the inertial force boycotting change; Secondly, the cognitive inertia is mental models with rigid management hypothesis during grow and development of the enterprise.Especially, the unvalued business strategy and outdated business value in changing market environment cannot transcend the fixed cognitive framework, ignoring the information about external changes. In organization, the behavior of innovation is not encouraged and the control and obedience is emphasized; Thirdly, the structural inertia refers to that organization often set rules, procedures and control system for pursuing efficiency. Organization members in handling routine affairs following the operation rules and repeated operation will form the inertia of standard operation and constraint organization adapting to environmental change; Fourthly, resources inertia refers to that the company will be locked when technology and product resources was invested, even if the changing market environment requests the enterprise thoroughly to alter the direction of cultivating core competence, the deploying pattern of enterprise resource may not change.
In the fifth chapter, the two sides of organizational inertia effect is discussed. When the external environment is relative stable, organizational inertia can promote the efficiency of the enterprises and elevate enterprise operating performance. But if the external environment appears mutates, organizational inertia will boycott organizational change and reduce enterprise performance because organization can not adapt to the environment.
In the sixth chapter, this section discusses that firm can use enhancement mechanisms in the stability condition and the weakening mechanisms in dynamic environment and the dual structural frame to coordinate organizational inertia. Coordinating organizational inertia need to use opportunity in the external environment that causes pressure. Organization will make fundamental transformation under the condition of crisis. Organization prefers stability and apt to incremental 1 change in order to guarantee efficiency by continuous improvement, but it can also cause dynamic organizational inertia—momentum. In organization design, feasible selection for coordinating organizational inertia is autonomous institutions, which can guarantee the enterprises adopt new technology and development in new business with no relation to the original technical, business strategy and cultural factors.
In the seventh chapter, antecedents of organization inertia and its interaction mechanism on enterprise performance was explored. Mechanism model of organizational inertia is constructed based on the analysis of the analysis before using structural equation model and the model is validated. The results show that: the correlation between organizational inertia and enterprise performance is not a simple linear relationship. The dynamic change of environment plays a significant moderating role. This is also verified.
In the eighth chapter, this part is main research results and the enlightenment. Some direction for future research is pointed out.
The doctoral dissertation has four innovation points:
1. Based on of existing research results, this paper builds up a relatively complete theoretical framework of organizational inertia. From the organization of the connotation, basic forms of inertia, formation mechanism and transcend mechanism, etc. Based on the comprehensive studies, a complete system of organizational inertia is formed.
2. In this study, the firm behavior theory, organizational learning theory, path dependence theory is organically integrated together, forming a conceptual model of the system of organizational inertia. The study is to relax and expand theoretical assumptions of environmental determinism in structure inertia theory of Hannan and Freeman. The theoretical framework of the organizational inertia has stronger power of explanation.
3. In this research, the different subsystem or elements of organization have different intensity of inertia and by this way a hierarchy model of organizational inertia is set up. From strong to the weak, the order is cultural inertia, cognitive inertia, resources inertia and structural inertia. This model can exhaustively explain the formation process of organizational inertia.
4. The study on dual effect organizational inertia, from the strategy choice and the organizational change, how to coordinate organizational inertia is discussed. The study found that when the external environment is relatively stable state, firm may use the self-reinforcing mechanism of organizational inertia to strengthen the inertia, promoting the efficiency of enterprise operation.And in the mutating environment, enterprise need fundamental change to make organization and environment fit and consistent. In the system design, the enterprise can adopt ambidexter organization design, establish autonomous institutions to guarantee the firm developing existing activities under the premise of stable business operation and simultaneously searching for new business, new technology separating from the original operation strategy, technology and cultural factors.
二十世纪90年代以来,企业经营环境的变迁表现出明显的不连续性。当技术或市场发生突变时,许多优秀企业的成功经验变成历史包袱,对环境变化的反应滞后,难以及时、迅速地做出调整,最终走向衰败或被迫从市场竞争中退出。追溯改革开放以来中国企业成长和发展的历程,一大批知名企业,·如巨人、秦池、三株、德隆等曾经辉煌一时,但却在很短的时期内便销声匿迹,其衰败速度非常惊人。许多企业由于不能应对环境变迁带来的冲击而失去原有的竞争优势地位,这在商业领域中几乎已经成为一种普遍规律。企业失去竞争优势而走向衰败的根源究竟是什么?希尔与琼斯教授在他们的著作《战略管理》中明确地提出,组织惯性是导致企业不能适应环境变化的深层次原因。
组织惯性是企业管理研究领域中的一个前沿问题,组织惯性问题一直倍受重视,但是有关企业组织惯性研究仍非常有限。在此背景下,本论文试图通过构建组织惯性的分析框架,为相关理论研究和企业经营实践提供参考,这也是论文选题的目的所在。论文在结构安排上共分为八章,具体内容如下：
第一章为绪论部分,主要论述了本文的研究背景、研究目的与理论意义,研究方法、研究的总体框架和具体内容,同时介绍了研究的创新点与不足之处。
第二章为文献综述部分。首先通过理论追溯和文献回顾,界定组织惯性的内涵、惯性大小的决定因素。在此基础上,本文从静态和动态的角度区分了企业组织惯性的两种基本形态：惯性和动量。在本章的最后部分,归纳了以往组织惯性研究取得的进展,同时指出了研究现状的不足与有待进一步研究的问题。
第三章在分析组织惯性来源、不同层面表现的基础上,详细地讨论了企业组织惯性的动因。组织惯性的来源相当广泛,几乎涉及组织中的所有构成要素或行为。针对组织惯性的动因问题,当前的研究在理论观点上仍不能形成统一的看法,其根本原因是没有对组织惯性进行细分。本章通过归纳组织惯性的来源,分析不同层面上的组织惯性的表现,探索组织惯性形成的根源。具体而言,本文从组织内部和外部两方面就组织惯性的来源问题进行了阐释。其中,资产专用性、能力或知识的重复使用、组织文化的规范和辐射作用、组织制度与惯例、委托代理关系是组织惯性的内部来源；企业所处环境中的法规管制、产业政策等是组织惯性的外部来源；其次,本章从企业战略、组织运作和外部关系层面考察了组织惯性的具体表现,为进一步探究组织惯性的成因奠定了基础；最后,本章将组织惯性的成因归为三个方面：内部限制、外部压力和企业行动选择上的限制。
第四章讨论的是组织惯性的形成机制。在企业组织中不同层面上的要素或子系统,其改变难度存在着非常明显的差异。本文以此为依据,构建了企业组织惯性的层级结构模型,从组织文化、个体认知和群体认知、资源及组织结构等四个方面切入,对组织惯性的形成机制进行深入探讨。本文认为,第一,组织文化惯性在本质上是企业价值观一元性特质的表现。如果组织文化成为过时价值假设的保护伞,组织成员就难以产生质疑和重塑组织的信仰体系的内在动机,那么组织文化造成的惯性就成为抵制变革的力量；第二,企业发展的认知惯性是指企业组织成员,尤其是企业管理者形成的僵化的心智模式,以过时的经营假设和策略应对变化了的市场环境,不能超越既有的认知框架,受制于那些不再有价值的经营策略和经营方式,对有关变化的信息缺乏关注,在企业内部不鼓励创新,过分强调控制和服从；第三,结构惯性是指组织为追求效率经常会制定各种规则、程序与控制系统,组织成员在处理日常例行事务均会遵循操作系统的规则而不断重复运作,将会形成作业标准化的惯性而束缚组织适应环境变化的能力。第四,资源惯性是指公司为某项技术、产品进行资源投入之后,这项投资方案就会把公司战略锁定,当市场环境发生改变,要求企业必须彻底改变核心能力的培育方向时,企业资源的使用方式也可能无法改变。
第五章讨论了组织惯性的效用具有两面性。当外部环境相对稳定时,组织惯性能够促进企业运行的效率,从而能够提升企业绩效；但如果外部环境发生突变,组织惯性就会表现出抵制组织变革的特征,从而导致企业不能适应环境而绩效下降。
第六章详尽地探讨了在稳定条件下组织惯性的增强机制、动态环境下组织惯性的弱化机制以及基于双重性组织结构的协调框架等问题。组织惯性协调的契机主要来源于外在环境变化对组织造成的压力,特别是组织陷入危机的情况下,组织需要进行根本性的转型。组织运作的稳定性倾向决定其大多数时期都是以渐进式变革在保证一定运行效率的前提之下进行持续地改进,但这也会造成动态意义上组织惯性。在组织设计上,协调组织惯性的可行选择是构建双重性结构,保证企业在采用新技术、开拓新业务时不受原有技术、经营策略及文化等因素的影响。
第七章为企业组织惯性形成的前因及其对企业绩效的作用机制研究。本章首先在文献分析的基础上构建了组织惯性的前因及作用机制模型,接着采用结构方程模型对该模型进行了验证。研究结果表明：组织惯性对企业绩效的影响作用并不是一个简单线性的关系,环境变迁的动态性在组织惯性与企业绩效之间发挥着显著的调节作用。这同时也验证了本文所提出的组织惯性协调观点是具有较为充分的科学性。
第八章为主要研究结论和启示部分,是对全文主要研究结论的概括和总结,并且指出了一些未来的研究方向。
本论文主要从在以下三个方面进行了理论创新尝试：
1、在已有研究成果的基础上,论文构建了一个较为完整的企业组织惯性研究的理论框架。从组织惯性的内涵、基本形态、成因、形成机制、协调机制以及对绩效的作用机制等方面,系统地研究组织惯性问题。本文从这些方面进行了综合地研究,形成了组织惯性研究的一个完整体系。
2、本研究以企业行为理论、组织学习理论、战略管理理论以及制度经济学等为基础,通过整合形成了一个分析组织惯性的概念模型,扩展了种群生态学者Hannan & Freeman提出的结构惯性理论。本文通过种群生态学中环境决定企业生存的前提假设进行放松,所构建的企业组织惯性理论框架具有更广泛的解释力。
3、本研究以组织的不同子系统或要素之间惯性强度的差异为标准,构建起一个以文化惯性、认知惯性、资源惯性及结构惯性为层级顺序的组织惯性的层级模型,能够较为全面地解释企业组织惯性的形成过程。
4、本研究围绕组织惯性的效用的两面性,从组织变革的策略选择、组织设计等多层面对组织惯性的协调问题进行了深入探讨。研究发现,当外部环境处于相对稳定状态时,企业可以运用组织惯性的自我增强机制使惯性得到强化,以此促进企业运行的效率；而在环境的突变时期,企业需要通过实施根本性变革,使组织和环境重新取得适应和一致。在制度层面,企业可以采用双重性组织设计,设立自主事业部门进行创新活动,保证企业现有业务稳定经营的前提下,确保新业务的开拓、新技术的采用不受原有经营战略、技术及文化等因素的影响。
Now Chinese economy is undergoing transformation period, thus how to adjust industrial structure or upgrade on the basis of strengthening stability, coordination and sustainability and transform the pattern of economic growth is related to the economic development strategy of our country. For the practice of firm management, the pattern and thoughts of management,institutional system and business models, successful experiences under state-owned enterprises, have can not adapt to the market competition environment, even as the obstacles the enterprise growth and development. In the background of transformed enterprise management environment, the restructured state-owned enterprise and emerging private enterprises both should discard obsolete system and propel institution and institutional innovation and management innovation and technological innovation, improving market competitiveness has become and gaining long-term competitive advantage have been the essential task.
Since the 1990s of twentieth century, business environment show no continuity. When technology or market demand mutated, successful experience of excellent enterprise turned into history burden and the reaction and organizational change lag to rapid changing environment and finally firm decay or was forced to withdraw from the market competition. Since China's reform and opening, recalling the enterprise development process, a large number of famous enterprises, such as the giant, QinChi, slender, deron, etc, disappeared in a very short period of time. The declining speed is amazing. Many enterprises have losed the competitive advantage because of the impact of climate change in the business sector, which is almost has become a universal law. What is the root of competitive advantage loss for enterprise competition? Professor Hill and Jones in their works in the strategy management identify that the organizational inertia is the underlying reason that firm cannot adapt to new environment.
Organizational inertia is one research field of enterprise management and a frontier problem, but the research related to enterprise organization is still very limited. In this background, this doctoral dissertation tries to build a theoretical framework for organizational inertia and provide reference for business operation. The structural arrangement of the doctoral dissertation has eight chapters and the specific content is as follows:
The first chapter is introduction of the whole content, mainly describing the research background, research objective and theoretical significance, research methods, the research framework and specific content, and displaying the innovative point and deficiencies.
The second chapter is the part of literature review. Firstly, through literature review and theoretical tracing, the connotation of organizational inertia is defined and determinant factors of inertia level is discussed. On this basis, according to the static and dynamic aspects, the two basic forms of enterprise organizational inertia are inertia and momentum. In this chapter, the previous research of organizational inertia and the research status is summarized and problems to be studied further are pointed out.
In third chapter, based on the analysis of the sources for organizational inertia and its representation at different level, the drivers for enterprise organizational inertia is studied thoroughly. Sources of organizational inertia are quite widespread, almost all organizational elements or behavior involved. About the drivers for formation process of organizational inertia, theoretical viewpoint of current research is still unified because on organizational inertia is not subdivided effectively.In this chapter, through analyzing the sources of organizational inertia at different level the root of the organizational inertia is explored. Specifically, this dissertation explains the sources of organizational inertia from both internal and external sides. Among them, the asset specificity, ability or knowledge reuse, norms and radiation of organizational culture, institutional structure design and routine, the principal-agent relationship is the source of internal organizational inertia.The regulatory and industry policies is the external sources of organizational inertia; Secondly, from.three aspects of enterprise strategy, organization operation and external relations this chapter inspects the manifestation of the organizational inertia and lay a foundation for further exploration of organizational inertia, finally, this dissertation attributes drivers of organizational inertia to three aspects:internal restrictions, external pressure and restrictions on selection of action plan.
In the fourth chapter, the formation mechanism of organizational inertia is studied. For organizations elements or subsystem in different levels, its change speed is very obvious difference. By this standard, a class model of organizational inertia is constructed in this section. From the organizational culture and individual and group cognition, resources and organization structure, the formation mechanisms of organizational inertia are discussed. Firstly, the essence of cultural inertia is the unitary characteristics of core value. If the organization culture become the umbrella of obsolete value, members would not generate motivation to query the assumptions and reshape the belief systems of organization, then organization culture becomes the inertial force boycotting change; Secondly, the cognitive inertia is mental models with rigid management hypothesis during grow and development of the enterprise.Especially, the unvalued business strategy and outdated business value in changing market environment cannot transcend the fixed cognitive framework, ignoring the information about external changes. In organization, the behavior of innovation is not encouraged and the control and obedience is emphasized; Thirdly, the structural inertia refers to that organization often set rules, procedures and control system for pursuing efficiency. Organization members in handling routine affairs following the operation rules and repeated operation will form the inertia of standard operation and constraint organization adapting to environmental change; Fourthly, resources inertia refers to that the company will be locked when technology and product resources was invested, even if the changing market environment requests the enterprise thoroughly to alter the direction of cultivating core competence, the deploying pattern of enterprise resource may not change.
In the fifth chapter, the two sides of organizational inertia effect is discussed. When the external environment is relative stable, organizational inertia can promote the efficiency of the enterprises and elevate enterprise operating performance. But if the external environment appears mutates, organizational inertia will boycott organizational change and reduce enterprise performance because organization can not adapt to the environment.
In the sixth chapter, this section discusses that firm can use enhancement mechanisms in the stability condition and the weakening mechanisms in dynamic environment and the dual structural frame to coordinate organizational inertia. Coordinating organizational inertia need to use opportunity in the external environment that causes pressure. Organization will make fundamental transformation under the condition of crisis. Organization prefers stability and apt to incremental 1 change in order to guarantee efficiency by continuous improvement, but it can also cause dynamic organizational inertia—momentum. In organization design, feasible selection for coordinating organizational inertia is autonomous institutions, which can guarantee the enterprises adopt new technology and development in new business with no relation to the original technical, business strategy and cultural factors.
In the seventh chapter, antecedents of organization inertia and its interaction mechanism on enterprise performance was explored. Mechanism model of organizational inertia is constructed based on the analysis of the analysis before using structural equation model and the model is validated. The results show that: the correlation between organizational inertia and enterprise performance is not a simple linear relationship. The dynamic change of environment plays a significant moderating role. This is also verified.
In the eighth chapter, this part is main research results and the enlightenment. Some direction for future research is pointed out.
The doctoral dissertation has four innovation points:
1. Based on of existing research results, this paper builds up a relatively complete theoretical framework of organizational inertia. From the organization of the connotation, basic forms of inertia, formation mechanism and transcend mechanism, etc. Based on the comprehensive studies, a complete system of organizational inertia is formed.
2. In this study, the firm behavior theory, organizational learning theory, path dependence theory is organically integrated together, forming a conceptual model of the system of organizational inertia. The study is to relax and expand theoretical assumptions of environmental determinism in structure inertia theory of Hannan and Freeman. The theoretical framework of the organizational inertia has stronger power of explanation.
3. In this research, the different subsystem or elements of organization have different intensity of inertia and by this way a hierarchy model of organizational inertia is set up. From strong to the weak, the order is cultural inertia, cognitive inertia, resources inertia and structural inertia. This model can exhaustively explain the formation process of organizational inertia.
4. The study on dual effect organizational inertia, from the strategy choice and the organizational change, how to coordinate organizational inertia is discussed. The study found that when the external environment is relatively stable state, firm may use the self-reinforcing mechanism of organizational inertia to strengthen the inertia, promoting the efficiency of enterprise operation.And in the mutating environment, enterprise need fundamental change to make organization and environment fit and consistent. In the system design, the enterprise can adopt ambidexter organization design, establish autonomous institutions to guarantee the firm developing existing activities under the premise of stable business operation and simultaneously searching for new business, new technology separating from the original operation strategy, technology and cultural factors.
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