摘要
本丈以“社会互依论”为参照理论，运用纵向案例研究方法分析了2000～2014年间研华科技公司中国大陆区线上与线下业务部门之间冲突的产生与演变过程，尝试探索组织中局部功能替代性部门间合作性与竞争性冲突产生的条件及其影响作用。研究发现，将合作视为“冲突的对立面”的理论认识存在偏颇，冲突并不仅仅产生于竞争的场合；组织中建立一个在功能上局部替代原有部门的新部门，会引发因功能互替而带来的竞争性冲突，其间也因组织有意识地引入价值共创机制而带来合作性冲突，且两类冲突会在多重因素交互作用下相互转化；对致力于引入局部功能替代部门的组织来说，竞争性冲突与合作性冲突可能同时存在于“切分蛋糕”和“做大蛋糕”过程中，组织不应简单地通过“分立”来避免此类冲突，而要利用商业价值活动的替代与互补使这种冲突保持在适度的建设性状态，以追求新建部门与既有部门的功能总效用最大化。
This paper presents a longitudinal case study of the dynamic evolution of Advantech's online and offline interdepartmental conflict from 2000 to 2014 according to social interdependence theory, to explore the conditions and influences of cooperative and competitive conflicts between two partial functional alternative departments. This study concludes that, cooperation is not just the opposite side of conflict, the establishment of a new department which is partial functional alternative of existing ones leads to competitive conflicts for functional substituted mutually, while resulting in both process gains and cooperative conflicts for organizational introducing interdependent cooperation and shared value consciously. With multiple factors working together, cooperative and competitive conflicts may turn into the other.For organizations, it 's possible that the two both exist in the process of' cut the cake 'and' make a bigger cake '.Instead of avoiding conflicts by simple separating, taking advantage of the alternative and complementary activities of value chain to balance cooperation and competition for getting a constructive conflict status would help maximum the total utility of the new department and the existing department.
出处
《管理世界》
CSSCI
北大核心
2015年第12期146-171,188,共26页
Journal of Management World
基金
中国人民大学科学研究项目重大基础研究计划"大型企业组织体制转型及路径创造研究"(批准号:13XNL004)的阶段成果
