摘要
互联网转型是当前传统企业面临的重大组织变革,基于企业互联网转型的高风险和双重风险特征,本文通过4家企业的多案例研究,对企业互联网转型的战略风险识别与控制机制进行探讨。研究表明:企业互联网转型由突破组织惯性和形成新惯例两个阶段构成。前一阶段,企业面临的战略风险主要是模式、能力和资源的变异风险,企业通过组合变革、组合学习和组合重构形成风险控制机制,以降低突破组织惯性过程的风险;后一阶段,企业面临的战略风险主要是模式、能力和资源的适应风险,企业通过模式迭代匹配、能力迭代提升和资源迭代整合形成风险控制机制,以降低形成新惯例过程的风险。由此提出企业互联网转型的"组合—迭代"战略风险控制框架。这一研究一方面将战略风险引入到组织变革和组织惯性的讨论中,丰富了组织变革和组织惯性的研究视角;另一方面,通过对互联网转型情境下战略风险的探讨,拓展了战略风险领域对转型战略风险的讨论。研究结论对技术突变情境下的转型风险控制形成理论创新,对解决企业互联网转型面临的"转不好找死"的现实难题具有启示意义。
Internet-oriented transformation is the current major organizational change in the traditional enterprises. Based onthe high risk and dual risk characteristics of organizational transformation towards Internet form, this research conductsa multi-case study to explore strategic risk identification and control mechanisms. The results show that, organizationaltransformations towards Internetform consist of two stages, namely, breaking organizational inertia and reforming newroutine. In the former stage, strategic risk primarily consists of the mutation risk which results from changes of strategic mode, competence and resource. Firms can control it by means of combined renewal, learning and reconfiguration.While in the later, firms are faced with the adaptation risk, which results from the synergy between strategic mode, competence, resource and outer environment. Firms can apply an iterative and spiral pattern to control it. This research enriches organizational inertia study by introducing strategic risk control perspective. Meanwhile, it expands the strategic risk research on organizational change by exploring the dual characteristic of the strategic risk during organizational transformation towards Internet form. This paper also offers practical implications for the' playing with fire 'dilemma in Internet-oriented organizational transformation.
出处
《管理世界》
CSSCI
北大核心
2016年第2期133-148,188,共16页
Journal of Management World
基金
国家自然科学基金项目(71371198)
国家社会科学基金重大招标项目(14ZDA074)的资助
