發(fā)布時間：2018-06-23 20:42

  本文選題：組織政治氛圍 + 組織創(chuàng)新��； 參考：《山東大學(xué)》2017年博士論文

【摘要】：組織政治氛圍(organizational political climate)指組織成員對組織內(nèi)發(fā)生自利且缺乏組織認可的行為的共同感知(sharedperceptions)。組織政治氛圍越濃厚,說明企業(yè)中發(fā)生自利且缺乏組織認可的行為的程度越高。作為與組織政治(organizational politics)密切相關(guān)的特定組織氛圍(focused/facet-specific climate),組織政治氛圍被以往學(xué)者劃歸為一種消極氛圍。在一些學(xué)者看來,相較于積極組織氛圍(例如創(chuàng)新氛圍)對組織結(jié)果產(chǎn)生的正向作用,包括組織政治氛圍在內(nèi)的消極組織氛圍所產(chǎn)生的負面影響可能更為顯著而深遠。因此,深入理解組織政治氛圍的本質(zhì)和影響機制等問題,有利于指導(dǎo)企業(yè)預(yù)防或應(yīng)對組織政治氛圍可能帶來的不良影響。在我國,人際交往重視"關(guān)系"和"人情",社會中的官僚色彩仍較為濃重。相應(yīng)地,我國企業(yè)管理者在決策上容易存在"人治主義"和"偏私主義"的傾向。這些社會文化與管理方式上的特點,可能更容易為政治氛圍的生成提供先天土壤。這進一步表明,加強組織政治氛圍相關(guān)研究,對我國企業(yè)管理實踐來說具有相當(dāng)?shù)谋匾�性和指�?dǎo)意義。遺憾的是,盡管組織政治和組織氛圍是組織管理研究的兩個重要領(lǐng)域,但作為二者交叉課題的組織政治氛圍研究卻仍處于起步階段,相關(guān)文獻十分有限。其中,將組織政治氛圍作為主要解釋變量的實證研究更為匱乏。此外,現(xiàn)有研究聚焦于組織政治氛圍對個體態(tài)度或行為的影響,缺乏對組織政治氛圍與公司層變量之間關(guān)系的探索。組織創(chuàng)新和組織績效一直是學(xué)界和實踐界重點關(guān)注的企業(yè)結(jié)果變量。以往諸多研究對二者的影響因素進行過探索,并取得豐富結(jié)論。但是,過往研究多從積極角度分析提高組織創(chuàng)新和組織績效的前因變量,忽略了對消極影響因素的重視。雖然組織政治氛圍被一些學(xué)者劃歸為消極氛圍,但它是否確實會對組織創(chuàng)新及組織績效都帶來不良影響,尚缺乏實證上的檢驗和支持。鑒于上述分析,為彌補研究薄弱環(huán)節(jié),本研究從知識基礎(chǔ)觀和社會交換理論出發(fā),探究組織政治氛圍對組織創(chuàng)新和組織績效的影響,并分析相關(guān)作用機理。具體來說,討論以下幾個問題:首先,組織政治氛圍對組織創(chuàng)新和組織績效分別會產(chǎn)生何種影響。需要指出的是,本研究中采用組織創(chuàng)新的雙元模型定義,將組織創(chuàng)新分為技術(shù)創(chuàng)新(technologicalinnovation)和管理創(chuàng)新(administrativeinnovation)兩類1。其次,組織政治氛圍通過何種中介機制影響組織創(chuàng)新和組織績效。根據(jù)文獻回顧和理論演繹,將具體探討共享愿景和知識分享的中介作用。第三,組織政治氛圍與組織創(chuàng)新、組織績效之間的關(guān)系是否會受到情境因素的影響,即環(huán)境競爭性是否在組織政治氛圍影響組織創(chuàng)新和組織績效的過程中起著調(diào)節(jié)作用。為檢驗與上述問題相關(guān)的研究假設(shè),采用問卷調(diào)查方法對我國多個省市的企業(yè)進行了隨機調(diào)研。問卷由企業(yè)高層高層管理者(不包含CEO)進行填答,最終獲得包含235家企業(yè)相關(guān)數(shù)據(jù)的有效樣本,樣本企業(yè)在年齡、規(guī)模、行業(yè)分布和性質(zhì)等方面都具有一定的廣泛性。實證檢驗結(jié)果顯示:1.組織政治氛圍會對技術(shù)創(chuàng)新和管理創(chuàng)新兩類組織創(chuàng)新以及組織績效都產(chǎn)生顯著的消極影響,同時會給共享愿景和知識分享也都帶來直接的負面作用。這一結(jié)果說明組織政治氛圍確實會對企業(yè)產(chǎn)生廣泛而深遠的影響,同時為政治氛圍是一種消極氛圍的論點提供了經(jīng)驗證據(jù)。2.共享愿景和知識分享在組織政治氛圍影響組織創(chuàng)新和組織績效的過程中起著中介作用。具體結(jié)論包括:(1)知識分享在組織政治氛圍和技術(shù)創(chuàng)新之間,組織政治氛圍與管理創(chuàng)新之間,以及組織政治氛圍與組織績效之間均起著中介作用,——即組織政治氛圍首先會削弱企業(yè)內(nèi)部的知識分享水平,進而對組織創(chuàng)新和組織績效帶來負面影響。(2)組織政治氛圍除了會直接影響知識分享,還會通過共享愿景影響知識分享,即共享愿景在組織政治氛圍和知識分享之間起著部分中介作用。組織政治氛圍會通過損害組織成員之間的共享愿景給企業(yè)內(nèi)部的知識分享帶來消極作用。(3)組織政治氛圍會依次通過共享愿景和知識分享影響到企業(yè)的組織創(chuàng)新(技術(shù)創(chuàng)新和管理創(chuàng)新)與組織績效。上述這些結(jié)論揭示了組織政治氛圍影響組織創(chuàng)新和組織績效的作用"黑箱",強調(diào)企業(yè)要想提高創(chuàng)新水平、獲得良好績效,必須充分重視知識資源在企業(yè)內(nèi)部的分享。同時說明,企業(yè)內(nèi)部的知識分享情況與企業(yè)成員之間能否形成共同的愿景密切相關(guān)。而要想通過共享愿景加強知識分享,首先要求企業(yè)營造良好的工作氛圍,包括避免形成濃厚的組織政治氛圍。3.環(huán)境競爭性在組織政治氛圍影響組織創(chuàng)新和組織績效的過程中起著調(diào)節(jié)作用。具體來說,環(huán)境競爭性越高,知識分享對組織創(chuàng)新和組織績效的促進作用越明顯。這一結(jié)果有助于了解組織政治氛圍的作用邊界,凸顯了知識分享在幫助企業(yè)應(yīng)對激烈競爭環(huán)境時的重要作用。4.此外,盡管未在假設(shè)中提及,但考慮到以往研究中將組織創(chuàng)新視作組織績效的重要影響因素,本研究在實證部分附加檢驗了組織創(chuàng)新和組織績效之間的關(guān)系。結(jié)果發(fā)現(xiàn),技術(shù)創(chuàng)新和管理創(chuàng)新都對組織績效具有顯著的正向作用,但二者交互項與組織績效呈負相關(guān)關(guān)系。這一實證結(jié)果有利于幫助我們深入了解中國情境下技術(shù)創(chuàng)新和管理創(chuàng)新在企業(yè)中發(fā)揮的實際效果。綜上所述,本研究證實了組織政治氛圍在企業(yè)經(jīng)營發(fā)展過程中會對組織創(chuàng)新和組織績效產(chǎn)生消極影響,并且揭示了相關(guān)作用機制,有助于加深對組織政治氛圍影響過程和作用邊界的理解。本文不僅豐富了組織政治氛圍的相關(guān)研究,增強了研究薄弱環(huán)節(jié),并且拓展了組織政治、組織氛圍、組織績效、組織創(chuàng)新等多個研究領(lǐng)域的相關(guān)文獻。相關(guān)結(jié)論不僅為后續(xù)研究提供了一定的理論基礎(chǔ),也為管理者提供了實踐啟示和指導(dǎo)。
[Abstract]:The organizational political atmosphere (organizational political climate) refers to the common sense (sharedperceptions) that organizes members' self - interest and lack of organizational approval (sharedperceptions). The more political atmosphere in the organization, the higher the degree of self-interest and lack of organizational recognition in the enterprise. As an organization politics (organizational Polit) ICs) the closely related specific organizational climate (focused/facet-specific climate), the organizational political atmosphere has been classified as a negative atmosphere by the previous scholars. In the opinion of some scholars, the positive effect of the positive organization atmosphere (such as the atmosphere of innovation) on the results of the organization, including the negative organizational atmosphere, including the organizational political atmosphere, is produced. The negative influence may be more significant and far-reaching. Therefore, the deep understanding of the essence and the influence mechanism of the organization's political atmosphere will help guide the enterprises to prevent or cope with the adverse effects that the organizational political atmosphere may bring. In our country, the interpersonal relationship pays much attention to the "relationship" and "human feelings", and the bureaucratic color in the society is still strong. Accordingly, I The state enterprise managers tend to have the tendency of "rule of man" and "favoritism" in decision-making. The characteristics of these social culture and management ways may be more likely to provide the innate soil for the formation of the political atmosphere. This further indicates that it is necessary to strengthen the research on the organizational political atmosphere of the organization, which is quite necessary for the management practice of our country. It is regrettable that although organizational and organizational climate is the two important field of organizational management research, the research on organizational and political atmosphere of the two cross subjects is still in its infancy, and the relevant literature is very limited. The existing research focuses on the influence of organizational political atmosphere on individual attitude or behavior, and lacks the exploration of the relationship between organizational political atmosphere and corporate level variables. Organizational innovation and organizational performance have always been the result variables of the enterprise and the practice circles. The past many studies have explored the influence factors of the two, and made a lot of research. However, in the past, many studies have analyzed the antecedents of improving organizational innovation and organizational performance from a positive perspective and ignored the importance of negative impact factors. Although the organizational political atmosphere has been classified as a negative atmosphere by some scholars, it does not have a positive effect on organizational innovation and organizational performance. In view of the above analysis, in order to make up for the weak link of the research, this study, starting from the knowledge base view and social exchange theory, explores the influence of organizational political atmosphere on organizational innovation and organizational performance, and analyzes the related mechanism. In particular, the following questions are discussed: first, organizational political atmosphere is organized and organized for organizational innovation and organization. It is necessary to point out that the dual model definition of organizational innovation is adopted in this study, and organizational innovation is divided into two categories: technical innovation (technologicalinnovation) and management innovation (administrativeinnovation). What intermediary mechanism of organizational political atmosphere affects organizational innovation and organizational performance. According to the literature review and theoretical deduction, the intermediary role of shared vision and knowledge sharing will be discussed. Third, whether the relationship between organizational political atmosphere and organizational innovation and organizational performance will be influenced by situational factors, that is, whether environmental competitiveness is regulated in the process of organizational innovation and organizational performance in the organizational political atmosphere. In order to test the hypothesis related to the above problems, a questionnaire survey method was used to investigate the enterprises in many provinces and cities in China. The questionnaire was answered by the senior managers of the enterprises (not including CEO), and finally got the effective samples containing 235 enterprise related data. The sample enterprise was in age, scale, industry distribution and nature. The empirical results show that the 1. organizational political atmosphere has a significant negative impact on the organizational innovation and organizational performance of the two types of organizational innovation and management innovation, and will also bring a direct negative effect on the shared vision and knowledge sharing. This result shows that the organizational political atmosphere is true. It will have a broad and far-reaching impact on the enterprise, while providing empirical evidence of.2. sharing vision and knowledge sharing in the process of organizational innovation and organizational performance in the organizational political atmosphere. The specific conclusions include: (1) knowledge sharing in the organizational political atmosphere and technology creation. There is an intermediary role between organizational political atmosphere and management innovation, and between organizational political atmosphere and organizational performance. That is, organizational political atmosphere will weaken the level of knowledge sharing within the enterprise, and bring negative influence on organizational innovation and organizational performance. (2) organizational political atmosphere will affect the knowledge division directly. Sharing vision affects knowledge sharing, which means that shared vision plays a part of mediating role between organizational political atmosphere and knowledge sharing. The organizational political atmosphere will bring negative effects on knowledge sharing within the enterprise by damaging the shared vision among the members of the organization. (3) the organizational political atmosphere will be shared by the shared vision and knowledge in turn. Knowledge sharing affects organizational innovation (technological innovation and management innovation) and organizational performance. These conclusions reveal the role of "black box" in organizational and organizational innovation and organizational performance. It emphasizes that enterprises want to improve the level of innovation and achieve good performance, and must pay full attention to the sharing of knowledge resources within the enterprise. It shows that the knowledge sharing within the enterprise is closely related to the formation of a common vision between the members of the enterprise. In order to strengthen knowledge sharing through the shared vision, the enterprise should first be required to create a good working atmosphere, including avoiding the formation of a strong organizational and political atmosphere, and the.3. environment is competitive in organizational and political atmosphere that affects organizational innovation and innovation. The higher the organizational performance is, the more competitive the environment is, the more obvious the knowledge sharing promotes organizational innovation and organizational performance. This result helps to understand the role of organizational political atmosphere, and highlights the important role of knowledge sharing in helping enterprises to cope with the fierce competition environment.4.. It is not mentioned in the hypothesis, but considering the importance of organizational innovation as an important factor in organizational performance in previous studies, this study examines the relationship between organizational innovation and organizational performance in the empirical part. The results show that both technological innovation and management innovation have significant positive effects on organizational performance, but the interaction and group of the two parties and groups are significant. This empirical result helps us to understand the practical effects of technological innovation and management innovation in the enterprise in China. To sum up, this study confirms that organizational political atmosphere has a negative impact on organizational innovation and organizational performance in the process of business development and reveals that it has a negative effect on organizational innovation and organizational performance. The relevant mechanism of action helps to deepen the understanding of the influence process and the boundary of the organizational political atmosphere. This article not only enriches the related research on the organizational political atmosphere, strengthens the weak link of the research, and expands the related literature of the organization politics, the organization atmosphere, the organizational performance, the organization creation and so on. It provides a theoretical basis for further research and provides practical inspiration and guidance for managers.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2017
【分類號】：F272.92

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