组织即兴视角下的企业危机修复机理研究
郭小超1,2，贺紫薇2，张强2，张生太1，文宗川2
（1.北京邮电大学 经济管理学院，北京100876；
2.内蒙古工业大学 经济管理学院，内蒙古 呼和浩特010051)
摘要：组织内外部环境的动态变化导致危机事件频发，企业如何快速响应突变情境解决危机修复问题受到学术界和实践界的高度关注。本文以伊利集团作为案例研究对象，分析其在面临新冠疫情危机和三聚氰胺危机时的行为特征，基于组织即兴视角探究危机情境下企业如何开展组织即兴活动，揭示企业危机修复的实现机理。研究发现：（1）危机压力是刺激企业采取组织即兴行为并实现危机修复的关键诱因，其诱发企业通过立即反应与意图创造的协同推动危机修复的实现。立即反应与意图创造反映了企业的组织即兴过程，是即兴行为开展的具体体现；（2）立即反应过程是企业实现危机修复的微观机制，这一过程体现了组织对情境理解并内化的实现机理，是企业开展行动的逻辑基础；（3）在管理者认知驱动下采取的意图创造活动是企业危机修复的关键环节，其通过创造活动构建新的资源架构以适应情境变化实现企业危机修复。
关键词：危机修复；组织即兴；立即反应；意图创造
主要研究结论：第一，危机压力是刺激企业采取组织即兴行为并实现危机修复的关键诱因，其诱发企业通过立即反应与意图创造的协同推动危机修复的实现。危机情境下企业面临较大的不确定性，通过立即反应与意图创造的二者协同，企业能够依据动态情境变化及时调整策略以弥补计划与情境特需解决方案之间的鸿沟。具体而言，危机事件会使企业面临严重的危机压力进而影响其正常的运营状态，在此情境下，管理者需要审视内外部情境的变化，有效配置自身注意力更新管理者认知，进而以全新的认知模式指导企业有意识地开展创新工作，针对性地通过资源编排活动改变原有资源架构缓解危机压力。
第二，立即反应过程是企业实现危机修复的微观机制，能够体现组织对情境进行理解并内化的过程机理，是企业开展行动的逻辑基础。危机具有很强的不确定性，其带来的情境变化使得企业无法依据原有组织惯例采取响应措施，在这一背景下，管理者通过“感知-注意-判断”的注意力配置过程对突发情境做出立即反应。具体而言，管理者在危机情境下基于企业自身能力与资源对内外部环境进行感知，注意到影响危机决策的相关信息并做出判断，以此构建全新的管理者认知指导企业行动。在此过程中，管理者作为企业活动的引导者发挥着重要作用，其借助自身经验及对情境的快速感知能力，迅速掌握危机事件的整体发展趋势并为企业未来发展提供新方向。
第三，在管理者认知驱动下采取的意图创造活动是企业实现危机修复的关键环节。危机压力下企业通过资源编排进行意图创造，借助创新活动针对性地缓解危机压力。具体而言，在意图创造过程中，企业在管理者“感知-注意-判断”的认知驱动下把握机遇并整合现有资源，通过“资源结构化-资源重组-资源利用”的资源编排过程建立新的资源架构以适应新情境。在此过程中，企业依据全新认知模式针对焦点事件实施差异化的资源编排活动，有效整合部门资源并开展创新活动以恢复正常运营状态和关系状态从而修复危机。
Research on the enterprise crisis repair mechanism from the perspective of organizational improvisation
Guo Xiaochao1,2, He Ziwei2, Zhang Qiang2, Zhang Shengtai1, Wen Zongchuan2
(1. School of Economics and Management, Beijing University of Posts and Telecommunications, Beijing 100876, China;
2. School of Economics and Management, Inner Mongolia University of Technology, Hohhot 010051, Inner Mongolia, China)
Abstract:With the increasingly complex and changeable internal and external environment of the organization, the dissemination of crisis information has the characteristics of diffusion and openness. The frequency of crises ranges from accidental to normal, from original to derivative. A crisis event may trigger a series of secondary crises, making it difficult for enterprises to repair crisis. For example, the new mobile phone products launched by Samsung caused accidental explosions due to hidden battery safety problems. The rapid spread of the incident through the media and public opinion seriously affected the normal sales of other series of the brand. For example, Toyota was also reported by the media for airbags. There are flaws and they are collectively questioned by the public, and the public trust in the brand has dropped sharply. Sudden crisis events not only cause huge damage to the operation capacity of enterprises, but also have incalculable negative effects on the reputation and image of enterprises. The COVID-19 epidemic crisis has made it difficult for many companies to maintain normal business activities, and some even face bankruptcy crisis, which is undoubtedly a huge test for enterprises. How to quickly respond to sudden changes and solve the crisis repair problem has attracted great attention from the academic and practical circles. Based on the perspective of organizational improvisation, this paper took Yili Group as the case study object, analyzed its behavior characteristics in the face of COVID-19 epidemic crisis and melamine crisis, explored how enterprises carry out organizational improvisation activities under the crisis situation based on organizational improvisation theory, and revealed the realization mechanism of enterprise crisis repair.
The findings of this research are as follows: firstly, crisis pressure is the key incentive to stimulate enterprises to take organizational improvisation and realize crisis repair, which induces enterprises to promote the realization of crisis repair through the synergy of "letting go" and "making do". The "letting go" and "making do" reflect the organizational improvisation process of enterprises, which is the concrete embodiment of impromptu behavior. Under the crisis situation, enterprises are faced with great uncertainty. Through the cooperation of "letting go" and "making do", strategies can be adjusted in time according to the situation changes to make up for the gap between the plan and the special situation solutions.
Secondly, the "letting do" is the microscopic mechanism for enterprises to realize crisis repair, which embodies the realization mechanism of organizations understanding and internalization of situations and is the logical basis for enterprises to carry out actions. Organizational crisis is highly uncertain, and the situational changes it brings make it impossible for enterprises to take response measures according to organizational practices. Under this background, enterprises can respond immediately to the situation changes brought by organizational crisis through the attention allocation process of "perception-attention-judgment".
Thirdly, the "making do" is driven by managers′ cognition is the key link for enterprises to realize crisis repair, and it constructs a new resource framework through creative activities to adapt to the situation changes and realize crisis repair. Under the pressure of crisis, enterprises will form brand-new cognitive patterns for different concerns according to the changes of external dynamic situations, implement differentiated resource arrangement activities, effectively integrate the resources of enterprise departments and carry out innovative activities to restore the normal operation state and relationship state so as to repair the crisis.
This paper discussed the process of organizing impromptu crisis repair through case analysis. Firstly, this study enriches the research perspective of crisis repair mechanism. Secondly, it perfects the concrete behavior connotation of organization improvisation. Finally, this study expands the situational analysis of organizational improvisation research. This paper reveals the changing process of enterprises cognition and action in crisis situation so as to clarify the internal mechanism of enterprise crisis repair based on organizational improvisation, perfect relevant theories of organizational improvisation, guides enterprises to quickly seize market opportunities and grow up in crisis situation, and provides theoretical and practical enlightenment for enterprises to deal with crisis events. In terms of management practice, enterprises need to update their decisions in real time according to the changes of situations in crisis situations，so as to guide themselves to integrate and utilize resources effectively, carry out innovative activities and make up the gap between strategies and situations in a timely manner in order to quickly mitigate the impact of the crisis on enterprises.
Key words:digital collection (DC); public awareness; policy norm; autonomous motivation; policy risk perceptioncrisis repair; organizational improvisation; letting go; making do
引用本文：郭小超,贺紫薇,张强,等.组织即兴视角下的企业危机修复机理研究[J].科研管理,2023,44(7):183-192.
转自：“科研管理”微信公众号
如有侵权，请联系本站删除！
