| 关系网络对组织韧性的影响——双元创新的中介作用 |
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| 引用本文： | 张梦桃,张生太.关系网络对组织韧性的影响——双元创新的中介作用[J].科研管理,2022,43(7):163-170. |
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| 作者姓名： | 张梦桃 张生太 |
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| 作者单位： | 北京邮电大学 经济管理学院，北京100876 |
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| 基金项目： | 国家自然科学基金项目：“移动社交网络微信的知识传播机理研究”(71571022,2016.01—2019.12)； |
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| 摘 要： | 在市场环境以VUCA特征为未来发展“新常态”下，“黑天鹅”和“灰犀牛”事件的频发改变了企业原有的商业模式和组织型态，能否在不利事件的冲击下形成韧性并逆势成长，成为企业存活并转危为机的关键。现有研究对于组织韧性的形成机制缺乏关注，本文基于关系网络理论，探讨了关系网络（组织内关系网络和组织间关系网络）与组织韧性的关系，验证了双元创新的中介作用。实证研究结果表明：组织内关系网络和组织间关系网络与组织韧性呈正向关系；组织内关系网络正向影响利用性创新，组织间关系网络正向影响探索性创新；利用性创新在组织内关系网络和组织韧性之间起部分中介作用；探索性创新在组织间关系网络和组织韧性之间起部分中介作用。本文从重视构建组织关系网络、激发员工创新的角度提出管理建议。
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| 关 键 词： | 关系网络 利用性创新 探索性创新 组织韧性 |
| 收稿时间： | 2021-09-07 |
| 修稿时间： | 2022-01-10 |
The effect of relationship network on organizational resilience: The mediating role of ambidextrous innovation |
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| Zhang Mengtao,Zhang Shengtai.The effect of relationship network on organizational resilience: The mediating role of ambidextrous innovation[J].Science Research Management,2022,43(7):163-170. |
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| Authors: | Zhang Mengtao Zhang Shengtai |
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| Institution: | School of Economics and Management, Beijing University of Posts and Telecommunications, Beijing 100876, China; |
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| Abstract: | Under the "new normal" of future development with the characteristics of VUCA in the market, the frequent occurrence of "black Swan" and "gray rhino" events has changed the original business model and organizational type of enterprises. Whether enterprises can form resilience and grow against the trend under the impact of adverse events has become the key to their survival and turning crisis into opportunities. Despite the potential threats posed by adversity, highly capable teams and other relational systems embedded in organizations can generate positive outcomes and facilitate a return to (or improvement upon) the status quo.
In view of the lack of attention paid to the formation mechanism of organizational resilience in current empirical studies, this paper explores the internal mechanism of relationship network and organizational resilience from both intra-organizational and inter-organizational perspectives. By the establishment of the structural equation model, this paper discusses whether and how relationship network affects organizational resilience. Specifically, we investigated the mediating role of dual innovation (exploratory innovation and exploitative innovation) in the relationship between relationship network and organizational resilience. Questionnaire surveys were conducted among companies in Beijing, Tianjin and Hebei to serve as an empirical sample. SPSS and AMOS were conducted to test the hypotheses.
The empirical analysis results show that intra-organizational and inter-organizational relationship networks are positively correlated with organizational resilience. Intra-organizational relationship network positively affects exploitative innovation and inter-organizational relationship network positively affects exploratory innovation. Exploitive innovation plays a partially mediating role between intra-organizational relationship network and organizational resilience. Exploratory innovation partially mediates the relationship between interorganizational network and organizational resilience. The results reveal the role of dual innovation (exploratory innovation and exploitative innovation) in the relationship network (intra-organizational relationship network and inter-organizational relationship network) on organizational resilience. Our research findings have not only made contributions to the studies on the relation among the relationship network, dual innovation, organizational resilience, but also have practical significance for business managers effectively improving organizational resilience.
Our findings contribute to the practice of management in several ways. Firstly, managers should coordinate the relationship between network organization members, to create conditions for coordination and communication within the organization departments, to promote the sharing of information. In addition, managers should pay attention to the building of relationship network between organizations, actively mobilize non-market resources and win the support of stakeholders, in order to establish the channels to obtain heterogeneous resources organization members, the opportunity to contact new external knowledge. Secondly, managers can comprehensively consider and coordinate the key role of exploratory innovation and exploitative innovation in the development of enterprises. Managers should provide professional technology, equipment and other support for employees, and give appropriate external incentives to encourage employees to participate in exploitative innovation activities such as expanding existing markets, utilizing existing resources and improving existing technologies. In addition, while encouraging employees to carry out exploratory innovation activities, managers should give them sufficient support and enough psychological security, so as to create a good organizational innovation atmosphere for employees and alleviate their behavioral concerns caused by risk avoidance in exploratory innovation activities. |
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| Keywords: | relationship network exploitative innovation exploratory innovation organizational resilience |
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