| 复杂情境下企业主导逻辑构建与更新路径研究 |
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| 引用本文： | 郭小超,姜宇婷,张强,张生太,崔敏杰.复杂情境下企业主导逻辑构建与更新路径研究[J].科研管理,2023,44(1):100-113. |
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| 作者姓名： | 郭小超 姜宇婷 张强 张生太 崔敏杰 |
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| 作者单位： | 1.北京邮电大学经济管理学院，北京100088；
2.内蒙古工业大学经济管理学院，内蒙古 呼和浩特010051 |
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| 基金项目： | 国家社会科学基金重大项目:“平台企业治理研究”（21&ZD134）；国家自然科学基金项目:“不连续性创新的主导逻辑及其影响机制研究”（71962027）；国家自然科学基金项目:“主导逻辑的形成及其对商业模式创新的实现机理与作用机制研究”（72162028）；国家自然科学基金项目:“知行之为合一并进：意义建构对企业创新能力的作用机理研究”（72262025）。 |
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| 摘 要： | 激烈的市场竞争与多样化的客户需求促使企业不断转变经营方式与思路，以应对动荡市场环境。在此背景下，企业如何处理好复杂情境与战略选择之间的适配关系，从而构建新型主导逻辑以指导资源配置成为突破发展瓶颈的关键。本研究从组织惯例适应性变革视角出发，选取伊利自1996年上市以来的企业数据为案例研究对象，借助扎根理论析出企业发展过程中的三种主导逻辑类型，并厘清不确定环境下企业主导逻辑构建及更新路径。研究发现：第一，基于情境变化的组织惯例启示面的形成代表组织将情境解读和内化的过程，是推动企业构建差异化主导逻辑的根源；第二，组织惯例启示面和执行面随环境变化进行适应性变革是组织突破主导逻辑路径依赖、消除执行鸿沟，实现新型主导逻辑动态构建及更新的关键；第三，环境压力与机会窗口为主导逻辑的生成与更新提供了情境需求，促使企业逐步构建了“市场拓展型主导逻辑—品牌引领型主导逻辑—联盟创新型主导逻辑”的多逻辑体系。本文研究结论解构了复杂情境下企业主导逻辑构建与更新的路径，并且为主导逻辑领域研究提供了具有启发性的研究视角。
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| 关 键 词： | 主导逻辑 组织惯例适应性变革 扎根理论 乔亚方法 案例研究 |
| 收稿时间： | 2022-05-29 |
| 修稿时间： | 2022-10-28 |
Research on the construction and renewal path of enterprisedominant logic under complex situations |
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| Guo Xiaochao,Jiang Yuting,Zhang Qiang,Zhang Shengtai,Cui Minjie.Research on the construction and renewal path of enterprisedominant logic under complex situations[J].Science Research Management,2023,44(1):100-113. |
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| Authors: | Guo Xiaochao Jiang Yuting Zhang Qiang Zhang Shengtai Cui Minjie |
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| Abstract: | Fierce market competition and diversified customer needs prompt enterprises to constantly change their operating methods and ideas to cope with the volatile market environment. In this context, how enterprises deal with the adaptation relationship between complex situations and strategic choices, so as to construct a new dominant logic to guide resource allocation has become the key to break through the development bottleneck. Throughout the domestic enterprise development course, Yili, Haier, M-Grass covered all the enterprises in the face of the market changes to strategic transformation so as to achieve leapfrog development, such as Yili Milk in the face of the domestic liquid milk market distance when change the original development ideas, the line imported for a way to exploit the normal temperature milk business, thus achieving a substantial increase in profit margins. The fundamental reason lies in the fact that enterprises can adjust and change their development ideas and directions in time to adapt to environmental changes. Corporate strategic transformation or organizational change is a complex process in which the original development logic of an enterprise is abandoned and retained, and the new logic is established and consolidated. Therefore, an enterprise needs to extend the original behavior and practice reasonably based on its own situation and establish a series of dynamic continuous behaviors to achieve change. And, how to deal with the adaptation relationship between the environment and the dominant logic in the highly uncertain environment has become a key problem to be solved urgently in the field of organization and management. |
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| Keywords: | dominant logic adaptive change of organizational practice grounded theory Gioia Methodology case study |
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