基于组织文化结构和人格化代表理论的文化诊断及流变研究

A Study on the Diagnosis and Evolution of Organization Culture Based on Structure of Organization Culture and Personification Representative Theory

基于组织文化的结构理论和人格化代表的理论,从诊断文化的角度出发,提出三层面组织文化与其具有的柔性、刚性、一致性、友好性、激励性、公平性特征之间关系的假设。通过结构性访谈及试调研最终确定了量表,本文采用527个有效样本,运用结构方程模型发现:不同层面的组织文化显现不同文化特征;各层面文化显现出的不同文化特征存在差异;且不同层面文化显现的同一文化特征也存在差异。同时,提出推论:虽然理念、制度和个性分属于组织文化的不同层面,并有各自的人格化代表,但这三个层面的文化并非彼此独立的,而是有机结合在一起构成组织文化。文章最后还分析了不同层面文化冲突形成的六种代表性文化状态的特征以诊断企业文化。

Organizational innovation and change are becoming more important for a company to stay competitive in knowledge economy. Literature review shows that organizational culture is regarded as a strategic resource for competitiveness. Organizational culture changes throughout the corporate lifecycle. Some studies show that organizational culture is difficult to understand because it is dynamic. Therefore, it is important to understand how organizational culture changes in a dynamic environment. From theviewpoint of diagnosing and developing organizational culture, this paper proposes a theoretical model and basic hypotheses on the relationship between three-layer culture and six main characteristics including flexibility, rigidity, sociability, solidarity, impartiality, and prompting based on the framework of four-layer organizational culture, organizational culture changes, and people of different levels in an organization representing various layers organizational culture. According to in-depth interviews and a pretest with 289 middle and senior managers, an organization culture questionnaire is developed. Data were collected from 527 persons in 5 companies. The study uses SPSS and LISREL to analyze and ensure that the measurement scale of our developed questionnaire has met the reliability and validity requirements. To prove the validity of the proposed theoretical model, LISREL was used to optimize and modify the model. Our analysis results show that various characteristics of organizational culture emerge from different layers of organizational culture. Rigidity, solidarity and prompting emerge from the perspective layer of organizational culture. Impartiality, Solidarity and Flexibility emerge from the system layer of organizational culture. Sociability, Flexibility and Prompting emerge from the personality layer of organizational culture. The result also shows that characters emerge from the same layer of organizational culture. For instance, rigidity mainly emerges from the perspective layer of organizational culture. Impartiality mainly emerges from the system layer of organizational culture. Sociability mainly emerges from the personality layer of organizational culture. It is different that the same character of organizational culture emerges from various layers of organizational culture. Prompting emerges from the perspective layer of organizational culture more strongly than from the personality layer of organizational culture. Flexibility emerges from the personality layer of organizational culture more strongly from the personality layer of organizational culture. Solidarity emerges from the perspective layer of organizational culture more strongly than from the system layer of organizational culture. In summary, although people of different levels in an organization represent different layers of organizational culture, organizational culture can be represented in a three-layer structure. The relationship among layers is organic, systematic, and concurrent. The correlation between two layers is different. This paper further analyzes the characters of six cultural situations formed from the conflict among different layers of organization culture. The findings of this study have theoretical value and practical meaning in the area of organizational culture analysis.