关于组织弹性的再思考--以ZARA品牌运营为例

企业内部的管理活动与创新活动以共同的组织资源为基础,具有不同的组织目标、组织流程与组织文化。当企业发展到一定规模或阶段时,两种活动之间必然存在紧张的关系与冲突。在同一组织内部,如何协调管理活动与创新活动,实现管理效率与创新效率的协同整合,是摆在企业面前的一个现实问题。本文提出组织弹性的新内涵,即组织弹性是通过有效协调内外运行机制,灵活配置、整合内外资源要素与组织结构,追求运营管理活动和商业模式创新、技术创新、管理创新活动的协同与融合能力。结合ZARA品牌运营的案例,探索实现组织弹性的方式,旨在协调管理活动与创新活动的紧张关系与冲突,实现管理效率与创新效率的协同整合。

On the basis of common organizational resources, management activities and innovation activities within the enterprise have different organizational objectives, processes and cultures. When an enterprise develops to a certain scale or stage, there must be tense relations and clashes between the two activities. It is a realistic question about how to realize the integration of management efficiency and innovation efficiency by coordinating managerial activities and innovation activities. This ar- ticle advances the new connotation of organizational resilience which is the ability of pursuit of synergy and integration be- tween activities of operational management and activities of mechanism model innovation, technological innovation and managerial innovation by effectively coordinating internal and external operating mechanisms, flexibly configuring and in- tegrating resources or organizational structure. Combining ZARA case, this article explores the mechanisms of realizing or- ganizational resilience in order to coordinate the tense relations and clashes between management activities and innovation activities as to realize the integration of management efficiency and innovation efficiency.