组织变革路径及影响因素研究——基于国企与民企的案例对比

Research on the Path and Influencing Factors of Organizational Change:Comparison of Cases Based on SOE and PE

不同所有制的企业在实现组织变革绩效中遵循了相同的变革逻辑,但会做出差异化的路径选择。本研究采用案例研究方法,针对两个同行业不同所有制的企业,根据Lewin的组织变革三阶段模型展开对比研究分析。研究发现:国有企业在实现组织变革绩效中更愿意采用"先立后破"的守业型变革路径,同时依赖外部咨询的力量拉动变革;民营企业更擅于采用"边立边破"的进取型变革路径,同时对外部咨询"工具化"使用。这种变革路径的差异源于国企与民企在权力结构/决策机制、人力资源管理、领导风格、外部咨询使用等因素方面的不同。

Enterprises of different ownership follow the same logic of change in transformation,but would choose differentiated change paths.In this study,a comparative case study method is applied to analyze two enterprises of different ownership in the same industry based on Lewin＇s three-stage model of organizational change.The study finds that the state-owned enterprise（SOE）tends to adopt the path of＂destruction＂after＂construction＂.SOE would choose a more conservative change path and rely on the external consultancy to drive the change.A private enterprise（PE）is more willing to adopt the path of＂destruction＂with ＂construction＂,prefers a more progressive change path and just regards the external consultancy as tools.The difference in the change path results from power structure,decision-making mechanism,human resource management,leadership style and the use of external consultancy.