工程项目组织的学习路径研究:依靠正式控制还是个人关系?

Learning by Formal Control Structures or Guanxi: Evidences from Chinese Engineering Project Partnerships

通过正式管控机制和个人关系都可以获取组织学习所需要的信息,但两者双管齐下是否仍然是有效的策略还缺乏理论和实证支持。为探讨正式管控机制和个人关系的共同使用对项目团队学习的影响,本文构建了不同类型正式控制结构、个人关系与不同类型学习绩效之间的理论框架,对建筑企业的221位项目经理进行了问卷调查。运用SPSS 22.0进行层次回归分析的研究结果表明,正式控制结构和个人关系都能促进工程项目团队的探索性学习(β>0.174,p<0.01),但个人关系对项目团队利用性学习的影响不显著:过程控制比结果控制具有更大的正向影响,且个人关系和过程控制对项目团队学习的影响存在着替代效应(–0.124<β<0,p<0.1)。综合来看,双管齐下的策略对探索性学习依然有效,但不利于利用性学习。

Through formal management mechanisms and Guanxi information needed for organizational learning can be obtained,but whether the two pronged approaches are still effective lacks theoretical and empirical support.To explore the impact of the joint use of formal management mechanisms and Guanxi on project team learning,a theoretical framework of different types of formal control structure,Guanxi and different types of learning performance are constructed.A questionnaire survey is conducted on 221 project managers of construction companies.The results of the hierarchical regression analysis using SPSS22.0 show that both formal control structure and Guanxi can promote the project team explorative learning(β>0.174,p<0.01),but Guanxi has no significant impact on project team exploitative learning:Process control has a greater positive effect than outcome control,and the effect of Guanxi and process control on project team learning has substitution effect(-0.124<β<0,p<0.1).In general,two pronged strategies of explorative learning are still valid,but are not conducive to exploitative learning.