危机情境下组织韧性形成过程研究:基于注意力配置视角

Research on the Formation Process of Organizational Resilience in Crisis Context:From the Perspective of Attention Allocation

组织韧性能够帮助企业度过危机、应对意外和实现成长,但危机情境下企业如何形成组织韧性的过程尚不明确。聚焦“危机情境下管理层的注意力配置如何影响组织韧性的形成”这一核心问题,通过归纳式案例研究方法,提出了一个组织韧性形成的过程模型。结果发现,在不同危机情境下,管理者的注意力配置焦点直接影响了企业战略变革重点及相应的资源配置,进而影响了企业的准备能力和适应能力,并由此形成了流程基础型、资源丰富型、韧性聚焦型3种不同类型的组织韧性,最终实现了企业在危机后的恢复与成长。

The external environment changes rapidly and crisis events occur frequently,which reveals that the variability,uncertainty,complexity and fuzziness of the external environment has become a normal state.In this normal situation,whether enterprises can form organizational resilience has become the key to the survival and growth of enterprises.Organizational resilience refers to the organization’s special ability to prepare,adapt and learn from threats or adverse events(including sudden and serious adverse events),so that the organization can quickly and flexibly respond to the crisis and recover from it,even surpass survival and promote greater success.Organizational resilience is similar to dynamic abilities such as perception ability and learning ability,but it is different.Firstly,organizational resilience is accompanied by crisis events,so crisis is the key reason why organizational resilience becomes necessary.Secondly,resilience tends to fit the physical concept of"elasticity"and change in response to changes in external interference.The internal core characteristics are mainly"recovery"and"rebound".In crisis situations,organizational resilience can help enterprises survive the crisis,deal with accidents and achieve growth,while sudden crisis events will break the existing attention allocation of managers.In fact,attention allocation will affect the understanding of enterprise managers on the characteristics and attributes of the external environment,which determines how enterprises respond to environmental changes.In this case,the existing literature still lacks sufficient attention to how the manager’s attention allocation affects the formation of organizational resilience to deal with crisis changes,and the process of how enterprises form organizational resilience is not clear.Based on this,this paper attempts to answer the following research questions:how does the attention allocation of management affect the formation of organizational resilience in crisis context?In view of this research problem,this paper selects Ningbo Cixing Co.,Ltd.as the case study object,through the inductive case study method,makes a specific analysis of its response to three different crisis events from 2003 to 2020,and identifies the managers’attention allocation and the corresponding formation mechanism of organizational resilience under different crisis context,a process model for the formation of microstructure resilience is proposed.The results show that,the focus of managers’attention allocation in different crisis context directly drives the behavior of enterprise strategic change and the corresponding resource allocation,and then affects the formation of organizational resilience.Secondly,through the two dimensions of readiness and adaptability,enterprises have formed three different organizational resilience:process foundation,rich resources and resilience focus.This study provides theoretical contribution and management enlightenment.Firstly,it analyzes the influence of attention allocation on the formation process of organizational resilience,which can contribute to the research gap of how to affect the formation of organizational resilience in cognition.Secondly,it deconstructs the formation mechanism of organizational resilience from the two aspects of preparation ability and adaptability,complements the relevant research on the resilience allocation matrix,and enriches the research of organizational resilience from a dynamic perspective.This study shows that in the crisis context,enterprises should quickly find breakthrough opportunities according to the specific crisis context,refocus their attention,and build different organizational resilience according to the type of crisis,so as to accurately formulate strategies and flexibly allocate resources to survive the crisis and realize the sustainable development of enterprises.