国有企业如何实现文化传承?——基于中航光电的案例研究

How State-owned Enterprises Realize Cultural Transmission?A Case Study of JONHON

企业文化的有效传承有助于加强员工对企业的认同并促进企业战略的形成与实施。然而,目前国有企业文化的传承还存在着一些阻碍因素,如何引导年轻员工充分理解和认同企业文化并进一步在工作岗位中践行,是当前企业文化发展面临的挑战。基于社会学习理论和吸引—选择—损耗模型,以中航光电为研究对象,通过单案例研究方法,探索了国有企业文化传承的影响因素和过程机制。研究发现,中航光电针对国有企业自身特点扬长避短,搭建出一套有效影响文化传承的要素,包括领导引领作用(以身作则、聆听声音、培育人才)和人力资源制度的强化(选人、培养、考评、薪酬),并逐一分析了这两项要素对文化传承表现形式(文化内涵认同、文化内涵践行、全员文化共建、部门文化联动)的影响机制(柔性感染和刚性强化)。研究结果对现有组织文化理论、社会学习理论和吸引—选择—损耗模型进行了拓展,可为企业文化的建设与发展提供参考。

The transmission of organizational culture strengthens employees'organizational identification and promotes strategy formulation and implementation.However,some factors have constrained China's state-owned enterprises from transmitting its culture.It is especially challenging to socialize organizational culture with new members.Drawing on social learning theories and the attraction-selection-attrition model,we explore how a highly representative corporate—JONHON transmits its culture through an in-depth single case study.Based on interviews and secondary data,we find that JONHON generates a set of effective carriers,including the leader's guiding effects(leader modeling,gaining feedback from employees,and internal cultivation)and human resource practices(recruiting,training,evaluation,and remuneration).Moreover,we find that the transmission of JONHON's culture is mainly manifested in four aspects:Identifying with culture,putting culture into practice,co-constructing culture,and employing culture to link departments by two mechanisms(soft infection and rigid reinforcement).We discuss how this study contributes to the literature on organizational culture,social learning theories and the attraction-selection-attrition model,and its implications for cultural creation and development.