战略变革情境中的组织多层级悖论网构建--基于经典扎根理论的研究

The construction of organizational multi-level paradox network in the context of strategic change:A study based on classical grounded theory

战略变革情境中充斥着各种悖论问题,这些悖论问题相互交错、影响、撬动、传递,形成复杂、混沌的战略变革情境特征,增加了决策者剥离情境探寻制定新战略根源性依据的难度,使得归纳各悖论之间链接规律并系统性刻画战略变革情境成为迫切需求.加上悖论在非变革情境下往往呈隐匿状态,不易被识别,而在战略变革情境中呈凸显状态,容易被识别,因此战略变革情境为系统探究悸论及相互链接关系提供了可能.本研究以十家企业的战略变革数据为样本,采用经典扎根理论和认知地图组成的混合研究方法,从多层级悖论视角分析战略变革情境中的悖论问题,构建组织多层级论网模型.研究发现:(1)战略变革情境中存在“利益-责任”等18个悖论类型,归属于执行悖论等6种悖论类别,符合“政策导向-需求-目标-方向-价值观-过程”的划分逻辑;(2)论纵向分布于组织个体层、运营层、战略层、制度层,横向跨越规制、运营、研发、生产、市场五个职能部门,纵横交错,构成组织多层级悖论网的位置形态;(3)悖论类型内部由构成悖论四个基本条件的因果或顺次关系构成,同一层级悖论类型之间存在“同层链状顺序”和“同层嵌套”两种关系,跨层级悖论类型之间存在“跨层链状顺序”、“跨层链状共存”和“跨层嵌套”三种关系,构成组织多层级悖论网的关系形态;(4)整合组织多层级悸论网的位置形态和关系形态构建组织多层级悖论网模型,系统展示战略变革情境中由悖论的关系和位置构成的复杂状态,表明不同悖论类型之间普遍存在引发性和传递性特征.本研究基于多层级悸论视角,将复杂、混沌的战略变革情境具体化清晰化,为决策者正确认知战略变革情境,准确把握组织困境产生的根源,并做出有效战略决策提供理论参考.

The strategic change context is full of various paradoxical problems that are intertwined,influ-enced,pried,and transmitted,forming a complex and chaotic strategic change context.This context increases the difficulty for decision-makers to explore the root causes of new strategy formulation,making it urgent to summarize the linking law between paradoxes and systematically portray the strategic change contexts.Coupled with the fact that paradoxes tend to be hidden and not easily identifiable in non-change contexts but highlighted and easily identifiable in strategic change contexts,strategic change contexts offer the possibility of systemati-cally exploring organizational paradoxes and their interlinked relationships.Using the strategic change data of ten firms as a sample,this study adopts a mixed research method consisting of classical grounded theory and cognitive mapping to analyze the paradoxical problems in strategic change situations from the perspective of multi-level paradoxes and to construct a model of an organizational multi-level paradox network.The study found that:(1)There are 18 pairs of paradoxes,such as“financial-responsibility”in strategic change con-texts,categorized into six types of paradoxes,such as performing paradox,which align with the logic of the di-vision of“policy orientation-requirements-objectives-directions-values-processes”;(2)The paradoxes are dis-tributed vertically at the individual,operational,strategic,and institutional levels of the organization,and horizontally across the five functional departments of regulation,operations,R&D,production,and market-ing,which intersect,constituting the positional form of the organizational multi-level paradox network;(3)Par-adoxes consist of causal or sequential relationships between four primary conditions.There are two kinds of re-lationships between paradoxes of the same level,namely,“same-layer chain order”and“same-layer nest-ing,”and three kinds of relationship between the cross-layer paradox types,namely,“cross-layer chain or-der,”“cross-layer chain co-existence”and“cross-layer nesting,”which constitutes the relational form of the organizational multi-level paradox network;(4)Integrating the positional and relational forms of the organiza-tional multi-level paradox network to construct a model of organizational multi-level paradoxical network,which systematically demonstrates the complexity of a strategic change situation composed of paradoxical rela-tionships and positions.Based on the perspective of a multi-level paradox,this study clarifies the complex and chaotic strategic change context.It provides theoretical references for decision-makers to correctly perceive the strategic change context,accurately grasp the root causes of organizational dilemmas,and make effective stra-tegic decisions.