文献类型：期刊文献

中文题名：突发公共事件情境下组织敏捷性形成机理研究

英文题名：Research on the Formation Mechanism of Organizational Agility in the Context of Public Emergencies

作者：张娜[1];李志兰[1];牛全保[1]

第一作者：张娜

机构：[1]河南财经政法大学工商管理学院,河南郑州450046

第一机构：河南财经政法大学工商管理学院

年份：2021

期号：3

起止页码：161-176

中文期刊名：经济管理

外文期刊名：Business and Management Journal ( BMJ )

收录：CSTPCD;;国家哲学社会科学学术期刊数据库;社科基金资助期刊;北大核心:【北大核心2020】；CSSCI:【CSSCI2021_2022】；

基金：国家自然科学基金青年项目“社会化媒体环境下品牌爱恋的生成:顾客间互动模式及其作用机理研究”(71602048)

语种：中文

中文关键词：突发公共事件;事件压力;资源编排;组织敏捷性

外文关键词：public emergencies;incident pressure;resource orchestration;organizational agility

摘要：本文采用案例研究方法,选取林清轩和猿辅导作为案例研究对象,探讨突发公共事件情境下,企业组织敏捷性的形成机理。研究发现:突发公共事件情境下企业面对的市场环境破坏性和企业资源颠覆性不同,在"时间约束"和"资源约束"下,企业会通过不同的资源编排方式,最终形成差异化的组织敏捷性。具体来说:突发公共事件情境下,传统市场环境破坏性大,传统企业资源颠覆性大的企业,会通过数字化资源外部获取、数字化能力拓展、数字化价值创造的方式进行资源编排,部分实现组织敏捷性;而数字化市场环境破坏性小,数字化企业资源颠覆性小的企业,一方面会通过数字化资源内部积累、数字化能力稳定、数字化价值提升的方式进行资源编排;另一方面还可以通过生产及研发资源外部获取、生产及研发能力拓展、生产及研发价值创造的方式进行资源编排,完全实现组织敏捷性。
The sudden epidemic about COVID-19 in 2020 has plunged many companies into crisis.but some companies have adapted themselves to the turbulent environment and improved their operating performance through adjustments rapidly to themselves in the context of this public emergency.How did these companies that successfully achieved leapfrogging during the epidemic adapt to the turbulent environment through related business adjustments?Based on this practical problem, this article adopts a case study method and selects Forest Cabin and Yuan Fu Dao, who performed well during the epidemic and successfully operated in the industry as the research objects.Based on relevant literature, this article constructs a logical chain of "pressure of public emergencies—resource orchestration—organizational agility" to show how companies can achieve their goals through resource orchestration under the public emergency of COVID-19 to respond to the pressure caused by public emergencies and quickly adapt to the external environment.Through case studies, it is found that in the context of public emergencies, the destructiveness of the market environment and resource subversiveness faced by different enterprises are very different, and in the context of public emergencies, enterprises face "time constraints" and "resources Constraint",at this time, the enterprise will eventually form differentiated organizational agility through different resource orchestration methods.Specifically: In the context of public emergencies, the traditional market environment is highly destructive, and the traditional enterprise resources are highly disruptive.Enterprises will orchestrate resources through external acquisition of digital resources, expansion of digital capabilities, and digital value creation.Part of organizational agility is achieved through the above resource orchestration.while the digital market environment is less disruptive and digital enterprise resources are less disruptive.On the one hand, they will use internal accumulation of digital resources, stable digital capabilities, and increase digital value for resource orchestration.On the other hand, they can also use external acquisition of production and R&D resources, expansion of production and R&D capabilities, and production and R&D value creation for resource orchestration.Complete organizational agility is achieved through the above resource orchestration.The theoretical contributions of this research are embodied in the following three aspects.One is to point out the characteristics of organizational agility in the context of public emergencies.Enterprises with greater pressure from public emergencies can achieve part of organizational agility through the resource orchestration.Enterprises with less pressure to public emergencies can fully realize organizational agility through resource orchestration, which is an extension and supplement to the previous research on organizational agility based in the context of normal circumstances.The second is to explore the differences in resource orchestration of enterprises under the pressure of different public emergencies, and expand and deepen the relevant research on "resource scheduling is an active and contingent resource management method".The third is to enrich the related research on the promotion and enhancement of organizational agility by digital technology and digital capabilities based in the context of normal circumstances, and explain the important role of digital resources and capabilities in the formation of organizational agility.The research has a certain guiding role in the enterprises who apply differentiated resource orchestration to form organizational agility based on event pressure in the context of public emergencies, which is conducive to the rapid formation of organizational agility and adaptability in the context of public emergencies.It has great significance to improve the ability of enterprises to respond to public emergencies quickly, and to crack the rigidity and slowness of organizations.