基于控制视角的工程项目组织双元学习研究

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

摘要:

通过正式管控机制和个人关系都可以获取组织“双元”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。本文构建了不同类型正式控制结构、个人关系与“双元”学习绩效之间的理论框架,并以建筑业的数据进行了实证。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“双元”学习：过程控制比结果控制具有更大的正向影响,面子比感情具有更大的正向影响,但个人关系通过结果控制的完全中介作用对“双元”学习产生影响,不能通过过程控制的中介作用对项目团队“双元”学习产生影响。综合来看,双管齐下的策略对“双元”性学习依然有效,但个人关系有利于工程项目组织的结果控制,对工程项目组织的过程控制没有显著正向影响。

Abstract:

Through formal management mechanisms and guanxi can obtain information needed for organizational dual learning, but whether the two pronged approach is still the effective strategy is also a lack of theoretical and empirical support. This paper constructs the theoretical framework of different types of formal control structure, guanxi and dual learning performance, and demonstrates it with the construction industry data. The results show that both formal control structure and guanxi can promote the project team dual learning: Process control has a greater positive effect than outcome control, mianzi has a greater positive effect than ganqing, however, it can impact on the dual-learning of the project team through the full mediating effect of outcome control, but it cannot influence the dual-learning through the mediating role of process control. In general, two pronged strategy of dual-learning is still valid, however, there is no significant effect on the process control of the project team.