:::

詳目顯示

回上一頁
題名:從實務中的辨識能力看組織常規的績效--以開刀團隊執行新常規為例
作者:黃經洲
作者(外文):Jin-jon, Huang
校院名稱:國立中正大學
系所名稱:企業管理研究所
指導教授:艾昌瑞
陳加屏
學位類別:博士
出版日期:2014
主題關鍵詞:組織常規實務中辨識學習曲線團隊學習個案研究法organizational routinesknowing in practicecase study researchlearning curveteam learning.
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(0) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:4
組織常規能處理許多日常重複性的業務,對組織營運效益影響甚大。因此,當組織常規只安於次佳狀態時,往往會導致組織僵化,嚴重影響組織競爭力。本文主張嵌入在團隊成員每日工作互動中對組織常規的辨識,能提升執行組織常規的績效。
宏觀研究著重於將公司內部的常規聚合起來推論全公司之績效,導致組織常規的個人層面如何影響公司整體的績效,仍處在未發展完全的階段。因此,必須發展微觀研究才能填補宏觀觀點的不足。然而,組織常規是多數行動者互動的現象,過程關係複雜,想要分析個別因素對常規功能的影響極為困難,使得微觀研究的發展遇到瓶頸,有必要藉由將實務現象相關的理論和組織常規結合才能突破。因此,本研究引進實務中辨識與組織常規連結。
本研究針對兩開刀團隊每日工作互動情境進行訪談,探索團員對新常規的學習與辨識。透過對兩開刀團員問卷施測及統計分析,發現兩團隊在每日工作互動中對新常規的辨識存在顯著差異,影響開刀團隊執行新常規的績效。宏觀觀點主張組織常規改變前會先呈現穩定狀態。然而,從微觀觀點看組織常規卻處於一種微幅修正的連續過程。因此,管理者必須學習、了解及引導這種內生性的轉變力量,才能夠累積出創新組織常規所需具備的能量。
Implementing organizational routines can facilitate processing multiple daily repetitive tasks and yield a significant impact on organizational operations. However, sub-optimal organizational routines often result in organizational rigidity and severely affect organizational performance. This study proposes that the embedded knowledge in daily interactions between team members can improve the efficiency of organizational routines.
Aggregating routines of internal firm from the macro perspective infers overall company performance and organizational capabilities, resulting in leaving the impact of personal level of organizational routines on an entire company performance undeveloped totally. Thus, developing micro perspective can facilitate the insufficiencies of the macro perspective. However, organizational routines is the phenomenon of interaction of many personal actions, which is so complex in processing that it’s difficult to analyze the impact of individual factors on routines, and that makes the development of macro perspective come across obstacle, and it can be broken through by the related theory in the practice and the combination of organizational routines. Thus, the study introduces knowing in practice to connect with organizational routines.
This study conducts interviews with two surgical teams regarding their daily work interaction situations and explores the learning and knowing of the team members in implementing new routines. Through questionnaires and data analysis with two surgical teams, it is found that there’s a significant difference in new routines with interactions of daily work between team members, affecting surgical teams in implementing the performance of new routines. The process of team members pursuing optimal organizational routines is team learning. During this process, optimizing routines is achieved through dynamic interactions among people and between people and knowledge. The macro perspective proposes that organizational routines will appear stable prior to its alteration. However, from the micro perspective, organizational routines are in a slightly-altered successive process. Thus, managers must learn, understand, and guide the endogenous energy inside to accumulate the energy needed in innovating organizational routines.
中文文獻
陳順宇、鄭碧娥,1998,統計學,華泰書局,台北。
英文文獻
Abell, P., Felin, T., Foss, N. J., 2008. Building Micro-foundations for the Routines,
Capabilities, and Performance Links, Managerial and Decision Economics, 29(6),
489–502.
Adler, P. S., Clark, K. B., 1991. Behind the learning curve: a sketch of the learning  
 process, Management Science, 37(3), 267-281.
Alavi, M., Leidner, D. E., 2001. Knowledge management and knowledge management systems: conceptual foundations and research issues. MIS Quarterly, 25,107-136.
Argote, C., Insko, C. A., Yovetich, N., Romero, A. A., 1995. Group learning curves:  
 the effect of turnover and task complexity on group performance, Journal of  
 Applied Social Psychology, 25(6), 512-29.
Argote, L. B., McEvily, B., Reagans, R. 2003. Managing knowledge in organizations:
 an integrative framework and review of emerging themes, Management Science,
 49(4), 571-82.
Argyris, C., Schön, DA., 1996. Organizational Learning II- Theory, Method and Practice. New York: Addison-Wesley.
Barley, S. R., 1996. Technicians in the workplace: Ethnographic evidence for bringing work into organization studie, Administrative Science Quarterly, 41(3), 404-441.
Bardram, J. E., 1998. Designing for the Dynamics of Cooperative Work Activities. In
 S. Poltrock and J. Grudin (ens). International Conference on Supporting Group
 Work. New York: ACM Press, 89-98.
Becker, M. C., 2004. Organizational Routines: A Review of the Literature, Industrial
 and Corporate Change, 13(4), 643–677.
Becker, M. C., 2005. A Framework for Applying Organizational Routines in
 Empirical Research: Linking Antecedents, Characteristics and Performance
 Outcomes of Recurrent Interaction Patterns, Industrial and Corporate Change,
 14(5), 817–846.
Becker, M. C., Lazaric, N., Nelson, R. R., Winter, S. G., 2005. Applying
 Organizational Routines in Understanding Organizational Change, Industrial and
 Corporate Change, 14(5), 775–791.
Berta, W. B., Baker, G. R., 2004. Factors that impact the transfer and retention of best practices for reducing error in hospitals. Health Care Management Review, 29, 90-97.
Boland, J., Tenkasi, R. V., 1995. Perspective making and perspective taking in communities of knowledge. Organization Science, 6, 350-372.
Brown, J. S., Duguid, P., 1991. Organizational Learning Communities-Of-Practice: Toward a United View of Working, Learning, and Innovation, Organization Science, 2(1), 40-57.
Brown, J. S., Duguid, P., 2001. Knowledge and Organization: A Social-Practice Perspective, Organization Science, 12(2), 198-213.
Cabana, M. D., Rand, C.S., Powe, N. R., Wu, A.W., Wilson, M. H., Abboud, P. A., et al., 1999. Why don’t physicians follow clinical practice guidelines? A framework for improvement. Journal of the American Medical Association, 282, 1458-1465.
Claus Rerup , Feldman, M. S., 2011. Routines as a source of change in Organizational
 schemata : the role of trial-and-error learning, Academy of Management Journal,
 54(3), 577–610.
Cohen, M. D, Bacdayan, P., 1994. Organization Routines Are Stored as Procedural Memory-Evidence from a Laboratory Study, Organization Science. 5(4), 554-568.
Cohen, M. D., Burkhart, R., Dosi, G., Egidi, M., Marengo, L., Warglien, M., Winter,
 S. G., 1996. Routines and Other Recurring Action Patterns of Organizations:
 Contemporary Research Issues, Industrial and Corporate Change, 5(3), 653–688.
Conway, R. W., Schultz, J. A., 1959. The manufacturing progress Function,
Journal of I.E. 1(1), 39-53.
Cook, S. D. N., Brown, J. S., 1999. Bridging epistemologies: The generative dance
 between organizational knowledge and organizational knowing. Organization
 Science, 10(4), 381-400.
Cyert, R. M., March, J. G., 1963. A behavioral theory of the firm.Cambridge, MA:
 Blackwell.
Dewey, J. 1938. Logic: the theory of inquiry, New York: Holt and Company.
Edmondson, A. C., Bohmer, R. M., Pisano, G. P., 2001. Disrupted routines: Team
 learning and new technology implementation in hospitals, Administrative Science
 Quarterly, 46(4), 685–716.
Edmondson, A. C., Winslow, A. B., Bohmer, R. M., & Pisano, G. P., 2003. Learning how and learning what: effects of tacit and codified knowledge on performance improvement following technology adoption. Decision Sciences; 34, 197-223.
Edmondson, A. C. 2003. Speaking up in the operating room: how team leaders
 promote learning in interdisciplinary action teams, Journal of Management
 Studies, 40(6), 1419-1452.
Edmondson, A. C., Nembhard, I. M., 2009. Product Development and Learning in Project Team: The Challenges Are the Benefits. The Journal of Product Innovation Management, 26, 123-138.
Eisenhardt, K. M., Martin, J. A., 2000. Dynamic Capabilities: What Are They?,
 Strategic Management Journal, 21(10), 1105–1121.
Ellingsen, G., Monteiro, E., 2003. Mechanisms for producing a working knowledge: enacting, orchestrating, and organizing. Information & organization, 13, 209-229.
Fang, Y., Neufeld, D., 2009. Understanding Sustained Participation in Open Source Software Projects. Journal of Management Information Systems, 25 (4), 9-50.
Faraj, S., Xiao, Y., 2006. Coordination in fast response organizations, Management   
 Science, 52(8), 1155–1169.
Feldman, M. S., 2003. A performative perspective on stability and change in
 organizational routines, Industrial and Corporate Change, 12(4), 727–752.
Feldman, M.S., Khademian, A. M., Ingram, H., Schneider, A.S., 2006. Ways of Knowing and Inclusive Management Practices, Public Administration Review, 66, 89-99.
Feldman, M. S., Pentland, B.T., 2003. Reconceptualizing Organizational Routines as
 a Source of Flexibility and Change, Administrative Science Quarterly, 48(1),
 94–118.
Felin, T., Foss, N. J., 2004. Organizational Routines: A Sceptical Look, DRUID
 Working Paper, Copenhagen Business School, Copenhagen.
Felin, T., Foss, N. J., 2009. Organizational Routines and Capabilities: Historical Drift and a Course -correction toward Microfoundations, Scandinavian Journal of Management, 25(2), 157–167.
Foldy, E. G., Buckley, T. R., 2009.Re-Creating Street-Level Practice: The Role of Routines, Work Groups, and Team Learning. Journal of Public Administration Research and Theory, 20, 23-52.
Giddens, A., 1984. The constitution of society: Outline of the theory of structuration, Cambridge: Polity Press.
Gittell, J. H., 2002. Coordinating mechanisms in care provider groups: relational
 coordination as a mediator and input uncertainty as a moderator of performance
 effects. Management Science, 48(11), 1408–1426.
Goel, L., Johnson, N., Junglas, I., Ives, B., 2010. Situated Learning : Conceptualization and Measurement. Decision Sciences Journal of Innovative Education, 8(1), 215-240.
Hansen, N. K, Vogel, R., 2011.organizational routines: A Review and Outlook on
 Practices-Based Micro-Foundations, Economics, Management, and Financial
 Markets, 6(3), 86–111.
Hsiao, R. L., Tsai, D.H., Lee, C. F., 2006. The problems of embeddendness : knowledge transfer, coordination and reuse in information systems. Organization Studies, 27(9), 1289-1371.
Institute of Medicine., 2001. Crossing the Quality Chasm: A New Health System for the 21st Century. Washington, D. C: National Academy Press.
James, B., 2011. Reduce process variation to drive improvements in quality. Hospital Health Network, 85, 16-17.
Orr, J., 1996. Talking about Machines: An Ethnography of a Modern Job. IRL Press, Ithaca, NY.
Kellogg, K.C., Orlikowski, W.J., Yates, J., 2006. Life in the trading zone: structuring coordination across boundaries in postbureaucratic organizations, Organization Science, 17(1), 22-44.
Labatut, J., Aggeri, F., Girard, N., 2012.Discipline and Change. How Technologies
 and Organizational Routines Interact in New Practice Creation, Organization
 Studies, 33(1), 39-69.
Lapre, M. A., Mukherjee, A. S., Luk, N., Wassenhove, V., 2000. Behind the learning
 curve: linking learning activities to waste reduction, Management Science, 46(5),
 596-611.
Lave, J., 1988. Cognition in Practice: Mind, Mathematics, and Culture in Everyday
 Life. New York: Cambridge University Press.
Lave, J., Wenger, E., 1991. Situated learning: legitimate peripheral participation,
 New York: Cambridge University Press.
Lincoln, Y. S., 1991. The arts and sciences of program evaluation, Evaluation
 Practice, 12, 1-7.
Malone, T. W., Crowston, K., 1994. The interdisciplinary study of coordination, Computing Surveys, 26(1), 87–119.
Malone, T. W., Crowston, K., Lee, B., Pentland, C., Dellarocas, G., Wyner, J., et al.,
 1999. Tools for inventing organizations: Toward a handbook of organizational
 processes. Management Sci, 45(3), 425–443.
March, J. G., Simon, H. A., 1958. Organizations. Wiley, New York.
Mathieu, J. E., Heffner, T. S., Goodwin, G. E., Cannon-Bowers, J. A., Salas, E., 2005. Scaling the quality of teammates’ mental models: equifinality and normative comparisons, Journal of Organizational Behavior, 26(1), 37-56.
Maturana. H. R., Varela, F. J., 1998. The Tree of Knowledge: The Biological Roots of Human Understanding, revised ed. Shambhala Publications, Boston. MA.
Molleman, E., Broekhuis, M., Stoffels, R., Jaspers, F., 2010. Complexity of health care needs and interactions in multidisciplinary medical teams. Journal of Occupational and Organization Psychology, 83, 55-76.
Nelson, R. R., Winter, S. J., 1982. An evolutionary theory of economic change.
 Cambridge, MA:Harvard University Press.
Nidumolu, S. R., Subramani, M., Aldrich, A., 2001.Situated learning and the situated knowledge web: Exploring the ground beneath knowledge management. Journal of Management Information, 18(1), 115-50.
Nonaka, I., 1994. A Dynamic Theory of Organizational Knowledge Creation, Organization Science, .5(1), 14-37.
Orlikowski, W. J., 2002. Knowing in Practice: Enacting a Collective Capability in
 Distributed Organizing, Organization Science., 13(3), 249-273.
Parmigiani, Howard-Grenville., 2011. Routines Revisited: Exploring the Capabilities
 and Practice Perspectives, The Academy of Management Annals, 5(1), 413-453.
Pentland, B. T., Feldman, M. S., 2005. Organizational routines as a unit of analysis,
 Industrial and Corporate Change, 14(5), 793–815.
Pisano, G. P., Bohmer, R. M., Edmondson, A. C., 2001.Organizational differences in
 rates of learning: evidence from the adoption of minimally invasive cardiac surgery,
 Management Science, 47(6), 752-68.
Polanyi, M., 1967. The Tacit Dimension. New York: Doubleday.
Quinn, R. W., Dutton, J. E., 2005. Coordination as energyin-conversation, Academy of Management Review, 30,36–57.
Rico, R., Sanchez-Manzanares, M. Gil, F., Gibson, C., 2008.Team implicit coordination processes: A team knowledge-based approach, Academy of Management Review, 33(1), 163-184.
Roach, G. W., Kanchuger, M., Mangano, C. M., et al., 1996. Adverse cerebral
 outcomes after coronary bypass surgery, New England Journal of Medicine,
 335(25), 1857-63.
Reagans, R; Argote, L; Brooks, D., 2005. Individual Experience and Experience Working Together: Predicting Learning Rates from Knowing Who Knows What and Knowing How to Work Together, Management Science, 51(6), 869-881.
Ren, Y., Kiesler, S., Fussell, S. R., (2008). Multiple group coordination in complex and dynamic task environments: interruptions, coping mechanisms, and technology recommendations. Journal of Management Information Systems, 25(1), 105-130.
Schön, D. A., 1987. Educating the reflective practitioner: Toward a new design for
 teaching and learning in the profession,. San Fancisco: Jossey-Bass.
Spear, S. J., 2005. Fixing health care from the inside, today. Harvard Business Rev,
 83, 78-91.
Strauss, A., Corbin, J., 1990. Basics of qualitative research: Grounded theory
 procedures and Techniques, Newbury Park, CA: Sage.
Szulanski, G., 1996. Exploring internal stickiness: Impediments to the transfer of best
 practice within the firm. Strategic Management Journal, 17, 27-43.
Teece, D. J., Pisano, G., Shuen, A., 1997. Dynamic Capabilities and Strategic
 Management, Strategic Management Journal, 18(7), 509–533.
Tom, D., 2008. Evidence-based Medicine: Often Admired, Seldom Practiced. Managed Care Outlook, 21, 1-9.
Tsikriktsis, N., Heineke, J., 2004. The impact of process variation on customer dissatisfaction: Evidence from the U.S. domestic airline industry. Decision Sciences, 35, 129-142.
Tucker, A. L., Nembhard, I. M., Edmondson, A. C., 2007. Implementing New
Practices: An Empirical Study of Organizational Learning in Hospital Intensive
Care Units. Management Science, 53(6), 894-907..
Tyre, M. J., Hippel, E. V., 1997. The situated nature of adaptive learning in organizations, Organization Sci,ence, 8(1), 71-83.
Weick, K. E., Roberts, K. H., 1993. Collective mind in organizations: Heedful
 interrelating on flight Decks, Administrative Science Quarterly, 38, 357–381.
Winter, S. G., 2003. Understanding Dynamic Capabilities, Strategic Management
 Journal, 24(10), 991–995.
Winter, S. G., Szulanski, G., 2001. Replication as strategy. Organization Science, 12,
 730-743.
Wright, T. P., 1936. Factors affecting the costs of airplanes, Journal Aeronautical
 Science, 3, 122-8.
Yin, R. K., 1994. Case Study Research: Design and Methods, Thousand Oaks: Sage
 Publications.
Zbaracki, M. J., Bergen, M., 2010. When truces collapse: A longitudinal study of
 price-adjustment Routines, Organization Science, 21(5), 955-972.
Zollo, M., Reuer, J. J., Singh, H., 2002. Interorganizational Routines and Performance
 in Strategic Alliances, Organization Science, 13(6), 701–713.











 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
QR Code
QRCODE