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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
書刊名：管理學報
作者：黃經洲／陳加屏 引用關係／艾昌瑞 引用關係
作者(外文)：Huang, Jin-jon／Chen, Jia-ping／Ai, Chang-rui
出版日期：2014
卷期：31:3
頁次：頁199-215
主題關鍵詞：學習曲線；組織學習；組織常規；個案研究法；實務中辨識；Organizational routines；Knowing in practice；Case study research；Learning curve；Organizational learning
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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 understanding 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 organizational members pursuing optimal organizational routines is organizational 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.
期刊論文
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37.Eisenhardt, Kathleen M.、Martin, Jeffrey A.(2000)。Dynamic Capabilities: What Are They?。Strategic Management Journal，21(10/11)，1105-1121。  new window
研究報告
1.Felin, T.、Foss, N. J.(2004)。Organizational routines: A sceptical look。Copenhagen：Copenhagen Business School。  new window
圖書
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5.Lave, J.(1988)。Cognition in practice: Mind, mathematics and culture in everyday life。Cambridge University Press。  new window
6.Nelson, Richard R.、Winter, Sidney G.(1982)。An Evolutionary Theory of Economic Change。Cambridge, Massachusetts：The Belknap Press of Harvard University Press。  new window
7.Lave, Jean、Wenger, Etienne(1991)。Situated learning: Legitimate Peripheral Participation。Cambridge University Press。  new window
8.Yin, Robert K.(1994)。Case study research: Design and methods。Sage Publications。  new window
9.Strauss, Anselm L.、Corbin, Juliet M.(1990)。Basics of qualitative research: Grounded theory procedure and techniques。Sage。  new window
 
 
 
 
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