摘要
能力构建的本质在于通过跨层次知识转移形成新的组织知识来对能力内在的知识集合进行替代、补充和增强,以构建出具有新功能企业能力的组织活动。管理认知是推动企业能力构建的关键因素,然而,企业是由不同层次主体构成的复杂组织体系,不同层次的管理认知也会存在明显的层次间分工和合作。通过引入能级的概念可以区别不同组织层次间知识活动的差异,不同层次的管理者在能力构建活动中会代表相应的高层次主体来与低层次主体进行互动,并以差异化管理认知对低层次知识进行再加工,并赋予相应的活化能使其发生活化反应,最终以能级跃迁的形式来完成知识在个体、团队和组织三个层次间的跨层次转移,从而完成能力构建。
The essence of firm capability building lies in that through cross-level knowledge transfer, organizational activities may produce new organizational knowledge to substitute, supplement and strengthen the inner knowledge set so as to build up firm capabilities with new functions. Managerial cognition is one of the critical factors that may promote firm capability building. However, firm is a complicated multi-level organizational system which consists of subjects of varied levels, and there always exists obvious division and cooperation among managerial cognitions of different levels. In the highly competitive market environment, capability building has been an effective approach to promote firm competitiveness which may form strategic assets through continuous evolution of resources. Therefore, it is of high importance to study the effect of managerial cognition on firm capability building, which may carry both theoretical and practical implications. On the one hand, focusing on the micro level of internal firm, the paper firstly introduces the concept of organizational energy level to show the differences of varied organizational levels. It points out that knowledge of different levels may possess different activity energies. The higher the knowledge level the greater the intrinsic activity energy. Then, the paper interprets the inherent nature of cross-level transfer of knowledge through the concept of knowledge excitation, that is, only when additional appropriate energy is absorbed by knowledge, the scope and magnitude of its activities will be greatly improved so that it may be recognized and accepted by the main body of subjects. Finally, the paper conducts an analysis of specific roles of managers＇ ability activities. It points out that knowledge activities pushed by managerial cognitive behaviors of varied levels may interact with among different levels. Thereafter, new appropriate knowledge generated within individuals may continue to obtain excitation energy so as to realize cross-level transfer and complete ability building by new organizational knowledge which may fall into organizational level. On the other hand, the paper also has practical implications for business operation. How to build up new capability is not only an essential task for either business or firm, but also practical problems yet to be solved for managers. The paper combined with organizational system level puts forward that firm managers at different levels may carry different roles and tasks in cross-level transfer activities. To this end, managers need to fully understand their own positions and functions in business activities and guarantee the smooth capability building activities through their corresponding collaborations. The paper makes an attempt to interpret the driving forces for knowledge activi- ties by the concept of excitation energy. In concrete practical activities, it＇s not difficult to find that managers may participate in firm knowledge activities in varying degrees. From the perspective of labor division of organizational activities, as the connecting link between the preceding and intermediate parts, team managers not only need to accomplish tasks within the team, but also to break the traditional team boundaries to strengthen the communications between managers at organizational levels and enhance their recognition of team innovation activities. Managers at organizational levels also need to make strategic planning for firm future development, and to actively interact with the lower level units to promote the execution and implementation of strategies. Through the introduction of the con- cept of energy level, it may help distinguish the differences among knowledge activities at varying organizational levels. In ability building activities, managers at different levels on behalf of higher-level subjects may interact with lower-level subjects, and reprocess lower-level knowledge through differentiated managerial cognition, which endows the lower level knowledge with corresponding excitation energy to make excitation reaction. Ultimately, the knowledge can be cross-level transferred by cross-level transferring among individual level, group level and organizational level in the pattern of energy level transition to complete capability building.
出处
《经济管理》
CSSCI
北大核心
2012年第3期179-188,共10页
Business and Management Journal ( BMJ )
基金
国家自然科学基金资助项目"中国传统文化视角下企业二元创新能力的形成机制和影响效果研究"(71102074)
关键词
管理认知
能力构建
跨层次
能级
知识活化
managerial cognition
capability building
cross level
energy level
knowledge excitation
