管理评论

管理评论 ›› 2024, Vol. 36 ›› Issue (2): 273-288.

• 案例研究 • 上一篇    

越挫越强：持续打压下我国天生全球化企业组织韧性如何形成？——基于TikTok应对美国封禁过程的探索性案例研究

梁林1,2, 段世玉1   

  1. 1. 河北工业大学经济管理学院, 天津 300401;
    2. 河北工业大学京津冀发展研究中心, 天津 300401
  • 收稿日期:2021-11-02 出版日期:2024-02-28 发布日期:2024-03-30
  • 通讯作者: 梁林（通讯作者），河北工业大学经济管理学院研究员，博士生导师，博士
  • 作者简介:段世玉，河北工业大学经济管理学院硕士研究生。
  • 基金资助:
    国家社会科学基金项目（22BGL201）。

Growth through Adversity: An Exploration of How China’s Inborn Global Enterprises Develop Their Resilience in the Face of External Repressions—Exemplified by TikTok’s Response to the United States Ban

Liang Lin1,2, Duan Shiyu1   

  1. 1. School of Economics & Management, Hebei University of Technology, Tianjin 300401;
    2. The Institute for Jingjinji Area Development Studies, Hebei University of Technology, Tianjin 300401
  • Received:2021-11-02 Online:2024-02-28 Published:2024-03-30

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摘要： 我国天生全球化企业正在遭受日益增强的外部持续打压，能否形成韧性成为组织应对危机，实现存活和后续发展的关键。本文选择纵向单案例研究方法，以遭遇美国封禁的TikTok为例，探索在具有典型时代特征的打压情境中，我国天生全球化企业组织韧性如何形成。研究发现：①天生全球化企业面临的外部打压可分为常规性和非常规性持续打压。在两类打压情境下，组织韧性的形成过程、形成策略和应对手段均有差异。②在两类持续打压的复合冲击下，组织采取不同的韧性形成策略。在常规性持续打压下，组织韧性的形成依靠应变、调整、自强3个策略；在非常规性持续打压下，组织韧性的形成还有赖于聚合、重构、蜕变3个特殊策略。③对应被动抵抗、主动应对和反思学习3个韧性形成阶段，天生全球化企业组织韧性体现为防御能力、预判能力、化解能力和进化能力动态构成的三级表现形态。本文构建出“持续打压（刺激）→组织韧性的形成过程（反应）→组织韧性的形态变化（结果）”的研究框架，阐明了天生全球化企业组织韧性的形成过程和三级表现形态，既是在逆全球化时代对我国企业组织能力升级理论规律的新探索，也为我国天生全球化企业化危为机提供了实践参考。

关键词: 持续打压, 天生全球化企业, 组织韧性形成, 组织韧性形态

Abstract: China’s inborn global enterprises (IGEs) are under increasing external continuous pressure. Whether they can develop resilience becomes a key for organizations to cope with the crisis and achieve survival and subsequent development. This paper adopts the vertical single-case study method, and takes TikTok, which was banned by the United States, as an example to explore how China’s IGEs develop their resilience in the face of external respressions typical of the current era. The study finds that: (1) the external pressure faced by IGEs can be divided into conventional and unconventional continuous pressure. In the two types of pressure scenarios, the development process, development strategies and manifestation of organizational resilience are different; (2) under the composite impact of the two types of continuous pressure, organizations adopt different resilience formation strategies; under the conventional continuous pressure, the development of organizational resilience depends on three strategies: strain, adjustment and self-improvement; under the unconventional continuous pressure, the development of organizational resilience also needs three special strategies: aggregation, reconfiguration and transmutation; (3) corresponding to the three stages of resilience development, namely, passive resistance, active response and reflective learning, the organizational resilience of IGEs is a three-level dynamic morphology of defensive ability, predictive ability, resolving ability and evolutionary ability. This paper constructs the research framework of “continuous pressure (stimulation) → organizational resilience development process (reaction) → organizational resilience morphological change (result)”, and clarifies the development process and three-level morphology of IGEs’ organizational resilience. It is not only a new exploration of the theoretical law of organizational capacity upgrading in China’s IGEs, but also provides practical reference for the crisis of China’s IGEs.

Key words: continuous pressure, inborn global enterprise, developmemt of organizational resilience, organizational resilience morphology