国有企业如何管理组织身份模糊？——基于南星的纵向案例研究

摘要/Abstract

摘要： 国有企业是中国经济发展的顶梁柱，“国有”性质决定其具有高度制度依赖性，组织内部需要维持身份模糊状态以适应高度不确定的制度环境变化。本文采用案例研究方法，分析了一家国有企业2004—2021年的身份模糊管理过程，研究发现，身份模糊以不同的状态存在于国有企业之中，呈现出“不透明→手段模糊→多歧义→边界模糊”的演化路径，管理者与组织成员的互动是推动身份模糊状态演变的动力机制。其中，高层管理者采取的策略包括激活裂变、选择性回应、构建反身份和情感共鸣；组织成员的反应包括审视自我、群体分化、群内区隔和情感认同。身份模糊经过管理者的有效引导发挥着吸引参与身份讨论、构造内部协商空间、合理限定解释范围以及塑造跨界融合特性的积极作用。本研究采用内部视角研究国有企业身份变革的过程，对现有从外部合法性视角开展的研究形成了有效补充，同时丰富了关于身份模糊积极面的研究，为理解国有企业组织身份变革、促进其高质量发展提供了理论洞见和实践启示。

关键词: 组织身份模糊, 高层管理者, 组织内部冲突, 国有企业, 案例研究

Abstract: State-owned enterprises (SOEs) are the backbone of China’s economic development. The “state-owned” nature of these enterprises imbues them with a high degree of institutional dependency, necessitating the maintenance of an ambiguous organizational identity to adapt to the highly uncertain changes in the institutional environment. This paper employs a case study methodology to analyze the identity ambiguity management process of a state-owned enterprise from 2004 to 2021. The study finds that identity ambiguity exists in various states within SOEs, following an evolutionary path from “opacity→means ambiguity→multivocality→boundary ambiguity.” The interaction between managers and organizational members acts as a driving mechanism for the evolution of states of identity ambiguity. The strategies adopted by senior managers include activating fission, selective response, constructing counter-identities, and emotional resonance, whereas the reactions of organizational members encompass self-examination, group differentiation, intra-group segmentation, and emotional identification. Through effective guidance by managers, identity ambiguity plays a positive role in attracting participation in identity discussions, constructing internal negotiation spaces, reasonably limiting the scope of interpretation, and shaping cross-boundary integration characteristics. By adopting an internal perspective to study the process of identity change in state-owned enterprises, this research serves as an effective complement to existing studies that have been conducted from an external legitimacy perspective. It also enriches the research on the positive aspects of identity ambiguity, providing theoretical insights and practical implications for understanding the organizational identity transformation of SOEs and promoting their high-quality development.

Key words: organizational identity ambiguity, top management, internal organizational conflict, state-owned enterprises (SOEs), case study

肖咪咪, 黄菲菲, 贾良定. 国有企业如何管理组织身份模糊？——基于南星的纵向案例研究[J]. 管理评论, 2024, 36(7): 261-274.

Xiao Mimi, Huang Feifei, Jia Liangding. How to Manage Organizational Identity Ambiguity in State-owned Enterprises？—A Longitudinal Case Study Based on Nanxing[J]. Management Review, 2024, 36(7): 261-274.

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