管理评论 ›› 2026, Vol. 38 ›› Issue (10): 212-222.

• 组织行为与人力资源管理 • 上一篇    

组织忘却如何驱动中小制造企业数字化转型?——CEO情绪和能力特质的调节效应研究

张峰1, 叶德萍1, 朱蕾2, 许治1   

  1. 1. 华南理工大学工商管理学院, 广州 510640;
    2. 广东财经大学人力资源学院, 广州 510320
  • 收稿日期:2024-11-18 发布日期:2026-11-14
  • 作者简介:张峰,华南理工大学工商管理学院教授,博士生导师,博士;叶德萍,华南理工大学工商管理学院博士研究生;朱蕾(通讯作者),广东财经大学人力资源学院副教授,硕士生导师,博士;许治,华南理工大学工商管理学院教授,博士生导师,博士。
  • 基金资助:
    国家自然科学基金面上项目(72174067);国家自然科学基金青年项目(72204056);国家自然科学基金重点项目(72034002);国家社会科学基金重大项目(23ZDA063);广东省自然科学基金面上项目(2024A1515012712)。

How does Organizational Unlearning Drive Digital Transformation in Manufacturing SMEs? The Moderating Effects of CEO Emotion and Ability Traits

Zhang Feng1, Ye Deping1, Zhu Lei2, Xu Zhi1   

  1. 1. School of Business Administration, South China University of Technology, Guangzhou 510640;
    2. School of Human Resources, Guangdong University of Finance and Economics, Guangzhou 510320
  • Received:2024-11-18 Published:2026-11-14

摘要: 在全球加速迈向数字化背景下,资源有限的中小制造企业普遍面临数字化转型能力缺失的困境,导致其难以从低效和形式化的数字化转型中真正获益。围绕“中小制造企业如何有效构建数字化转型能力?”,本文基于动态知识管理理论和高层梯队理论,探究数字化转型能力构建的动态驱动机制以及调节因素。通过对172份跨期一年的中国中小制造企业数据进行实证分析发现:组织忘却正向影响中小制造企业数字化转型能力,知识创造在其中发挥中介作用。此外,CEO创业激情和敏捷领导力皆能通过增强组织忘却与知识创造之间的关系,加强组织忘却对数字化转型能力的促进作用。上述结论丰富了数字化转型能力理论构建、动态知识管理理论和高层梯队理论的研究,助力中小制造企业在数字化转型过程中突破低效和形式化的转型困境。

关键词: 数字化转型能力, 组织忘却, 知识创造, CEO创业激情, CEO敏捷领导力

Abstract: Under the global digital wave, resource-constrained manufacturing SMEs (small and medium-sized enterprises) are commonly trapped in a lack of digital transformation competency, so their digital transformation remains ineffective and tokenistic. That’s why they can hardly benefit from digital transformation. In order to find solutions for manufacturing SMEs to effectively build digital transformation competency, this study, grounded in dynamic knowledge management theory and upper echelons theory, investigates the dynamic driving mechanisms and moderating factors of digital transformation competency building. Empirical analysis of data from 172 Chinese manufacturing SMEs over a one-year period reveals that organizational unlearning positively affects their digital transformation competency, with knowledge creation playing a mediating role. Furthermore, both CEO entrepreneurial passion and agile leadership strengthen the positive impact of organizational unlearning on digital transformation competency by enhancing the relationship between organizational unlearning and knowledge creation. These findings enrich theoretical frameworks on digital transformation competency, dynamic knowledge management theory, and upper echelons theory, offering practical guidance for manufacturing SMEs to get on the right track away from ineffective and tokenistic digital transformation.

Key words: digital transformation competency, organizational unlearning, knowledge creation, CEO entrepreneurial passion, CEO agile leadership