Abstract

A high-performance work system (HPWS) is defined as a series of performance-enhancing human resource management practices. Many studies have demonstrated the positive relationship of HPWSs with organizational, group, and individual performance. However, evidence has indicated that HPWSs can also exert negative effects. In this paper, taking a dialectical view, we elaborate several propositions regarding why HPWSs have negative effects and when these negative effects occur, mainly from the perspective of employees. We also propose several research directions enriching knowledge of the relationship between HPWSs and organizational outcomes.

Keyword

Boundary conditions ;  High-performance work system ;  HPWS ;  Mechanism ;  Negative effect

Abstract

Research demonstrates that experiences of failure can have positive and negative effects on a firm’s subsequent behavior and performance. This contradictory finding necessitates in-depth exploration on the mechanisms behind failure-related performance change. The purpose of this study is to fill this gap by disaggregating the postfailure learning process into “falling down” and “bouncing back” paths and addressing their relative effects on organizational performance in an integrated framework. We test our arguments in the context of a computer-based strategic business simulation. We repeatedly collect survey data from 144 teams in an executive education program during 2016-2018. Our study contributes to the literature on organizational learning from failure in three dimensions. First, we develop a comprehensive model by integrating macro and micro perspectives. Specifically, we advance our understanding of a firm’s subsequent reactions to failure through its micro-foundation rooted in top management team (TMT) dynamics. Second, our findings indicate that organizational learning from failure involves two stages, namely chaos stage and reassembly stages. Finally, we reveal that the severity of failure amplifies both falling down and bouncing back effects on organizational performance change. From our findings, we draw implications for organizations to facilitate effective learning from failure."

Keyword

Abstract

随着业务的发展，苏宁以零售为中心，包含八大业务板块的“同心多圆”的战略布局逐渐形成。为配合战略调整，苏宁将组织重构为强总部下的“联合舰队”，多业务自主经营（见案例A）。与此同时，苏宁的人才管理也面临诸多挑战：信息技术、金融、文创等领域的人才进入苏宁，与苏宁传统的一线店员、快递员、管理人员等形成了苏宁人才结构的多元化特征；业务重点的变化导致人才产生结构性短缺；业务模式变化和各种工具的开发与使用提高了对人才能力的要求；员工流动性提高……为此，苏宁从人才的选、育、用、留各方面发力，通过企业文化宣贯、培训体系搭建、激励方案设计等主要手段，搭建支撑苏宁“同心多圆”战略落地的人才梯队。究竟怎样的人力资源管理制度安排能够充分释放多元人才的潜力支撑苏宁泛零售战略的落地？本案例即是对苏宁“智慧零售”转型下人力资源管理实践的复盘。

Keyword

人才管理 ;  人才结构多元化 ;  企业文化和价值观 ;  战略人力资源管理 ;  战略转型

Abstract

本案例描述了创建于1990年、以电器零售起家的苏宁易购股份有限公司在进入“智慧”零售时代后的业务发展、战略调整和由此引发的组织及人力资源管理体系的变革与重塑。 经过20余年的发展，苏宁目前确立了“同心多圆”的发展战略：易购、物流、置业、金融、科技、文创、体育、投资八个产业都围绕“零售”这一核心展开。为了支持行业特性不同、业务发展阶段不同的八大业务板块发展，苏宁将事业部公司化，并以小团队作战的方式贴近市场，每一个小团队都被定义为一个利润中心，实行内部市场化。而为了保证不偏离“零售”这一核心，苏宁始终强调总部的强大，强调总部对职能条线的垂直管控及对风险的把控。通过组织架构的调整，苏宁拆散了零售时期的“火车”，建立了以总部为首的“联合舰队”。 人力资源管理体系的架构也相应进行了调整。苏宁根据人力资源管理的“三支柱”模型，在控股集团下设四个一级专家中心（COE）和两个共享中心（SSC）；其中专家中心的设置保证了苏宁集团的政策不会令出多头，共享中心则提高了相应职能的实现效率。为了照顾业务的特殊性，苏宁不仅将专家中心逐级下沉直至三级，还建立了强大的、由总部垂直管控的业务伙伴（BP）体系。作为总裁的业务伙伴，BP要扮演“政委”、管家和保姆三重角色，确保集团指令落地，将总裁从日常事务中解放出来，并能够帮助新人适应和融合。近年来，苏宁还设立了“第四个支柱”——组织部，承担干部培养、管理与人才供应链的职责。 在进行人力资源管理运作机制设计时，苏宁充分考虑了不同组织发展的不同情况，为成熟度不同的组织设置不同的考核指标。苏宁根据业务发展的不同阶段和行业的不同特征考虑放权的幅度。通过与BP的合作，COE提高了集团政策的适应性；在正常落地时，各业务单位可以在原则和标准范围内进行微调。 然而，随着业务不断变化，新部门和新的经营单元不断加入，如何在组织设计层面兼顾专业化经营和集团的统一领导？不断下沉的COE和BP充分考虑了业务的个性，但同时可能造成组织冗余，如何保持组织的活力与效率呢？苏宁集团首席人力资源官（CHRO）孟祥胜认为“同心多圆”战略给苏宁带来的实际上是“个性与共享如何平衡”的问题。

Keyword

战略转型 ;  组织变革 ;  职能设计 ;  差异化 ;  协同

Abstract

万达集团，在中国的房地产行业以执行力强、运营卓越的竞争优势著称，成为中国商业地产的领军企业。本案例系统阐述了万达集团战略执行力的来源，即在组织设计与管控、绩效与激励、人才管理等不同方面产生协同作用，以达成卓越运营的组织能力。同时，这种能力在企业面临从商业地产到多元化转型的时期，是否会成为掣肘？

Keyword

人力资源管理 ;  人才管理 ;  战略执行 ;  组织管理 ;  绩效与激励

Abstract

自1998年诞生于北京中关村以来，京东集团始终处于高速奔跑状态，从传统企业起步到成为电子商务领域的佼佼者，京东以迅猛的增长速度出现在公众视野。截至2012年，京东集团已经发展成为中国最大的自营B2C电商。2009—2012年间，公司员工数量迅速从几千人增长至3万人，但依然面临巨大的人才缺口。为了保持后续发展速度，创始人刘强东于2012年前后陆续引入外部高管人才，空降CXO，其中包括新任CHO隆雨。 案例A主要描述了2012年8月隆雨上任后面临的一系列人力资源管理挑战，启发学员思考在应对这些挑战时应优先考虑什么；案例B主要描述了隆雨上任第一年着手做了什么，以及在执行改革过程中的具体措施——包括企业文化梳理和人才盘点，并启发学员思考在未来几年应如何继续应对人力资源管理方面的挑战。本系列案例较全面地反映了京东集团自开创以来在人力资源工作方面所遇到的种种挑战。

Keyword

人力资源管理 ;  人才发展 ;  企业变革 ;  企业文化

Abstract

The present study proposes a trickle-down model of employee empowerment in which empowerment climate at the organization level is positively related to the empowering leadership of team leaders and ultimately to individual task performance. Importantly, we hypothesize that team leaders' and members' narcissism can respectively inhibit and enable the cross-level empowerment process by affecting the intended distribution of decision-making authority and resources between team leaders and members. The analysis of data from 834 team members of 189 teams in 46 organizations reveals that organizational empowerment climate is positively related to team leaders' empowering leadership when they are less narcissistic. Empowering leadership is positively related to individual task performance when team members are highly narcissistic. Finally, we observe that the combination of less narcissistic leaders and more narcissistic members is a condition under which the indirect effect of organizational empowerment climate on individual task performance through empowering leadership is positive.

Keyword

empowering leadership ;  narcissism ;  organizational empowerment climate ;  task performance

Abstract

自1998年诞生于北京中关村以来，京东集团始终处于高速奔跑状态，从传统企业起步到成为电子商务领域的佼佼者，京东以迅猛的增长速度出现在公众视野。截至2012年，京东集团已经发展成为中国最大的自营B2C电商。2009—2012年间，公司员工数量迅速从几千人增长至3万人，但依然面临巨大的人才缺口。为了保持后续发展速度，创始人刘强东于2012年前后陆续引入外部高管人才，空降CXO，其中包括新任CHO隆雨。 案例A主要描述了2012年8月隆雨上任后面临的一系列人力资源管理挑战，启发学员思考在应对这些挑战时应优先考虑什么；案例B主要描述了隆雨上任第一年着手做了什么，以及在执行改革过程中的具体措施——包括企业文化梳理和人才盘点，并启发学员思考在未来几年应如何继续应对人力资源管理方面的挑战。本系列案例较全面地反映了京东集团自开创以来在人力资源工作方面所遇到的种种挑战。

Keyword

人力资源管理 ;  人才发展 ;  企业变革 ;  企业文化

Abstract

In 2012, JD.com (hereafter “the company”) had emerged to be the biggest B2C (Business to Consumer) e-commerce retailer in China. From 2009 to 2012, the company’s headcount quickly grew from several thousand to nearly thirty thousand. Still, it was short of talents; and the human resources (HR) department’s role and business impact were perceived as insignificant. Its founder and CEO, Richard Liu (hereafter Richard), realized that he had to strengthen the company’s internal management in order to sustain rapid growth. In 2011 and 2012, he recruited several chief officers (CxOs), including Rain Long (hereafter Rain)—chief human resources officer (CHO) and general counsel. Case A describes the challenges she faced when joining the company in August 2012, and invites students to think about what her priorities should be when tackling these challenges. Case B describes what Rain decided to do and how she executed her priorities in the first year—primarily, two improvement projects—culture consolidation and talent review. It asks students to set priorities on tackling the remaining HR problems in the coming few years.

Keyword

Corperate Culture ;  Human Resource Management ;  talent development ;  Transformation

Abstract

In 2012, JD.com (hereafter “the company”) had emerged to be the biggest B2C (Business to Consumer) e-commerce retailer in China. From 2009 to 2012, the company’s headcount quickly grew from several thousand to nearly thirty thousand. Still, it was short of talents; and the human resources (HR) department’s role and business impact were perceived as insignificant. Its founder and CEO, Richard Liu (hereafter Richard), realized that he had to strengthen the company’s internal management in order to sustain rapid growth. In 2011 and 2012, he recruited several chief officers (CxOs), including Rain Long (hereafter Rain)—chief human resources officer (CHO) and general counsel. Case A describes the challenges she faced when joining the company in August 2012, and invites students to think about what her priorities should be when tackling these challenges. Case B describes what Rain decided to do and how she executed her priorities in the first year—primarily, two improvement projects—culture consolidation and talent review. It asks students to set priorities on tackling the remaining HR problems in the coming few years.

Keyword

Corperate Culture ;  Human Resource Management ;  talent development ;  Transformation