路江涌;相佩蓉

• 1:北京大学 光华管理学院，北京 100871

摘要(Abstract)：

危机过程管理是指组织领导者采取行动和开展沟通来降低危机发生的可能性、将危机造成的伤害最小化并努力在危机后重建秩序的过程。组织韧性是指组织通过运用能力和资源，制定应对危机和逆境的规划，响应危机并在危机事后实现恢复、反超的过程。本文基于过程观的视角，将危机管理视为提升组织韧性的过程。首先，通过梳理分析危机管理的代表性文献，识别出危机过程管理提升组织韧性的四个方面内容，包括高可靠性组织、危机指挥系统、危机领导力和危机学习。其次，结合华为公司的具体实践，分析危机过程管理对于打造韧性组织的作用机制。最后，发展出一套有助于企业提升危机管理能力与组织韧性的理论体系和实践框架。本文对于危机管理与组织韧性的未来研究和实践均有一定的启发意义。

关键词(KeyWords)： 组织韧性;危机过程;危机管理;危机领导力;危机学习;危机指挥系统

Abstract:

Keywords:

基金项目(Foundation): 国家自然科学基金面上项目（72072003）；国家自然科学基金重大项目（72091314）

作者(Authors): 路江涌;相佩蓉

DOI: 10.16538/j.cnki.fem.20210114.101

参考文献(References)：

• [1] 陈亮, 李晓蓓. 正念领导力: 从优秀到卓越[J]. 清华管理评论,2017, (4): 80-87
  [2] 诚然. 美国国家突发事件应急指挥系统(ICS)的发展历程与影响因素[J]. 电子政务,2015, (3): 87-94
  [3] 李家强. 正念领导力助推组织变革[J]. 清华管理评论,2017, (4): 66-73
  [4] 李平, 竺家哲. 组织韧性: 最新文献评述[J]. 外国经济与管理,2021, 43(3): 25-41
  [5] 莫申江. 除了冥想, 我们还应做些什么——如何有效地发挥正念领导力[J]. 清华管理评论,2017, (4): 88-91
  [6] 佘廉, 程聪慧. 应急指挥过程中的业务持续管理研究: 一种时序性流程的视角[J]. 电子政务,2014, (2): 114-121
  [7] 王文周, 杨珂. 正念领导力: 开发内心的力量[J]. 清华管理评论,2017, (4): 74-79
  [8] 魏江, 王诗翔. 从“反应”到“前摄”: 万向在美国的合法性战略演化(1994~2015)[J]. 管理世界,2017, 33(8): 136-153,188
  [9] 徐宪平, 鞠雪楠. 互联网时代的危机管理: 演变趋势、模型构建与基本规则[J]. 管理世界,2019, 35(12): 181-189
  [10] 张美莲, 佘廉. 国外突发事件应急响应研究综述[J]. 国外社会科学,2015, (1): 100-112
  [11] Argyris C. Single-loop and double-loop models in research on decision making[J]. Administrative Science Quarterly,1976, 21(3): 363-375
  [12] Baker T, Nelson R E. Creating something from nothing: Resource construction through entrepreneurial bricolage[J]. Administrative Science Quarterly,2005, 50(3): 329-366
  [13] Bhamra R, Dani S, Burnard K. Resilience: The concept, a literature review and future directions[J]. International Journal of Production Research,2011, 49(18): 5375-5393
  [14] Bigley G A, Roberts K H. The incident command system: High-reliability organizing for complex and volatile task environments[J]. Academy of Management Journal,2001, 44(6): 1281-1299
  [15] Boin A, Hart P. Public leadership in times of crisis: Mission impossible?[J]. Public Administration Review,2003, 63(5): 544-553
  [16] Brendel W, Bennett C. Learning to embody leadership through mindfulness and somatics practice[J]. Advances in Developing Human Resources,2016, 18(3): 409-425
  [17] Brown K W, Ryan R M. The benefits of being present: Mindfulness and its role in psychological well-being[J]. Journal of Personality and Social Psychology,2003, 84(4): 822-848
  [18] Bundy J, Pfarrer M D, Short C E, et al. Crises and crisis management: Integration, interpretation, and research development[J]. Journal of Management,2017, 43(6): 1661-1692
  [19] Bundy J, Pfarrer M D. A burden of responsibility: The role of social approval at the onset of a crisis[J]. Academy of Management Review,2015, 40(3): 345-369
  [20] Casler J G. Revisiting NASA as a high reliability organization[J]. Public Organization Review,2014, 14(2): 229-244
  [21] Cato C R, Blue S N, Boyle B. Conceptualizing risk and unit resilience in a military context[A]. Trump B D, Florin M V, Linkov I. IRGC resource guide on resilience (vol. 2): Domains of resilience for complex interconnected systems[M]. Lausanne: EPFL International Risk Governance Center (IRGC), 2018: 53-59.
  [22] Christianson M K, Farkas M T, Sutcliffe K M, et al. Learning through rare events: Significant interruptions at the Baltimore & Ohio Railroad Museum[J]. Organization Science,2009, 20(5): 846-860
  [23] Dane E. Paying attention to mindfulness and its effects on task performance in the workplace[J]. Journal of Management,2011, 37(4): 997-1018
  [24] Eisenhardt K M. Building theories from case study research[J]. Academy of Management Review,1989, 14(4): 532-550
  [25] Gittell J H, Cameron K, Lim S, et al. Relationships, layoffs, and organizational resilience: Airline industry responses to September 11[J]. The Journal of Applied Behavioral Science,2006, 42(3): 300-329
  [26] Glomb T M, Duffy M K, Bono J E, et al. Mindfulness at work[A]. Joshi A, Liao H, Martocchio J J. Research in personnel and human resources management[M]. Bingley: Emerald Group Publishing Limited, 2012: 115-157.
  [27] Hamel G, Välikangas L. The quest for resilience[J]. Harvard Business Review,2003, 81(9): 52-63, 131
  [28] Haunschild P R, Polidoro Jr F, Chandler D. Organizational oscillation between learning and forgetting: The dual role of serious errors[J]. Organization Science,2015, 26(6): 1682-1701
  [29] Hyland P K, Lee R A, Mills M J. Mindfulness at work: A new approach to improving individual and organizational performance[J]. Industrial and Organizational Psychology,2015, 8(4): 576-602
  [30] James E H, Wooten L P, Dushek K. Crisis management: Informing a new leadership research agenda[J]. Academy of Management Annals,2011, 5(1): 455-493
  [31] James E H, Wooten L P. Leadership as (un)usual: How to display competence in times of crisis[J]. Organizational Dynamics,2005, 34(2): 141-152
  [32] Janis I L. Crucial decisions: Leadership in policymaking and crisis management[M]. New York: The Free Press, 1989.
  [33] Jaques T. Issue management and crisis management: An integrated, non-linear, relational construct[J]. Public Relations Review,2007, 33(2): 147-157
  [34] Kahn W A, Barton M A, Fellows S. Organizational crises and the disturbance of relational systems[J]. Academy of Management Review,2013, 38(3): 377-396
  [35] King E, Badham R. Leadership in uncertainty: The mindfulness solution[J]. Organizational Dynamics,2019, 48(4): 100674
  [36] Kulich C, Iacoviello V, Lorenzi-Cioldi F. Solving the crisis: When agency is the preferred leadership for implementing change[J]. The Leadership Quarterly,2018, 29(2): 295-308
  [37] Lampel J, Shamsie J, Shapira Z. Experiencing the improbable: Rare events and organizational learning[J]. Organization Science,2009, 20(5): 835-845
  [38] Langer E J. Minding matters: The consequences of mindlessness-mindfulness[A]. Berkowitz L. Advances in experimental social psychology[M]. New York: Academic Press, 1989a, 22: 137-173.
  [39] Langer E J. Mindfulness[M]. Cambridge, MA: Perseus Books, 1989b.
  [40] Lavie D, Stettner U, Tushman M L. Exploration and exploitation within and across organizations[J]. Academy of Management Annals,2010, 4(1): 109-155
  [41] Levinthal D A, March J G. The myopia of learning[J]. Strategic Management Journal,1993, 14(S2): 95-112
  [42] Levinthal D, Rerup C. Crossing an apparent chasm: Bridging mindful and less-mindful perspectives on organizational learning[J]. Organization Science,2006, 17(4): 502-513
  [43] Li P P. Organizational resilience for a new normal: Balancing the paradox of global interdependence[J]. Management and Organization Review,2020, 16(3): 503-509
  [44] Madsen P M, Desai V. Failing to learn? The effects of failure and success on organizational learning in the global orbital launch vehicle industry[J]. Academy of Management Journal,2010, 53(3): 451-476
  [45] Madsen P M. These lives will not be lost in vain: Organizational learning from disaster in U. S. coal mining[J]. Organization Science,2009, 20(5): 861-875
  [46] Madsen P, Desai V, Roberts K, et al. Mitigating hazards through continuing design: The birth and evolution of a pediatric intensive care unit[J]. Organization Science,2006, 17(2): 239-248
  [47] March J G. Exploration and exploitation in organizational learning[J]. Organization Science,1991, 2(1): 71-87
  [48] Marshall C, Rossman G B. Designing qualitative research[M]. Thousand Oaks, CA: Sage Publications, 2014.
  [49] Mitroff I I. Crisis management: Cutting through the confusion[J]. MIT Sloan Management Review,1988, 29(2): 15-20
  [50] Mitroff I I, Pearson C M. Crisis management: A diagnostic guide for improving your organization’s crisis-preparedness[M]. San Francisco, CA: Jossey-Bass, 1993.
  [51] Orton J D, Weick K E. Loosely coupled systems: A reconceptualization[J]. Academy of Management Review,1990, 15(2): 203-223
  [52] Paton D, Smith L, Violanti J. Disaster response: Risk, vulnerability and resilience[J]. Disaster Prevention and Management,2000, 9(3): 173-180
  [53] Pearson C M, Clair J A. Reframing crisis management[J]. Academy of Management Review,1998, 23(1): 59-76
  [54] Perrow C. Normal accidents: Living with high-risk technologies[M]. New York: Basic Books, 1984.
  [55] Reb J, Sim S, Chintakananda K, et al. Leading with mindfulness: Exploring the relation of mindfulness with leadership behaviors, styles, and development[A]. Reb J, Atkins P W B. Mindfulness in organizations: Foundations, research, and applications[M]. Cambridge, UK: Cambridge University Press, 2015: 256-284.
  [56] Roberts K H. New challenges in organizational research: High reliability organizations[J]. Industrial Crisis Quarterly,1989, 3(2): 111-125
  [57] Rosenthal U. September 11: Public administration and the study of crises and crisis management[J]. Administration and Society,2003, 35(2): 129-143
  [58] Roux-Dufort C. Delving into the roots of crises: The genealogy of surprise[A]. Schwarz A, Seeger M, Auer C. The handbook of international crisis communication research[M]. West Sussex: John Wiley & Sons, 2016: 24-33.
  [59] Roux-Dufort C. Is crisis management (only) a management of exceptions?[J]. Journal of Contingencies and Crisis Management,2007, 15(2): 105-114
  [60] Ryle G. The concept of mind[M]. Chicago: University of Chicago Press, 1949.
  [61] Shapiro S L, Carlson L E, Astin J A, et al. Mechanisms of mindfulness[J]. Journal of Clinical Psychology,2006, 62(3): 373-386
  [62] Skiera B, Albers S, Kim L. Crisis construction and organizational learning: Capability building in catching-up at Hyundai Motor[J]. Organization Science,1998, 9(4): 506-521
  [63] Sutcliffe K M, Vogus T J, Dane E. Mindfulness in organizations: A cross-level review[J]. Annual Review of Organizational Psychology and Organizational Behavior,2016, 3: 55-81
  [64] Topper B, Lagadec P. Fractal crises–a new path for crisis theory and management[J]. Journal of Contingencies and Crisis Management,2013, 21(1): 4-16
  [65] Turner B A. The organizational and interorganizational development of disasters[J]. Administrative Science Quarterly,1976, 21(3): 378-397
  [66] Veil S R. Mindful learning in crisis management[J]. Journal of Business Communication,2011, 48(2): 116-147
  [67] Vera D, Crossan M. Improvisation and innovative performance in teams[J]. Organization Science,2005, 16(3): 203-224
  [68] Wallace B A, Shapiro S L. Mental balance and well-being: Building bridges between Buddhism and Western psychology[J]. American Psychologist,2006, 61(7): 690-701
  [69] Weick K E. Educational organizations as loosely coupled systems[J]. Administrative Science Quarterly,1976, 21(1): 1-19
  [70] Weick K E. Organizational redesign as improvisation[A]. Huber G P, Glick W H. Organizational change and redesign: Ideas and insights for improving performance[M]. New York: Oxford University Press, 1993: 346-379.
  [71] Weick K E, Putnam T. Organizing for mindfulness: Eastern wisdom and Western knowledge[J]. Journal of Management Inquiry,2006, 15(3): 275-287
  [72] Weick K E, Sutcliffe K M. Managing the unexpected: Assuring high performance in an age of complexity[M]. San Francisco, CA: Jossey-Bass, 2001.
  [73] Williams T A, Gruber D A, Sutcliffe K M, et al. Organizational response to adversity: Fusing crisis management and resilience research streams[J]. Academy of Management Annals,2017, 11(2): 733-769
  [74] Wooten L P, James E H. Linking crisis management and leadership competencies: The role of human resource development[J]. Advances in Developing Human Resources,2008, 10(3): 352-379