組織例規與平衡精進改良與探索創新之個案研究

Abstract

組織變革是近年來備受重視的議題。許多企業在發展一段時間之後會希望透過開創新事業帶動組織繼續成長，但是新事業往往因難以融入公司既有體系，最後以失敗收場，為此必須考量新舊平衡之道，讓看似對立的精進改良與探索創新活動可以在同一個組織架構內運作。除了雙元組織設計原則之外，平衡問題是過去研究鮮少討論的主題，本研究希望藉由觀察組織例規的演變，重新審視組織於變革歷程中如何平衡精進改良與探索創新。 本研究選擇聯合報系作為研究個案。透過分析個案公司在面臨數位化衝擊之下展開的變革計畫，同時發展報紙與報紙以外的新事業，辨識變革歷程中的精進改良與探索創新活動，並針對策略、組織、營運三項變革項目進行分析，找出平衡精進改良與探索創新的組織例規。經由分析，本研究發現新舊協作的作法是在新舊事業發展過程中，平衡精進改良與探索創新活動的關鍵組織例規，其中更包含新舊事業協作、新舊主管協作、新舊員工協作等三個層面。新舊主管協作與新舊員工協作是新舊事業協作的基礎，讓精進改良與探索創新活動在採取雙元組織設計而分開後，透過營運面做法讓精進改良與探索創新有共同合作的機會。此外在新舊協作平衡例規背後隱含組織文化修正與新學習機制建立，使得變革推動持續自發性地進行。

Organizational change is a common need for established companies in today’s fast changing environment. Many established companies attempt to grow new line of businesses from within, but fail to achieve the desired goals due to potential conflicts between the existing and new business units. In essence, established companies have to find ways to balancing the need for exploitation and exploration activities. Despite the call for creating an ambidextrous organization, discussions on how an organization can simultaneously manage both exploitation and exploration activities through routine changes are still lacking, which motivates the present thesis research. In this thesis, we investigate how an organization designs its organizational routines, which serve as sources of stability as well as change, to balance pressures for exploitation and exploration in the face of ongoing organizational change through a case study approach. Undertaking field interviews on a major newspaper company that has been facing digital challenges and changes for years, we demonstrate that a feasible ambidextrous change is through establishing overlapping routines that embrace cooperative actions of various levels of the existing and new organization units, from managers to employees. In addition, while implementing the overlapping routines, the organizational culture changes and new learning mechanism is built which make organic change in the organization possible.