大连理工大学硕士学位论文
摘
要
基于文献梳理可知，组织变革过程中存在着“驱动力”和“抵制力”这样一对相
互作用的力量，动态能力发挥着变革“驱动力”的作用，组织惯性是变革“抵制力”
的主要来源。因此，从动态能力与组织惯性相互作用的视角深入研究组织变革过程，
有利于更加系统全面、更加辩证地揭示组织变革过程的“黑箱”，从而解释企业“不
愿意”或“不能够”实现组织变革的原因。
本文开展了两部分研究，第一部分研究选取在动态环境中多次成功实施组织变革
的华为、腾讯和海尔三家企业作为研究样本，采用扎根理论方法进行动态能力维度构
建；第二部分研究进一步选取华为的三次研发管理变革作为研究样本，采用探索性单
案例研究方法，对组织变革情境下动态能力与组织惯性的相互作用机理进行深入探讨，
并进一步采用对比分析的思路探讨多次组织变革中动态能力的增强和提升逻辑。
根据研究结果，本文发现：第一，动态能力由识别危机能力、变革领导能力、整
合重构能力和巩固变革能力四个维度构成，这四个维度具有稳定的内涵，既相互独立
又彼此影响，贯穿于整个组织变革的过程中。第二，在组织变革过程中，动态能力四
个维度与组织惯性（认知惯性和行为惯性）之间存在着“阻碍—克服—重塑”的相互
作用机理，这个相互作用过程随着组织变革不同阶段体现出不同的作用内容和作用方
式：在解冻和改变阶段，组织惯性阻碍动态能力的形成及发挥作用，识别危机能力、
变革领导能力、整合重构能力能够克服组织惯性；在再冻结阶段，巩固变革能力发挥
主导作用重塑组织惯性。第三，在多次组织变革过程中，随着组织惯性的不断增强，
企业动态能力对组织惯性克服和重塑的作用强度会不断增大，同时动态能力呈现出不
断增强和提升的趋势。
关键词：动态能力；组织惯性；组织变革；案例研究
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如何实现组织变革？动态能力与组织惯性的相互作用机理研究
How to achieve organizational change? Research on the Interaction
Mechanism of Dynamic Capability and Organizational Inertia
Abstract
Based on the literature review, it can be seen that there are a pair of interacting forces
such as "driving force" and "resistance force" in the process of organizational change,
dynamic capability plays the role of the "driving force" of change, and organizational inertia
is the main factor of the "resistance force" of change. source. Therefore, an in-depth study of
the organizational change process from the perspective of the interaction between dynamic
capabilities and organizational inertia is conducive to revealing the "black box" of the
organizational change process more systematically, comprehensively and dialectically, so as
to explain the "unwillingness" or "inability" of enterprises to achieve organizational change.
reasons for change.
This paper conducts two parts of research. The first part of the study selects three
companies, Huawei, Tencent and Haier, which have successfully implemented organizational
changes in a dynamic environment for many times as research samples, and uses the
grounded theory method to construct the dynamic capability dimension; the second part of the
study further selects Huawei The three R&D management changes of 2019 were taken as
research samples, and the exploratory single-case study method was used to conduct an in-
depthdiscussiononthe interactionmechanismbetweendynamiccapabilitiesand
organizational inertia in the context of organizational change, and further use the idea of
comparative analysis to explore the dynamic capabilities in multiple organizational changes.
enhancement and promotion logic.
According to the research results, this paper finds that: First, dynamic capabilities are
composed of four dimensions: ability to identify crisis, ability to lead change, ability to
integrate and reconstruct, and ability to consolidate change. These four dimensions have
stable connotations, which are independent and affect each other. throughout the process of
organizational change. Second, in the context of change, there is an interactive relationship of
"blocking-overcoming-remodeling" between the four dimensions of dynamic capabilities and
organizational inertia (cognitive inertiaand behavioral inertia),This interaction process
reflects different contents and modes of action with different stages of organizational change:
in the thawing andchanging stages, organizational inertia hinders theformation and
functioning of dynamic capabilities, and the ability to identify crisis, change leadership, and
integrate and reconstruct can Overcome organizational inertia; during the refreeze phase,
consolidating change capabilities plays a leading role in reshaping organizational inertia.
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大连理工大学硕士学位论文
Third, in the process of multiple organizational changes, with the continuous enhancement of
organizational inertia,the role of dynamiccapabilities in overcomingand reshaping
organizational inertia will continue to increase, and dynamic capabilities will show a trend of
continuous enhancement and improvement.
Key Words： Dynamic Capability; Organizational Inertia; Organizational Change；
Case Study
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