Successful Failure
Successful Failure
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成功失败
DOI：
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发表时间：
1996
期刊：
影响因子：
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通讯作者：
W. Seibel
中科院分区：
文献类型：
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作者：
W. Seibel
尽管组织理论已经承认了低绩效-高持久性现象，但问题仍然是，如何能够合理地调动资源，以有利于长期失败的组织。本文认为，永久性的组织失败要求那些对组织有贡献的资源既对失败感兴趣，又对失败一无所知。两个说白了的例子——帮助受虐妇女和残疾人就业——被解释为“委托人”不一定对其“代理人”的高绩效感兴趣，而是对象征性的问题解决感兴趣的案例。但有人指出，民主制度中的竞争性市场和公共部门都不可能为这种利益提供有利的环境。相反，假设第三部门（或非营利部门）提供一种结构和意识形态的环境是明智的，在这种环境中，对失败的兴趣和对失败的无知的兴趣都可能蓬勃发展。
Although organization theory has acknowledged low-performance-high-persistence phenomena, the question remains how resources can conceivably be mobilized in favor of permanently failing organizations. This article argues that permanent organizational failure requires those contributing resources to an organization to be interested in both failure and ignorance about failure. Two illustrative examples—help for battered women, employment of the handicapped—are interpreted as cases where “principals” are not necessarily interested in high performance of their “agents” but rather in symbolic problem solving. It is stated, though, that neither the competitive market nor the public sector in a democratic system is likely to provide a favorable environment for such interest. Rather, there is good sense to assume the third (or nonprofit) sector to provide a structural and ideological setting in which both interest in failure and interest in ignorance about failure may be flourishing.