Labor pains: Change in organizational models and employee turnover in young, high-tech firms
Labor pains: Change in organizational models and employee turnover in young, high-tech firms
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DOI：
10.1086/320296
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发表时间：
2001-01-01
影响因子：
4.4
通讯作者：
Burton, MD
中科院分区：
文献类型：
--
作者：
Baron, JN;Hannan, MT;Burton, MD
组织理论，特别是生态观点，强调变化的破坏性影响。然而，产生这些效应的机制很少得到明确的研究。本文考察了其中一种机制——员工流动。通过对高科技初创企业样本的分析，我们发现组织领导者所采用的雇佣模式或蓝图的变化会增加人员流动率，这反过来又会对随后的组织绩效产生不利影响。与组织变革相关的人员流动似乎集中在最资深的员工中，这表明“守旧的觉醒”是主要原因。研究结果与新制度主义学者的观点一致，即创始人将文化蓝图强加给新生的组织，也与组织生态学家的观点一致，即改变这种蓝图是破坏性的和不稳定的。
Organizational theories, especially ecological perspectives, emphasize the disruptive effects of change. However, the mechanisms producing these effects are seldom examined explicitly. This article examines one such mechanism-employee turnover. Analyzing a sample of high-technology start-ups, we show that changes in the employment models or blueprints embraced by organizational leaders increase turnover, which in turn adversely affects subsequent organizational performance. Turnover associated with organizational change appears to be concentrated among the most senior employees, suggesting "old guard disenchantment" as the primary cause. The results are consistent with the claim of neoinstitutionalist scholars that founders impose cultural blueprints on nascent organizations and with the claim of organizational ecologists that altering such blueprints is disruptive and destabilizing.