Pivotal Events Driving Organizational and Institutional Transformation
Pivotal Events Driving Organizational and Institutional Transformation
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推动组织和机构转型的关键事件
DOI：
10.1111/nejo.12317
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发表时间：
2020
影响因子：
0.8
通讯作者：
J. Cutcher
中科院分区：
文献类型：
--
作者：
J. Cutcher
对于福特汽车公司和美国汽车工人联合会来说，30年来发生的56件关键性事件构成了组织和制度安排的转变。与大多数关于关键时刻的文献（涉及对单一谈判中转折点的微观分析）相比，这是一项中观和宏观研究，其中根深蒂固的文化假设“摆在桌面上”，并且在有效解决的情况下，构成了组织或机构支点。许多关键事件都是计划好的，无论是作为正式谈判的一部分，还是作为大规模变革计划的一部分，都需要精心策划的关键时刻。另一些是计划外的，需要在关键时刻即兴发挥。关键事件还包括变革潜力存在的情况，但结果没有达到潜力这种情况（注意可能发生的事情，但没有发生）通常不会在关键时刻的文献中记录下来。并不是所有的谈判关键时刻都会导致一个关键事件，更不用说组织或制度的转变了，但本文记录了如何将这些微观，中观和宏观层面的分析联系起来。
For the Ford Motor Company and the United Automobile Workers Union, fifty‐six pivotal events over three decades add up to a transformation in organizational and institutional arrangements. Compared to much of the literature on critical moments, which involves micro analysis of turning points in a single negotiation, this is a meso and macro study where deeply embedded cultural assumptions were “on the table” and, where effectively resolved, constituted an organizational or institutional pivot. Many pivotal events were planned, either as part of a formal negotiation or a large‐scale change initiative, requiring intentionally orchestrated critical moments. Others were unplanned and called for improvisational critical moments. The pivotal events also included situations where transformative potential was present, but the results fell short of the potential—a circumstance (noting what could have happened, but didn’t) that is not usually documented in the literature on critical moments. Not all critical moments in negotiations result in a pivotal event, let alone an organizational or institutional transformation, but this paper documents ways to connect the dots across these micro, meso, and macro levels of analysis.