), 赵玉兰1, 周意勇2,3, 吴江1 1西南大学政治与公共管理学院, 重庆 400715
2中国科学院心理研究所, 北京 100101
3中国科学院大学, 北京 100049
收稿日期:2018-02-26出版日期:2019-02-15发布日期:2018-12-25通讯作者:诸彦含E-mail:zhuyh@swu.edu.cn基金资助:* 国家自然科学基金面上项目(71874146);中央高校基本科研业务费创新团队项目(SWU1709123);西南大学人文社会科学重大培育项目(SWU1709707);“党的十九大精神”研究重大科研专项(SWU1709723)Resilience in organizations: Construction of protective resources from psychological and systematic perspective
ZHU Yanhan1(), ZHAO Yulan1, ZHOU Yiyong2,3, WU Jiang1 1 School of Political Science and Public Administration, Chongqing 400715, China
2 Institute of Psychology, Chinese Academy of Sciences, Beijing 100101, China
3University of Chinese Academy of Sciences, Beijing 100049, China
Received:2018-02-26Online:2019-02-15Published:2018-12-25Contact:ZHU Yanhan E-mail:zhuyh@swu.edu.cn摘要/Abstract
摘要： 作为跨学科的研究构念, “韧性” (resilience)呈现出心理和系统两条独立的发展轨迹。基于心理路径和系统路径, 本文系统梳理了韧性在组织不同层面的类型特质、影响因素及测量, 依托资源保护理论, 以保护性资源的建构为主线勾勒出韧性在组织不同层面的产生路径, 并据此提出相关干预策略。未来研究可尝试探究积极事件对韧性的诱发机理以及跨层面韧性之间的促进作用, 并基于心理和系统两条发展脉络开展本土化实证研究。
图/表 2
表1员工韧性、团队韧性、组织韧性辨析
| 韧性 | 影响因素 | 测量 | |
|---|---|---|---|
| 类型 | 内涵 | ||
| 员工韧性 (个体层面) | 心理路径：通过保护性资源与环境的动态交互以克服逆境并实现成长的心理-行为过程( | ①个体资源：积极情绪( ②组织资源：学习型组织氛围( | ① ② |
| 团队韧性 (团队层面) | 心理路径：利用团队成员的心理资源和社交资源, 基于共同应对信念的一种动态社会心理过程, 表现为团队成员的共同认知、共同动机或共同情感的集体心理状态( | ①心理资源：团队成员积极的情绪、认知和动机等( ②社交资源：关怀型人际关系感知、团队合作信念和学习型取向( | ①Sharma等开发的4个主维度, 10个子维度的多维度等级量表; ② |
| 组织韧性 (组织层面) | 系统路径：通过资源的储备或调配等帮助组织恢复或超越原始状态的能力, 即不仅能帮助组织从非常态环境冲击中恢复原始状态( | ①资源储备：积极关系( ②资源调配：立场感知、情境整合、战略决策制定与执行( | ① ② |
表1员工韧性、团队韧性、组织韧性辨析
| 韧性 | 影响因素 | 测量 | |
|---|---|---|---|
| 类型 | 内涵 | ||
| 员工韧性 (个体层面) | 心理路径：通过保护性资源与环境的动态交互以克服逆境并实现成长的心理-行为过程( | ①个体资源：积极情绪( ②组织资源：学习型组织氛围( | ① ② |
| 团队韧性 (团队层面) | 心理路径：利用团队成员的心理资源和社交资源, 基于共同应对信念的一种动态社会心理过程, 表现为团队成员的共同认知、共同动机或共同情感的集体心理状态( | ①心理资源：团队成员积极的情绪、认知和动机等( ②社交资源：关怀型人际关系感知、团队合作信念和学习型取向( | ①Sharma等开发的4个主维度, 10个子维度的多维度等级量表; ② |
| 组织韧性 (组织层面) | 系统路径：通过资源的储备或调配等帮助组织恢复或超越原始状态的能力, 即不仅能帮助组织从非常态环境冲击中恢复原始状态( | ①资源储备：积极关系( ②资源调配：立场感知、情境整合、战略决策制定与执行( | ① ② |
图1组织中韧性的产生路径
图1组织中韧性的产生路径参考文献 83
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