Study On The Influence Mechanism Of Organizational Transactive Memory System On Organizational Resilience

Under the once-in-a-century great changes,every enterprise is always in the midst of unpredictable sudden crises(black swan crisis)and imperceptible cumulative crises(gray rhinoceros crisis).Only those enterprises that take the initiative to deal with risks can get out of the crisis faster.Therefore,in order to achieve sustainable development under uncertain circumstances,enterprises need to actively monitor crisis information of internal and external environment and formulate effective crisis response plans scientifically,that is,to improve organizational resilience in the rapidly changing internal and external environment.This is the foundation for promoting high-quality economic development and building a new pattern of development with both domestic and international cycles.It is also the prerequisite for realizing China’s dream of rising and becoming a great power in the face of unprecedented changes in a century.In recent years,organizational resilience has received extensive attention in the academic field,but there are also some obvious theoretical research gaps: most of the mainstream studies at home and abroad apply organizational resilience in the context of sudden crisis,and pay less attention to the organizational resilience brought by cumulative crises within enterprises,and rarely explore the impact of the dual role of sudden crisis and cumulative crisis on organizational resilience.Existing studies on the impact of sudden crises on organizational resilience focus on specific studies from the perspective of learning,strategy,resources,relationship and other perspectives,instead of dynamic evolution studies on the full range of organizational resilience from the perspective of the whole system.Meanwhile,existing theories emphasize that enterprises change with the changes of the environment,that is,"adapt to changes".However,it does not give a clear and adequate explanation of the enterprise environmental risk identification,prevention and response;In addition,the existing research focuses on the exploration of definition measurement,literature review,theoretical model and case analysis,and the empirical research needs to be further improved.In order to solve the above problems in the study of organizational resilience,this paper discusses how organizational transactive memory system influences organizational resilience under the dual crisis situations of unpredictable emergent crisis and undetectable cumulative crisis.The study divides the organizational resilience variables into three dimensions: situational awareness,anticipation capacity and adaptive capacity.By exploring the factors that influence organizational resilience in dual crisis situations,it can be found that the organizational transactive memory system can help enterprises form a diversified knowledge resource pool for crisis response in a dynamic changing environment and timely acquire internal and external crisis information.Organizational improvisation can creatively capture and utilize new methods and ideas to solve the dilemma and grasp the opportunity effectively.Organizational routine updating can make enterprises get rid of the old organizational system and rigid experience management;Strategic flexibility can quickly help enterprises ease the restrictions of internal resource constraints;Empowering leadership can create an empowering atmosphere within the enterprise and give employees the right and responsibility to participate in and make decisions.Therefore,the important influencing factors of organizational resilience can effectively integrate the risk information and knowledge,crisis response plan,organizational behavior pattern and new resource allocation and use plan formed in the process of organizational response to the crisis into the experience accumulation of the enterprise and take root in the organization for long-term preservation in the form of resilience genes and traits.It not only helps enterprises to construct internal situational awareness in advance when the next crisis comes,enhance their awareness of crisis response and make full preparations in advance for the occurrence of unexpected events,but also provides enterprises with more reference for strategic decision-making and strategic selection schemes.Therefore,enterprises can give the most appropriate decision-making ideas according to different situations in the dual crisis situation,and finally enhance the quality of decision-making and implementation effect of enterprises in response to the crisis.In order to complete the above research,this study integrated the theory of complex adaptive systems and the theory of organizational immunity to form the theory of active adaptation.By comparing the adaptability and explanatory power of interdisciplinary theories,two attributes of the theory of active adaptation,namely multi-level evolution and active response,were proposed.On the one hand,the motivation to make the organization resilience comes from the personnel subject at the enterprise individual level.Under the interaction of proactive individuals,the complex behaviors at the enterprise organizational level are realized.The multi-level evolution attribute is based on the stimulus-response mechanism,multi-agent evolution mechanism and system emergence mechanism in the complex adaptive system theory,which can elevate the influencing factors of organizational resilience from the individual level to the organizational level,so as to fully reflect the multi-level ante-dependent variables of organizational resilience.On the other hand,the theory of active adaptation advocates "advance response",that is,actively monitor and perceive the changes of the environment,and prepare coping strategies and response mechanisms for the changes of the environment in advance.Therefore,the attribute of active response is based on the specific immune response mechanism in the theory of tissue immunity.Based on the logic of the three links of "organizational monitoring,organizational defense and organizational memory",this paper explores the causal relationship and functional links among the variables affecting organizational resilience at the organizational level.As the independent variable,the organizational transactive memory system mainly takes on the two processes of "identification: risk perception" and "transmission: information transmission" in the links of organizational monitoring.As intermediary variables,organizational improvisation,organizational convention updating and strategic flexibility bear the processes of "variation: strategy change","choice: strategy choice" and "flexibility: implementation flexibility" respectively in organizational defense links.Organizational resilience,as an outcome variable,includes three dimensions: situational awareness,anticipate capacity and adaptive capacity,which are responsible for the processes of "keeping: risk knowledge","extraction:knowledge dissemination" and "guidance: knowledge application" in organizational memory.The double-edged sword effect of delegating leadership is used to explain the bidirectional moderating effect of this study.Accordingly,this study constructs a mechanism model of the influence of organizational transactive memory system on organizational resilience by taking organizational improvisation,organizational convention updating and strategic flexibility as independent variables,organizational improvisation and organizational convention updating,organizational improvisation and strategic flexibility as chain intermediary variables,and empowering leadership as two-way moderating variables.By using the questionnaire data of more than 300 enterprises in Shanxi Province,Beijing City,Shanghai City,Guangdong Province,Jiangsu Province and other provinces and cities,and combining with quantitative research methods,the empirical test of the theoretical model constructed by this research has not only enriched the empirical research in the field of organizational resilience,but also opened the "black box" for enterprises to obtain competitive advantages and maintain vitality in response to crisis.The results show that organizational transactive memory system and its three dimensions(special,credibility and coordination)have a significant positive impact on organizational resilience,indicating that organizational transactive memory system and its three dimensions(special,credibility and coordination)are important antecedent variables that can not be ignored to improve organizational resilience.Organizational improvisation and its two dimensions(immediacy and innovation)play a partial mediating role between organizational transactive memory system and organizational resilience.Organizational routine updating and its two dimensions(routine modification behavior and routine creation behavior)play a partial mediating role between organizational transactive memory system and organizational resilience.Strategic flexibility and its two dimensions(resource flexibility and coordination flexibility)play a partial mediating role between organizational transactive memory system and organizational resilience.Organizational improvisation and organizational routine updating play a significant role as chain mediators between organizational transactive memory system and organizational resilience.Organizational improvisation and strategic flexibility play a significant role as chain mediators between organizational transactive memory system and organizational resilience.Empowering leadership and its four dimensions(autonomy,work significance,decision to participate and high performance confidence)have no significant positive moderating effect between organizational improvisation and organizational convention updating.The autonomy dimension of empowering leadership has a significant negative moderating effect on the relationship between organizational improvisation and strategic flexibility,while the moderating effect of empowering leadership,job significance,decision to participate and high performance confidence is not significant but the coefficient is negative.To sum up,the main innovation points of this study are as follows: breaking through the limitations of existing researches which only explored organizational resilience from the perspective of emergent crisis situation,and combining the dual crisis situation of emergent crisis and cumulative crisis to explore the impact of organizational resilience.The research theory in the field of organizational resilience is expanded,and the active adaptability theory is formed by referring to the main contents of complex adaptive system theory and organizational immunity theory,and the active adaptability theory is used to analyze the improvement process of organizational resilience under the dual crisis situation.A mechanism model of the influence of organizational transactive memory system on organizational resilience was constructed,and the direct action path of organizational transactive memory system on organizational resilience was proposed,as well as the multi-mediation path and chain mediation mechanism of organizational improvisation,organizational convention updating,and strategic flexibility,as well as the two-way mediation mechanism of empowering leadership.In the context of increasing uncertainties,it is of great significance for this study to think about enterprise management practices from the perspective of organizational resilience: enterprises need to fully realize the universality of dual crisis situations.Organizational resilience is not only manifested in the destructive risks brought by sudden crises,but also in the normal risks caused by cumulative crises in the daily production and operation of enterprises.In order to better exert the influence of organizational transactive memory system,organizational resilience,organizational convention updating and strategic flexibility on organizational resilience,enterprises need to actively build internal sharing platforms(knowledge and information real-time release module,improvisation strategy module,suggestion adoption module,resource allocation module)to provide communication channels for improving organizational resilience.In order to ensure the efficient operation of internal sharing platform,enterprises need to take the initiative to build appropriate authorization mechanism and behavioral incentive mechanism to provide institutional guarantee for improving organizational resilience.