员工后见之明认知偏差对组织绩效的双重效用机制--一项中国本土化的探索性实证研究.pdfVIP

2014年 11月 牟暮l圣}奢 彳l NOV．．2014 (第28卷第11期) EastChinaEconomicM anagement (Vol-28．No．11) ●管理论坛 [DOI]10．3969j／．issn．1007—5097．2014．11．019 员工 “后见之明”认知偏差对组织绩效的双重效用机制 — — 一 项中国本土化的探索性实证研究 何 轩 ，朱丽娜 “ (广东外语外贸大学 a．粤商研究中心；b．国际经济贸易学院，广东 广州 510006) TheDouble-edgedSwordEffectivenessofEmployees’ “Hindsight” CognitiveBiason organizatiOnalPerformance — — AnExploratoryEmpiricalStudyintheChineseContext HEXuan ．ZHU Li—na (a．CantoneseMemhantsResearchInstitution；b．SchoolofInternationalTradeBnsiness， GuangdongUniversityofForeignStudies，Guangzhou510006，China) Abstract：Chinesemanagementscholarsoftenfindsomemanagementmodes，whichareeffectiveinthewesterncontext，are notapplicableintheChineseconditionswhentheymakestudiesinthelightofmanagementtheoriesmainlyintroducedfrom the westerncountriesuptopresent．Thisisbecausethedifferencesofthinkingstyleunderdifferentculturalbackgroundsarealways neglected．However，thesedifferencesaretheessentialelementsinboththeexplorationofthelocalizationofmanagementtheo— ryandthepracticeofChineseenterprisemanagement．The “hindsight” cognitivebiasfrom Chinesetraditionalholisticthink— ingstyleisafiercedebatetopicintheinternationalmanagementfield．Thepaperdeemsthatthewestenlscholarsemphasizeex— cessivelyandamplifythedefectsoftheholisticthinkingstyle，andignoreitspositiveeffects．Itdemonstratesthatthe “himl— sight” isnotneitherrhymenorreasonandcanbecomeorganizationallubricantinsomecases，bytakingthestaffincentive mechanismof “interact