Research On Organizational Continuous Change Process Under Organization-environment Conflict Normality

Due to the continuous and uncertain environmental change,enterprises are facing the normalization of organization-environment conflicts.On the one hand,the rapidly environment change makes organizations face a continuous sense of inadequateness.On the other hand,the uncertainty of environment change brings unforeseen and sudden conflicts around organization.In the context of a relatively stable,organizations usually face a certain type of conflict for a period of time,and resolve the conflict to enter the next stable stage.However,organizations often encounter new conflicts while responding to a certain conflict,or triggers new conflicts during the process of conflicts response under a conflict normality world.So,how should organizations respond to or carry conflict under normal conditions of conflict? Further,how can organizations change that are more accommodating to the normalization of conflict for better development?Obviously,in an environment where conflicts are normalized,it is very difficult for organization to achieve sustainable development by establishing a clear goal and following the planned process of "unfreeze-change-freeze".In response to the rapidly changing environment,Continuous change perspective has brought great inspiration to management research and practice in the new era.It is emphasized that organizational change is the emergent and continuous result of the interaction between the environment and the organization,which provide a basis for understanding the process of organizational change in the context of conflict normality.By summarizing the existing theories,continuous change has been widely recognized for organizational adaptation and embraceconflicts However,how enterprises turn to continuous change,the path of continuous change and dynamic mechanism behind it still need to be further studied.Through qualitative analysis,this study summarized and refined the process of continuous change under the conflict normality.The internal and external dynamic mechanism of continuous change and the adaptive mechanism of continuous change driven by different subjects were studied and constructed.There are main findings: First,dynamic ambidexterity constitutes the core driving force for continuous change.The traditional ambidexterity was challenged under the organization-environment conflict normality: the organization’s response to the previously conflicts and the learning process were often interrupted by new organization-environment conflicts.In the continuous and improvised conflict response process of exploration-exploitation conversion,the dynamic ambidexterity gradually generates and drive organizational continuous change.Second,As the space bearing the organization-environment conflict,organizational field change directly affects the process of organizational continuous change,and constitutes the system power of organizational continuous change.The study found that the organizational field,as a space that carries the conflict of multiple institutional logic,its change process promotes the transition of the state of continuous change and drive the continuous change.In the process of organizational field from simple to complex,from whole to differentiation,the conflict between institutional logics within the field gradually becomes salient.The salient conflict between institutional logics within the field leads to the output of unintended changes,prompting the organization to move from a “refreze” state to a “frozen” state,and then to a“rebalanced” state of change.The conflict between institutional logics in the field has changed from salient to latent,and output intentend change,pushing the organization from a “rebalanced” state to a “refreze” state.Third,conflict fills in organizational change process.Traditional organizations experience migrate-frustrated-trial&errorselecte from episodic change to continuous change.There are two ways to establish the adaptive mechanism of organizational continuous change from different subjects: one is the field active process driven by the members’ concert which is mainly manifested in two aspects: initiative innovation and mutual assistance response.Among them,automatic innovation is conducive to the active and rapid response of the actors to the conflict,while mutual response is conducive to the formation of joint forces between the actors to better promote innovation.The second is the active process of the field driven by leaders which is mainly manifested in three activities — restraint in undertaking,role retreat,and immediate resumption.Restrained undertaking enables enterprises to keep up with the new trend while leaving room for adjustment,as well as responding faster at a lower cost.Role retreat means that leaders are no longer the most front-end change perception and transmitter and change controller in the bureaucratic structure,but retreat to release more initiative to organizational members and various stakeholders in the business system.The immediate review reflects the leader’s role of backing up after the role retreats,and prevents team members from being too dispersed in creation,resulting in the dissipation of resources and capabilities.The research tries to reveal the process of organizational change under organization-environment conflict normality,restore and depict the process of continuous change from the interaction level of organization and environment,and establish a process theory of continuous change that is closer to the situation of Chinese enterprises.At the same time,the research focus on the conflict response process of the organization and the conflict bearing process of the field,and finds the importance of recognizing the relationship between conflict and organizational change to promote a better growth of the organization,which provides a reference for the vast number of management practitioners.