Research On The Social Network Of Double Marginal People

Since we entered the21st century, the family enterprise in China has kept developing in terms of scale and grown into an important force, which can not be ignored, in national economy. Family enterprise has some advantages that general enterprise does not have, such as low transaction costs, flexibility in market decision, quick corporate finance and strong internal cohesion, which is the reason for family enterprise to develop so quickly in China. However, family enterprise still has some shortcomings, especially in terms of human resource management. Family enterprise is different from general enterprise in that its internal control is made up of kinship structure and bureaucracy structure, and its resource allocation also focuses on the two power structures. In this tangled structure, there is a group of employees who are neither in the kinship relation in the family enterprise, nor able to enter the core layer of the bureaucracy of the enterprise. They are the double marginal people in family enterprises. As those marginal employees are in a special position, their social network will often deviate from the normal state, which then will cause a series of problems and have serious influence on enterprises.Enterprise H is a family enterprise in a province in the central region of China. In this paper, based on enterprise H, the social network state of the marginal employees in the enterprise and problems caused will be studied by adopting the research methods of participatory observation and interviews and questionnaire survey and from the perspective of social network. It can be seen that the social network of double marginal employees in enterprise H shows a deformed state of development due to the influence of corporate power structure, neglect of the management and the employees’ deficiency in ability and so on. It is mainly reflected in high homogeneity, low social capital stock and low organizational trust, which are the hidden risks in the operation of enterprise H. In particular, a series of problems including the difficulty in transferring tacit knowledge, low degree of organizational identification and poor job satisfaction has a profound influence on the production efficiency of the family enterprise and employee cohesion within the enterprise. If the system construction can be strengthened in the aspects of regulation, normalization and cultural cognition and the information transfer can be improved, the interpersonal relationship crisis in family enterprises may be alleviated.