领导集体的动力和多元组织的战略转变

THE DYNAMICS OF COLLECTIVE LEADERSHIP ANDSTRATEGIC CHANGE IN PLURALISTIC ORGANIZA TIONS领导集体的动力和多元组织的战略转变In this article, we draw on five case studies in health care organizations to develop a process theory of strategic change in pluralistic settings characterized by diffuse power and divergent objectives. The creation of a collective leadership group in which members play complementary roles appears critical in achieving change. However, collective leadership is fragile. We identify three levels of "coupling" between leaders, organization, and environment that need to be mobilized to permit change. Since it is difficult to maintain coupling at all levels simultaneously, change tends to proceed sporadically, driven by the effects of leaders' actions on their political positions.本文用五个卫生保健机构研究例子开发一个在多元设定时候战略改变过程理论，该设定以权力分散和任务分散为特点。

在集体领导权体系这一创新形式中成员扮演着互补的角色，这一创新形式看似在完成改变时显得很重要，但是集体领导权确是不牢固的。

本文确定了在领导们，组织机构，以及需要被调动取得允许改变的环境氛围之间耦合的三个层次。

由于同时维持所有层次之间的联接很困难，所以改变易于偶然地发生，而驱动力来源于在它们各自政治地位上的领导行动效果。

In this research, we aimed to contribute to the development of process theory on leadership andstrategic change in pluralistic organizations. Our central research question was How can leadersachieve deliberate strategic change in organizations where strategic leadership roles are shared, objectives are divergent, and power is diffuse? Such situations are becoming increasingly common as organizations in many industries enter into various forms of collaborative arrangements, as the workforce becomes increasingly diversified, as internal markets, matrixes, and networks penetrate organizational structures, and as knowledge workers play an increasingly important economic role (L}wendahl&Revang, 1998; Van de Ven, 1998).本研究以致力于在多元组织中、关于领导层以及战略变化过程理论的发展为目标。

我们的中心研究问题是，领导们在多元组织中如何实现有意的战略变化；战略领导角色在那里是要共享，目标在那里是分散的，权利在哪里是分开的？随着许多行业的组织机构进入协作安排多样的形式，行业从业人员逐渐地变得多样化，内部市场、发源地、网络渗入组织结构，以及知识工人越来越多地扮演一个重要的经济角色，这些情况正在逐渐地变得平常。

We tackled this research question using a replicated case study method (Eisenhardt, 1989; Leo-nard-Barton, 1990; Yin, 1994). Specifically, we examined the dynamics of leadership and strategicchange in two sets of case studies conducted in the Canadian health care sector. Health care is a classic pluralistic domain involving divergent objectives (individual patient care, population health, andcost control) and multiple actors (professionals, administrators, community groups, and politicians) linked together in fluid and ambiguous power relationships (Bucher&Stelling, 1969; Bunderson, Lofstrom,&Van de Ven, 1998; Scott, 1982). The sector has become more dynamic and complex in recent years as a variety of factors have led to the breakdown and opening up of organizational boundaries (Meyer, Brooks,&Gocs, 1990; Shorten, Gillies, Anderson, Erickson,&Mitchell, 1996).我们在处理这些研究问题时使用重复案例研究的方法（Eisenhardt, 1989; Leo-nard-Barton, 1990; Yin, 1994）。

我们在检验领导层活力和战略变化时使用了在两套研究案例，这两套案例是在家拿到的卫生保健部门特别调查地。

卫生保健是一个典型的多元领域包括分散目标（个体病人护理、人群健康以及费用控制）和多样参与者（专业人员、管理人员、社区团体和政治家）以一种不固定的和模糊不清的权力关系结合在一起（(Bucher&Stelling, 1969; Bunderson, Lofstrom,&Van de Ven, 1998; Scott, 1982）。

因为许多因素导致了机构边线的崩溃和开放，近年来该部门已经变得很有活力和复杂。

It has been argued that the inherent tensions between economic values and noneconomic professional values in "value-rational" (Satow, 1975) or professional organizations such as health care institutions can be resolvedthrough "segmentation," a phenomenon in which different parts of an organization function autonomously with minimal linkage between them (Thompson, 1967; Weick, 1976). However, while professional autonomy and loose coupling may encourage local incremental adaptiveness,they do not necessarily facilitate concerted collective action (Cohen&March, 1986). Thus, the question of how pluralistic organizations develop enough coher-ence among their parts to allow deliberate strategic change remains unanswered.存在于经济价值和非经济专业价值之间的内在的紧张，以为生护理机构为例，可以通过分隔方式解决问题已讨论过，。

在这一现象中某机构的不同的部分可以用它们之间最小的连接自动地运转（Thompson, 1967; Weick, 1976）。

然而，虽然专业自治和宽松连接有可能会鼓励局部适应性的增加，却不会促进协调的集体行动（Cohen&March, 1986）。

因此，多元机构在它们的各个部分之间如何形成足够一致的问题依然没无解。

这个足够一致能带来有意的战略改变。

Our first set of three case studies dates from the late 1980s and early 1990s, a time when manyhospitals in Canada were undergoing what could be described as "first-order" strategic change (Fox-Wolfgramm, Boal,& Hunt, 1998): there were attempts to alter their internal practices and to redefine their missions, but their integrity and existence were not threatened. The second set of two studies examines the dynamics of leadership and change during two mergers involving three hospitals each and taking place in the late 1990s. These events can be seen as representing "second-order" change because the nature, existence, and boundaries of the organizations were more fundamentally questioned.我们的第一套三个研究案例来源于20世纪80年代末90年代初，那时加拿大的许多医院正在经历一次被描述为“第一级”的战略变化（Fox-Wolfgramm, Boal,& Hunt, 1998）：尝试去改变他们内在的事务，重新定义他们的任务，但是他们的完整性和存在性并没有收到威胁。