CAJ | 학술논문

采用纵向案例研究方法，对HB公司高管团队的特征演化进行历时8年的现场观察和跟踪，结果表明：在层级结构的组织内，派系冲突产生的先决条件有两个，一是冲突双方势均力敌，二是一方认为对方触动了自己的根本利益。冲突演化的路径是从认知冲突到情感冲突，最终转化为派系冲突。此外，当高管团队间的冲突停留在认知和情感阶段时，对企业经营绩效的影响并不显著，一旦升级为派系冲突，其对企业绩效的负向影响便逐渐显现。
채용종향안례연구방법，대HB공사고관단대적특정연화진행력시8년적현장관찰화근종，결과표명：재층급결구적조직내，파계충돌산생적선결조건유량개，일시충돌쌍방세균력활，이시일방인위대방촉동료자기적근본이익。충돌연화적로경시종인지충돌도정감충돌，최종전화위파계충돌。차외，당고관단대간적충돌정류재인지화정감계단시，대기업경영적효적영향병불현저，일단승급위파계충돌，기대기업적효적부향영향편축점현현。
The study analyzes preconditions that trigger cliques＇ conflict between TMT members, con- flicts＇ evolution process and its impact on organizational performance. The researchers took 8 years＇ obser- vation and longitudinal follow up on TMT of ＂HB＂ company. The conclusions show that in hierarchical or- ganization, there are two preconditions that trigger cliques＇ conflict. One is ＂A Roland for an Oliver＂ coun- terbalance between two cliques and the other is that one regards the others touch his/her sore spot. Conflicts evolve from cognitive conflict to the effective one, escalating to the clique conflict. Meanwhile, the cogni- tive conflict and effective conflict show insignificant impact on organizational performance. However, when the conflict becomes the cliques＇ conflict, the negative impact on the organizational performance will be sig- nificant.