摘要
变革作为组织生命历程中永恒而重大的主题,一直受到理论界、实践界六十余年
来持续地关注。基于员工视角的微观、个体导向研究取代了传统的管理者视角的宏
观、系统导向研究成为组织变革研究的新焦点。当前,我国社会转型歩正入深水区,
积极稳妥地推进各种组织变革不仅有利于单个组织的生存与发展,也有利于社会转
型时期的和谐与稳定。本研究基于社会交换理论,探讨在组织变革的推行过程中,
谁来领导变革、如何领导变革才能构建变革时期和个体导向视角,对组织变革中的
领导风格与行为、员工变革反应及其心理机制,以及分别体现社会交换和经济交换
的组织承诺、组织公平的相关研究进行了回顾,发现现有的研究存在四个方面的不
足:员工变革反应研究尚缺乏统一的理论框架指导;组织变革中的领导行为与员工
变革反应的之间的研究还存在着空白;缺乏员工对变革管理的心理反应机制的探讨
与实证研究;组织变革研究无论在研究范式还是研究整体性方面都缺乏整合。

针对微观个体导向的组织变革研究视角多出、缺乏统一的理论框架,本研究基于
社会交换的理论视角,分析了变革情景下组织员工互依性互惠交换的本质,并结合
组织发展的动态观念,提出了员工变革反应模型。该模型认为,员工对变革的反应
取决于员工对变革推动接受双方社会交换关系的认知,一方面是円常工作中所形成
的组织情感承诺,另一方面是对当下变革过程公平性的判断。员工的情感承诺和变
革公平感源自组织的闩常管理、当下的变革事件/待性与管理行为和自身的性格特征,
并决定了对变革事件以及组织的反应。

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本研究针对变革执行过程中的谁来执行、如何执行的问题,通过两个子研究对基
于社会交换的员工变革反应模型进行实证检验。第一个子研究以经历过各种组织变
革的374名在职MBA学员为对象进行问卷调查,考察仁慈领导、变革管理对于员工
变革情感承诺的影响及其作用机制。运用结构方程模型进行数据分析,结果表明变
革管理对于变革情感承诺有直接作用效果,同时经由变革公平一组织情感承诺路径
作用于变革情感承诺。仁慈领导经由组织情感承诺作用于变革情感承诺。

第二个子研究针对第一个子研究存在共同方法偏差和单一的个体层次研究不如
跨层研究适合反应组织和变革事件分层实质的问题,采用跨层配对研究设计,获得
來自18个组织中28个部门、历经相应组织变革的263名员工的数据,发现仁慈领
导氛围、变革管理氛围对员工的变革情感承诺有显著的正向影响,并具有显著的交
互效应:对于高的仁慈领导氛围,变革管理能带来更高的变革情感承诺;在低的仁
慈领导氛围下,变革管理对于变革情感承诺促进作用更显著。对于变革公平,仁慈
领导氛围和变革管理氛围基本上决定了不同变革单元的员工变革公平感的差异。对
于组织情感承诺的组间差异,仁慈领导氛围和变革管理氛围没有显著影响。

最后,对研究结论进行了总结、分析,阐述了本研究的理论启示和实践意义,指
出了存在的不足和未来研究方向。

关键词:组织变革仁慈领导变革管理变革公平变革情感承诺
情感承诺社会交换理论
Abstract
As the eternal and significant theme in the organizational life cycle, change has been
subject to theorists and practitioners for more than sixty years. The micro, person-oriented
research based on employees&39; perspective, instead of the traditional macro,
systems-oriented research from managers&39; angel, became a new focus in organization
change domain. At present, with China&39;s social transformation step into pivotal stage, to
promote a variety of organization change actively and steadily is not only conducive to the
survival and development of a single organization but also conducive to social harmony
and stability of the transition period. This study, based on social exchange theory, explored
that who leads change and how to lead change during the implementation process could
build harmonious organization-employee relationship in times of change.
This study, based on social exchange perspectives and person-oriented angel in
organization change domain, firstly critical reviewed the leadership style and behavior,
employees&39; reaction to change and psychological mechanisms, organizational commitment
and organizational justice which reflect the social exchange and economic exchange
respectively. Through out the review, there are four gaps found in the research about
organizational change leadership behavior and employee&39;s reaction to change: lack of a
unified theoretical framework for the guidance of the employee&39;s reaction to change; gap
existing in the relationship of change leadership behavior and employee&39;s reaction to
change; lack of discussion and empirical research on employee&39;s psychological reaction
mechanism of the change management; lack of integration on either research paradigm or
research integrity in organizational change domain.
As for many research angels and lack of a unified theoretical framework for micro,
person-oriented organization change, this study, based on social exchange theory
perspective, analyzed the interdependent exchange nature of mutual reciprocate, combined
with the dynamic notion of organizational development, proposed the model of
employee&39;s reaction to change. The model considered employees&39; reaction to change
depended on cognition of social exchange relationship between the impetus and the
acceptance: organization commitment formed in daily work on the one hand and fairness
judgment of the current process of change on the other hand. The employees&39; organization
affective commitment and change commitment rooted in the day-to-day management, the
characteristics of change, change management behavior and disposition of themselves,
and determined their reaction to change and organization.
As to the question that who and how to perform in the implementation process, this
article gave empirical test for the employees&39; reaction to change model through two
sub-study. In the first study, data was collected from 374 part-time MBA students
experienced a variety of organization change with questionnaire survey to explore the
affection and mechanism of benevolent leadership and change leadership on employee
affective commitment to change. The results of structural equation model analysis show
that change management had both direct affection and change fairness-organizational
affective commitment indirect affection on affective commitment to change. Benevolent
leadership exerted affection on affective commitment to change through organization
affective commitment.
Against the common method bias and individual-level research not as good as cross
level reflecting layered nature of organization and change event, the second study adopted
cross level, counterpart design, obtained data from 263 participant experienced change in
28 departments of 18 organizations. The results found that both benevolent leadership
climate and change leadership climate exerted positive affection on employees&39; affective
commitment to change, and had significant interaction effect: in high benevolent
leadership climate, change leadership could bring much higher affective commitment to
change, while in low benevolent leadership climate, change leadership had more
significant affection on affective commitment to change. As for change fairness,
benevolent leadership climate and change leadership climate almost determined the
variance among different change units. As far as the variance of organizational
commitment between units, both benevolent leadership climate and change leadership
climate had no significant affection.
Finally, this article summarized and analyzed conclusions, elaborated theoretical
implication and practical significance of this study, and pointed out the limitation and
future research directions.
Key Words: organizational changebenevolent leadershipchange leadership
changefairnessaffectivecommitmenttochange affective
commitment
social exchange theory
1绪论
1.1研究背景
变革是组织永恒的主题。任何组织的生存与发展都面临着一个与生俱来的困境:
一方面,组织生存其中的市场环境、制度环境处于不断的运动变化之中,并随着社
会、经济、技术的发展,从农业经济、工业经济、到如今的知识经济,呈持续加速
变化的态势;另一方面,组织的生存发展依赖于一个相对稳定的环境,构建自己的
核心业务、文化和层次向外的活动规范,表现为组织惯性(inertia),组织规模越是