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本文采用案例研究的方法,对“异质再平衡”的概括性界定和过程进行了探索性的研究。“异质再平衡”现象是具有团队所不具备的特质并有足够付出意愿的新员工进入团队后,通过新员工异质与团队其他成员特质的碰撞,打破团队原有平衡,最终将个人异质融入团队,形成团队特质再平衡的团队良性发展过程。“异质再平衡”现象的过程可以化为分四个阶段:适应阶段,特质体现、打破平衡阶段,冲突阶段,再平衡阶段。本文最后提出了未来的研究方向,以期对“异质再平衡”进一步提出、完善和发展奠定基础性作用。
This article uses the method of case study to explore the general definition and process of “heterogeneous rebalancing”. The “heterogeneous rebalancing” phenomenon is a new employee who has the characteristics that the team does not possess and has enough willingness to pay. After entering the team, the new employee’s heterogeneity collides with other team members’ characteristics, breaking the original balance of the team and eventually Personal heterogeneity is integrated into the team to form a benign development process in which the team characteristics are rebalanced. The “heterogeneous rebalancing” phenomenon can be divided into four phases: adaptation phase, manifestation of traits, breaking of equilibrium phase, conflict phase, and rebalance phase. Finally, this paper proposes future research directions in order to lay a foundational role in the further development, improvement and development of “heterogeneous rebalance”.