社会杂志 ›› 2016, Vol. 36 ›› Issue (5): 36-63.

• 专题：中国社会构成逻辑的传统与变迁 • 上一篇    下一篇

信任溃败与圈子解散:田园茶叶公司的集体离职事件研究

帅满   

  1. 西安交通大学人文学院社会学系, 实证社会科学研究所
  • 出版日期:2016-09-20 发布日期:2016-09-20
  • 通讯作者: 帅满 E-mail:shuaiman1234@163.com
  • 基金资助:

    本研究获教育部人文社科基金青年项目（16YJC840019）、中国博士后科学基金第九批特别资助项目（2016T90898）、第58批中国博士后科学基金（2015M582629）、西安交通大学中央高校基本科研业务费专项资助（sk2016027）、西安交通大学“新教师科研支持计划”资助。

Lost Trust and Dissolved Guanxi Circles: A Case Study of the Collective Resignation Event in Tianyuan Tea Company

SHUAI Man   

  1. Department of Sociology, Institute for Empirical Social Science Research, Xi'an Jiaotong University
  • Online:2016-09-20 Published:2016-09-20
  • Supported by:

    The research was supported by the Youth Program Sponsored by Humanities and Social Science Fund of Ministry of Education (16YJC840019), the Special Foundation of China Postdoctoral Sciences (2016T90898), the China Postdoctoral Science Foundation (2015M582629), the Fundamental Research Funds for the Central Universities (sk2016027), Research Support Program for New Teachers in Xi'an Jiaotong University.

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摘要：

以田园茶叶公司为例，本文运用集因素论和互动论优势于一体的圈子理论分析集体离职事件。研究表明，在以领导为核心的圈子中的网络结构位置决定了员工的去留、职级，集体离职源于组织中圈子内信任关系的受损、溃败所导致的圈子解散和替换。本文提出了五个研究推论：第一，职务结构和圈子关系的重合或分离会影响离职；第二，领导的圈外人最可能离职；第三，与小领导不和的大领导班底不会离职且会晋升；第四，圈间“桥”缺失会导致集体离职；第五，组织变革中的“幸存者”是大领导班底或圈间“桥”。本文有三个研究贡献：为离职研究提供了圈子理论的分析视角，拓展了圈子理论的解释范围；圈间“桥”关系协调作用的研究发现具有理论和现实的双重意义；有助于辨析圈间“桥”和结构洞概念。

关键词: 信任, 离职, 网络结构, 圈子理论

Abstract:

The mainstream explanation on employee turnover is either cause-effect factor analysis or interaction analysis. The former is effective in identifying causal relations between factors and the latter in showing the dynamics of interpersonal relationship. Combining the benefits of both methods,this study applies guanxi circle theory. It places various turnover factors under the framework of interpersonal interaction and uses the social network structure as an analytic point to examine the dynamic evolution of trust within the organization. The study finds that in the case of Tianyuan Tea Company,the collective resignation is largely caused by the collapse of trust within the guanxi circles that informally operated in the company social network centered on the management authority who had the power of hiring,firing and promotion. Five conclusions are proposed:1) The formal hierarchical structure of power can either coincide with or separate from the informal guanxi circles. When the two are in accordance,resignations rarely happen while discordance of the two is often an indication of potential resignations. 2) Organizational changes most likely cause guanxi circles outsiders to resign. 3) Members of the top guanxi circle in hierarchy do not resign because of discordant relationship with lower level managers,instead,they get relocated with promotion. 4) The collapse of "bridge" between guanxi circles can cause collective resignations. 5) Those who survive organizational shakeups are members of the top guanxi circle in hierarchy and the "bridge" people of guanxi circles. This study contributes to the research of employee turnover by introducing a new perspective of guanxi circle theory as well as drawing attention to the important function of the "bridge" coordinating between circles,and by offering theoretical understanding and practical guidance for social governance.

Key words: guanxi circle theory, trust, social network structure, turnover