组织中的韧性：基于心理路径和系统路径的保护性资源建构

doi:10.3724/SP.J.1042.2019.00357

摘要/Abstract

摘要：

作为跨学科的研究构念, “韧性” (resilience)呈现出心理和系统两条独立的发展轨迹。基于心理路径和系统路径, 本文系统梳理了韧性在组织不同层面的类型特质、影响因素及测量, 依托资源保护理论, 以保护性资源的建构为主线勾勒出韧性在组织不同层面的产生路径, 并据此提出相关干预策略。未来研究可尝试探究积极事件对韧性的诱发机理以及跨层面韧性之间的促进作用, 并基于心理和系统两条发展脉络开展本土化实证研究。

关键词: 韧性, 发展轨迹, 产生路径, 资源保护理论

Abstract:

Resilience, a cross-disciplinary construct, develops along the psychological and systematic trajectories. Along with those two independent trajectories, this paper summarizes the types, definitions and measurements of resilience, draws the outline of developing paths based on the Conservation of Resource Theory, and then interventions are presented. Future research could try to explore the inducing mechanism of positive events on resilience and the relationships among cross-level resilience, and carry out local empirical research based on two trajectories above.

Key words: resilience, trajectories, developing paths, conservation of resource theory

中图分类号:

B849:C93

诸彦含, 赵玉兰, 周意勇, 吴江. (2019). 组织中的韧性：基于心理路径和系统路径的保护性资源建构. 心理科学进展 , 27(2), 357-369.

ZHU Yanhan, ZHAO Yulan, ZHOU Yiyong, WU Jiang. (2019). Resilience in organizations: Construction of protective resources from psychological and systematic perspective. Advances in Psychological Science, 27(2), 357-369.

图/表 2

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韧性		影响因素	测量
类型	内涵	影响因素	测量
员工韧性 (个体层面)	心理路径：通过保护性资源与环境的动态交互以克服逆境并实现成长的心理-行为过程(Rabenu & Tziner, 2016; Shaw et al., 2016)。	①个体资源：积极情绪(Luthans et al., 2010)和积极行为(Shin et al., 2012); ②组织资源：学习型组织氛围(Solberg & Wong, 2016; Uhl-Bien & Arena, 2017)、授权型领导行为(Kuntz et al., 2016; Seibert et al., 2011)、积极社会关系(Gittell et al., 2006)等。	①Näswall等(2013)提出的包含5维度, 共计18个条目的员工韧性测量量表, 后修订为单维度, 9个条目; ②Wang等(2014)提出的包含9维度, 共计36个条目的员工韧性量表。
团队韧性 (团队层面)	心理路径：利用团队成员的心理资源和社交资源, 基于共同应对信念的一种动态社会心理过程, 表现为团队成员的共同认知、共同动机或共同情感的集体心理状态(Kennedy et al., 2016; Morgan et al., 2013, 2017)。	①心理资源：团队成员积极的情绪、认知和动机等(Kennedy et al., 2016); ②社交资源：关怀型人际关系感知、团队合作信念和学习型取向(Morgan et al., 2013, 2017)等。	①Sharma等开发的4个主维度, 10个子维度的多维度等级量表; ②Meneghel等(2016)开发的7个条目的量表。
组织韧性 (组织层面)	系统路径：通过资源的储备或调配等帮助组织恢复或超越原始状态的能力, 即不仅能帮助组织从非常态环境冲击中恢复原始状态(Jones, 2015; Stephenson et al., 2010; Umoh et al., 2014), 甚至能够优化组织原始状态(Sonnet, 2016)。	①资源储备：积极关系(Gittell et al., 2006)、组织承诺、领导力和组织文化等(Folke, 2006; van der Kleij et al., 2011); ②资源调配：立场感知、情境整合、战略决策制定与执行(Kantur & İşeri-Say, 2012)。	①Sonnet (2016)开发的2维度组织韧性潜能的测量量表; ②Chen (2016)开发的5维度, 18个条目的测量量表。

韧性		影响因素	测量
类型	内涵	影响因素	测量
员工韧性 (个体层面)	心理路径：通过保护性资源与环境的动态交互以克服逆境并实现成长的心理-行为过程(Rabenu & Tziner, 2016; Shaw et al., 2016)。	①个体资源：积极情绪(Luthans et al., 2010)和积极行为(Shin et al., 2012); ②组织资源：学习型组织氛围(Solberg & Wong, 2016; Uhl-Bien & Arena, 2017)、授权型领导行为(Kuntz et al., 2016; Seibert et al., 2011)、积极社会关系(Gittell et al., 2006)等。	①Näswall等(2013)提出的包含5维度, 共计18个条目的员工韧性测量量表, 后修订为单维度, 9个条目; ②Wang等(2014)提出的包含9维度, 共计36个条目的员工韧性量表。
团队韧性 (团队层面)	心理路径：利用团队成员的心理资源和社交资源, 基于共同应对信念的一种动态社会心理过程, 表现为团队成员的共同认知、共同动机或共同情感的集体心理状态(Kennedy et al., 2016; Morgan et al., 2013, 2017)。	①心理资源：团队成员积极的情绪、认知和动机等(Kennedy et al., 2016); ②社交资源：关怀型人际关系感知、团队合作信念和学习型取向(Morgan et al., 2013, 2017)等。	①Sharma等开发的4个主维度, 10个子维度的多维度等级量表; ②Meneghel等(2016)开发的7个条目的量表。
组织韧性 (组织层面)	系统路径：通过资源的储备或调配等帮助组织恢复或超越原始状态的能力, 即不仅能帮助组织从非常态环境冲击中恢复原始状态(Jones, 2015; Stephenson et al., 2010; Umoh et al., 2014), 甚至能够优化组织原始状态(Sonnet, 2016)。	①资源储备：积极关系(Gittell et al., 2006)、组织承诺、领导力和组织文化等(Folke, 2006; van der Kleij et al., 2011); ②资源调配：立场感知、情境整合、战略决策制定与执行(Kantur & İşeri-Say, 2012)。	①Sonnet (2016)开发的2维度组织韧性潜能的测量量表; ②Chen (2016)开发的5维度, 18个条目的测量量表。

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