ISSN 1008-2204
CN 11-3979/C
洪进, 刘慧, 汪良兵. 混合治理:缘起、维度创新与内涵延伸[J]. 北京航空航天大学学报社会科学版, 2016, 29(2): 64-69. DOI: 10.13766/j.bhsk.1008-2204.2014.0421
引用本文: 洪进, 刘慧, 汪良兵. 混合治理:缘起、维度创新与内涵延伸[J]. 北京航空航天大学学报社会科学版, 2016, 29(2): 64-69. DOI: 10.13766/j.bhsk.1008-2204.2014.0421
HONG Jin, LIU Hui, WANG Liangbing. Hybrid Governance: Its Origin, Innovation of Dimensions and Extension of Connotation[J]. Journal of Beijing University of Aeronautics and Astronautics Social Sciences Edition, 2016, 29(2): 64-69. DOI: 10.13766/j.bhsk.1008-2204.2014.0421
Citation: HONG Jin, LIU Hui, WANG Liangbing. Hybrid Governance: Its Origin, Innovation of Dimensions and Extension of Connotation[J]. Journal of Beijing University of Aeronautics and Astronautics Social Sciences Edition, 2016, 29(2): 64-69. DOI: 10.13766/j.bhsk.1008-2204.2014.0421

混合治理:缘起、维度创新与内涵延伸

Hybrid Governance: Its Origin, Innovation of Dimensions and Extension of Connotation

  • 摘要: 随着技术进步推动的组织变革与经济全球化的深度演化,具有混合特征的新兴组织形态引发了一系列更为复杂的管理问题,包括产权治理、管理控制、激励机制等,并挑战着传统的管理思维和方法。近三四十年来,混合型组织及其治理问题逐步受到国际学术界的广泛关注,并取得了若干重要的研究进展。但中国国内学术界对这一领域的研究进展仍未得到足够的关注,在系统梳理混合治理相关研究文献的基础上,对混合治理的理论渊源、发展逻辑及重要结论进行了深入的总结和分析,以期推动这一研究在中国的开展和应用。

     

    Abstract: With technology-promoting organizational change and deep evolution of economic globalization, emerging organization forms with hybrid characteristics have triggered a series of more complicated management issues such as property management, management control and incentive mechanism, and are challenging the traditional management thinking and methods.Over the past four decades, hybrid organizations and their governance issues caused extensive attention of the international academia circles, and have made some important research progress. However, domestic researchers have not paid enough attention to this field. Based on the relevant research literature of hybrid governance, this paper aims to make a summary and analysis on its theory origin, development logic and important conclusions, in order to promote the research development and application in China.

     

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