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作 者:刘露露 闻效仪 张艳华 LIU Lulu;WEN Xiaoyi;ZHANG Yanhua(School of Labor Relations and Human Resources,China University of Labor Relations,Beijing 100048,China)
机构地区:[1]中国劳动关系学院劳动关系与人力资源学院,北京100048
出 处:《经济与管理》2025年第2期77-85,共9页Economy and Management
基 金:中央高校劳模教改专项课题(LMY2023003);国家社科基金项目(20BJY053)。
摘 要:随着劳动力成本的不断上升和智能制造的快速发展,以机器换人为主要标志的制造业企业数字化转型已经成为传统制造业转型升级的重要途径。从组态视角出发,利用MOA框架,即“动机(Motivation)-机会(Opportunity)-能力(Ability)”框架,通过对1007家制造业企业的定性比较分析发现:外部的市场竞争要素与企业机器换人的动机要素(提高质量、替换人工、补充用工)、机会要素(缺一线工人、缺技术工人)和能力要素(高科技企业、自主品牌、盈利能力)相互作用,形成了6条导致机器换人的前因组态,包括技术驱动型、资源驱动型、战略驱动型、机会驱动型、成本驱动型和放手一搏型路径。这些路径都是等效的,且蕴含了前因要素间各具特色的组合。管理者要充分评估企业外部市场竞争压力,并结合企业的动机、机会和能力情况,通过善用前因要素间的组合来实现机器换人的目标。With the continuous rise in labor costs and the rapid development of intelligent manufacturing,the digital transformation of manufacturing enterprises-primarily marked by"machine replacement"-has become a critical pathway for traditional manufacturing industries to upgrade and transform.From a configurational perspective,utilizing the MOA framework("Motivation-Opportunity-Ability"),a qualitative comparative analysis of 1,007 manufacturing enterprises reveals that external market competition factors interact with motivational factors(improving quality,replacing labor,supplementing labor),opportunity factors(lack of frontline workers,lack of skilled workers),and capability factors(high-tech enterprises,independent brands,profitability)to generate six configurations leading to machine replacement,namely technology-driven,resource-driven,strategy-driven,opportunity-driven,cost-driven,and all-in paths.These paths are equivalent and contain unique combinations of antecedent elements.Managers should fully evaluate the external market competition pressure of the enterprise,and combine it with the motivation,opportunities,and capabilities of the enterprise properly in order to achieve the goal of machine substitution.
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