摘要：由于母国-东道国的明显差异，跨国子公司往往面临着双重制度逻辑带来的角色冲突，如何管理这些冲突，形成包容两种制度逻辑的统一的双元身份鲜有研究。本文以中国三峡集团的跨国子公司——三峡巴西公司为研究对象，开发了组织双元身份形成的过程模型。研究发现：(1)伴随母国和东道国两种制度逻辑的碰撞、交互和融合，中国跨国子公司的双元身份形成经历了面对紧张关系、经历意义真空、触发意义碰撞、形成双元身份共识四个过程；(2)此过程中存在三种驾驭角色冲突的身份工作模式——逻辑隔离、逻辑互动和逻辑桥接，最终实现了两种制度逻辑的“并行不悖”,本文形象地将其称为双元身份管理的“双轨制”;(3)依托不同的身份工作模式，跨国子公司有效撬动了双重制度逻辑背后的制度资源，建构了具有核心性、独特性和持久性特征的双元身份，展现出包容型领导风格。本文发现了中国跨国子公司形成双元身份的过程机制，拓展并丰富了组织身份理论的研究情境与理论内涵，为中国企业在不同制度逻辑背景下的跨国经营，尤其在“一带一路”国家的持续经营提供启发与参考。

Abstract: Due to significant differences between home and host countries, multinational subsidiaries often face role conflicts arising from dual institutional logics. How these conflicts are managed to form dual identity that incorporates both institutional logics has rarely been studied. This paper takes the multinational subsidiary of China Three Gorges Corporation(CTG Brasil)as a case study and develops a process model for the formation of organizational dual identity. The study finds that:(1) The formation of dual identity in Chinese multinational subsidiaries involves four stages: confronting tensions, experiencing a meaning vacuum, triggering sense bumping, and reaching a consensus on dual identity, all occurring alongside the bumping, interaction, and integration of home and host country institutional logics.(2) Throughout this process, three identity work modes—logic isolation, logic interaction, and logic bridging—effectively navigate role conflicts, ultimately achieving the “peaceful coexistence” of the two institutional logics, which this paper metaphorically refers to as a “dual-track system” for dual identity management.(3) Leveraging these identity work modes, multinational subsidiaries successfully harness institutional resources embedded in dual logics, constructing an dual identity characterized by centrality, distinctiveness, and endurance, while demonstrating inclusive leadership. This study reveals the process mechanism through which Chinese multinational subsidiaries form dual identity, expanding and enriching the research context and theoretical implications of organizational identity theory. It offers insights and references for Chinese enterprises operating across different institutional logics, particularly for sustained operations in Belt and Road Initiative countries.