关键岗位人才决定了组织的兴衰成败，互联网企业因行业环境变化快、核心技术迭代快、组织发展变革快而对关键岗位人才的依赖性更高，因而研究互联网企业关键岗位人才选拔能够更好的发挥领导效能，带领员工适应变化、提升绩效并实现员工与组织的双赢，增强组织核心竞争力，具有重要意义。本研究以中国成功的互联网企业为研究样本，引入个人-环境匹配理论，采用多案例研究方法来建构互联网行业关键岗位人才选拔的本土构念，探索互联网企业的不同发展阶段，其关键岗位人才选拔的重心和测评维度优先性的一般性规律。本研究选择的研究对象为阿里巴巴的马云、腾讯的马化腾、百度的李彦宏以及字节跳动的张一鸣，通过对个人传记、演讲采访、现有学术研究、企业财报、大事记、人力资源政策、企业文化价值观等相关资料的三级编码分析，构建了“互联网企业关键岗位人才选拔多重匹配模型”和“互联网企业不同发展阶段人才选拔匹配的优先性原则”。

本研究发现的结论如下：（1）互联网企业关键岗位人才选拔的匹配需求与个人-环境匹配多个维度相关，具有多重性。同时选拔过程中还需要考察候选人对外部环境变化的适应能力。（2）个体与工作、上下级、团队和组织交互的过程中，个人-工作匹配出现频次远高于其他三种匹配类型；个人-组织匹配的出现频次略高于其余两种匹配类型；上下级匹配与个人-团队匹配的出现频次位于最后两位，二者的优先性与关键岗位人才倡导的发展方向有关。（3）四家案例企业的发展阶段划可分为初创期、成长期、动荡期和稳定期。研究根据各阶段匹配维度的出现频次构建出“互联网企业不同发展阶段关键岗位人才选拔匹配的优先性原则”，其中个人-职业匹配和外部环境适应贯穿企业的所有发展阶段；随着企业的发展，P-J匹配一直是关键岗位人才选拔的重点，仅在稳定期选拔优先性略有下降；P-O匹配的优先性随企业发展逐步上升；P-G匹配的优先性呈下降趋势，在渡过动荡期后有所回升；P-S匹配的优先性则随着企业发展呈先上升，后下降的趋势。

本文希望从理论上，能够对前人的研究有所开拓和发展，完善现有理论，揭示互联网企业关键岗位人才选拔的一般规律；从实践上，为互联网行业组织在关键岗位人才的选拔和培养，也为高潜人才的职业生涯发展规划提供应有的指导。

Talents in key positions determine the success or failure of an organization. Internet companies are more dependent on talents in key positions due to rapid industry environment changes, rapid core technology iterations and rapid organizational development and transformation. Therefore, research on the selection of talents in key positions in Internet companies can exert leadership effectiveness, lead employees to adapt to changes, improve performance and achieve a win-win situation between employees and the organization, and enhance the core competitiveness of the organization. It is of great significance. This study uses successful Internet companies in China as research samples, introduces the person-environment fit theory, and uses multi-case study methods to construct a local concept of talents selection for key positions in Internet industry, and explores the general law of the focus and priority of evaluation and selection for key talents in different development stages. The research cases selected for the study are Jack Ma from Alibaba, Pony Ma from Tencent, Robin Li form Baidu, and Yiming Zhang from ByteDance. Based on the three-level coding analysis, through personal biographies, speeches and interviews, academic researches, corporate financial reports, memorabilia, human resources policies and corporate culture values, the "multiple-fit model of talents in key positions selection in Internet enterprises" and the "priority principle of talents selection and fit at different development stages of Internet enterprises" have been constructed.

The study found: (1) The fit demands of selection for key talents in Internet companies are related to multiple personal-environment fit dimensions. At the same time, the selection process also needs to examine candidates’ ability to adapt to changes in the external environment. (2) In the process of interaction between individuals and work, subordinates, teams and organizations, the frequency of P-J fit is much higher than the other three types; the frequency of P-O fit is slightly higher than the other two types; the frequency levels of P-S fit and P-G fit are in the last two, and the priority of them is related to the development direction advocated by talents in key positions. (3) The development stages of the four companies can be divided into the start-up period, the growth period, the turbulent period and the stable period. According to the occurrence frequency of fit dimensions at various stages, the study constructed the "priority principle of talents selection and fit at different development stages of Internet enterprises", in which P-V fit and external environment adaptation run through all development stages of the company. With the development of the company, P-J fit has always been the focus of key talents selection, and its priority only decreases slightly during the stable period; the priority of P-O fit gradually increases with the development of the company; the priority of P-G fit has a downward trend, and it will be somewhat rise after the turbulent period; the priority of P-S fit is rising first and then falling with the development of the enterprise.

This paper hopes to theoretically explore and develop the previous studies, improve the existing theories, and reveal the general rules of talents selection for key positions in Internet enterprises. In practice, it provides practical guidance for the selection and training of talents in key positions in Internet industry organizations and the career development planning of high-potential talents.