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论文编号：	8586
作者编号：	2120146114
上传时间：	2016/6/22 11:20:55
中文题目：	企业战略变化及其战略效果的关联性研究
英文题目：	A Study on the Relationship between
指导老师：	任兵
中文关键字：	战略变化、战略目标、战略效果、管理沟通、案例研究
英文关键字：	Strategic change, Strategic objective, Strategic effect, Management
中文摘要：	由于全球竟争的日益激烈, 科学技术的迅猛发展, 企业所处的环境不再是稳定和可预测的环境,而是复杂动态的环境。企业在复杂动态的环境中如何进行战略的选择与实施,是一直以来的研究课题。一种观点认为，企业会根据自己所处行业的竞争状况以及自身在行业中相对地位来制定战略，另一种观点认为企业根据自己所具有的内部资源来确定自己能做什么，不能做什么。在后一种路径上，战略的核心在于 帮助企业发掘和培养独特的能力, 进而形成竞争优势。 企业在复杂动态的环境中善于通过战略的变化来适应新的环境。战略变化的效果是好还是坏也因此成为管理实践者面临的一个迫切课题。由于战略变化始终是战略管理的常态,因而战略变化也成为战略管理研究的重要内容。然而，纵观已有研究,国内外学者侧重于外部环境或内部环境某一方面对战略变化的影响,而很少研究战略变化及其与战略效果的关联机制。本论文正是基于这一背景，结合战略变化的相关理论,研究公司战略变化和战略效果关系中的组织中介机制。 企业一旦具备实施新战略规划的可能性，管理者即要为战略变化的良好效果做准备，包括为参与者设定具体目标，激励参与着，并使他们支持企业形成新的战略目标。在这个过程中，新的战略目标是否能够顺利实现，依赖于企业是否把管理沟通从职能层面上升到战略层面的高度。也就是说，在企业战略变化过程中，管理沟通具有重要的影响。在企业实施战略变化的情境之中，管理沟通的意义在于用沟通明确、传达和建立清晰的战略目标，用沟通鼓励管理者和组织成员，等等。 管理沟通对战略变化的积极效果具有以下几个方面的作用：可以传递和创造战略变化所需要的新知识：可以使员工对实施战略变化的重要性更为了解：还将有助于 提高员工对于战略的认可程度和参与战略变化的积极性；上下级之间的社会互动和情感交流也是战略变化中的润滑剂，对彼此都是一种激励。如果上述沟通的机制在企业实施战略变化过程中高度缺失，战略变化的效果将很可能大打折扣，变化很容易失败。 X公司是中国的一家多元化经营、投资控股型企业,近年来,正处于行业转型的阶段, 新业务层出不穷, 内外部环境发生剧烈变化。为了能够在市场中占据更重要的地位，创新成为了该公司的一个重要发展战略。伴随着企业越来越多的创新型的项目开发,使得企业内部沟通也变得越来越复杂,面临着越来越多的挑战。在此背景下，本论文以 X公司作为案例, 来研究其战略变化与战略效果的关联机制。 通过多轮的实地调研，借助访谈、焦点小组讨论等手段收集案例企业与战略变化相关的证据，将得到的结果进行分析。得益于案例研究的深入性，本研究揭示了企业战略变化、战略变化中所存在的管理沟通特点以及在管理沟通影响下的战略变化的丰富关联性。研究发现，X目前最需要解决的问题之一就是建立一套适合于战略变化中的有效的内部沟通机制，以提高企业的战略变化的效果。 本研究对现有大量基于量化的战略变化效果的研究具有重要的补充。研究结论有利于企业把握如何运用管理沟通这一组织机制,特别是当战略趋于变化、新业务不断发展、以及新战略和新业务不断受到内外部环境约束的时候。
英文摘要：	When the global competition becomes fierce, and the science and technology develop more rapidly, the environment that enterprises face is no longer stable and predietable but rather complex and dynamic. Under this condition, how to choose and implement the enterprise strategy has been an important issue that needs to be solved in the practical world. One view was that enterprises develop strategies according to their own industry competence and their relative position in the industry. The other view was that enterprises determine what they can or can not do according to their own internal resources. On the latter path, the core of the strategy is to explore and develop a unique ability and form enterprises’ competitive advantage. In the complex and dynamic environment, enterprises adapt to the new environment through a systemetic or unsystematic pattern of strategic change, the pattern and characteristics of strategic change and its effect, are the common building blocks of strategic management of the management practitioners. Although strategic change and related topics have become an important part of strategic management research, the current research mainly focus on studying the influence of the external and internal environment on the strategic change. The relationship between strategic change and its strategic effects under different mechanism are rarely studied. It is based on this background, this thesis study what strategic change really mean, and how does it influence strategic outcome by revealing the organizational process as mediation factor in the relationship between strategic change and strategic effect. Once the enterprise has the possibility of implementing new strategic plan, manager prepare for good effects by setting up specific goals for the participants and also encourage them as best as possible, so that they support the enterprise to formulate new strategic objectives. During this process, whether the new strategic objectives can be achieved smoothly, depends on a mediating process of management communication coined at both the functional level and the strategic level.That means, in the process of enterprise strategic change, management communication play an important role. During strategic change, management communication is to establish convey and communicate clearly a strategic objectives and to encourage manager and organization members. The positive impact of management communication on strategic change lies in the has role of following several aspects. First, it conveys and creates new knowledge needed for strategic change; second, it makes employees more involved and understand the importance of implementing strategic change; this will also help improve employees' recognition of the strategy and enhance their enthusiasm of participating in strategic change; third, there are the social interaction and emotional exchange between superior and subordinate which is the lubricant for strategic change, which is also an inspiration for each other. If the above communication mechanism during strategic change is absent, the effect of strategic change will be greatly on harm. The change outcome is more possibly to be “fail”. X company is a diversified, investment-oriented holding company in China. In recent years, this company enters into a stage of fierce transformation of its business strategy, with new ideas and businesses appearing one by one. There comes the dramatic changes both, internally and externally. To adapt to these changes, the company aim to occupy more important position in the market. Innovation thus has become an important development strategy of the company. As the enterprise developes more and innovative projects, making its internal communication become more and more complex, let the whole business confronts with more challenges. Under this background, this thesis takes X company as a case to research the relationship between strategic change and strategic effect. Through multiple rounds of field investigation, the research conduct indepth interviews, focus group discussions and other means to obtain data related to strategic change in the case firm, and the results were analyzed. Benefited from the depth of single case study, this research reveals a rich understanding on the characteristics of management communication in the change process of enterprise strategy, and how the strategic change influence the strategic effect under the mediating role of management communication. The thesis found that one of the most serious problems in X is to establish a set of effective mechanisms for internal management communication in the strategic change arena, in order to improve the effect of the company’s strategic change. This research has an important contribution to the existing quantitative strategic change effect research. The results of the study will help similar enterprise to grasp the idea of why and how to apply management communicate as an mediating mechanism of organizational change, especially when the strategy tends to change, whennew business continues ro develop, and the new strategy and new business are constrained by both internal and external environment.
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