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论文编号：	1353
作者编号：	032944
上传时间：	2010/4/8 9:11:50
中文题目：	：创业管理与一般管理的差异
英文题目：	Study on the Differences and
指导老师：	张玉利
中文关键字：	创业管理，一般管理，组织能力，融合，平衡
英文关键字：	entrepreneurial management, general management,
中文摘要：	随着创业活动在全球掀起浪潮，人们进行创业管理研究的热 情持续高涨，但在创业管理的一些根本性问题上，如创业可否管 理、创业管理与一般管理的关系以及创业如何管理等方面还存在 很大分歧。运用文献研究、案例分析以及比较研究等方法，本研 究探讨了创业管理、创业导向与创业强度之间的关系，分析了创 业管理与一般管理等的差异及根源，总结和归纳了创业管理的发 展阶段和过程，提出了创业管理与一般管理存在融合趋势及融合 的基本形式，并揭示了融合的组织基础。本研究主要成果和结论： 一、创业管理是适应环境变化和企业发展需要而产生的一种 新的管理方式 自20世纪80年代以来，企业面临的经营环境发生了巨大变化， 这些变化包括技术创新、经济全球化、社会转型等方面。在新的 形势下，知识、信息、创意等新的“资本”形式正取代传统资本 而成为经济发展的主导力量，而传统的方式方法则难以对其进行 有效的管理。同时，在一个巨变、动荡、竞争日趋激烈的时代， 虽然机会大量涌现，但却更需要人们能够识别和把握机会，整合 资源、组织协调的能力显得尤为重要。创业管理正适合了这种变 化趋势，成为管理不确定性、管理机会、管理新事业的一种新型 的、重要的管理方式。 二、提出并分析了创业管理演进的四个阶段及六种基本的融 合形式 本研究因循成熟市场经济国家企业的发展轨迹，将创业管理 中文摘要 II 的演进划分为四个阶段，即20世纪60年代到70年代末期的创业管 理依附于战略管理的低层次融合阶段，70年代末到80年中后期的 偏重效率、低创业精神的日本式管理阶段，80年代末期到90年代 中后期强调变革创新、高创业精神的美国管理“再造”阶段，以 及20世纪90年代末期至今的强调效率与创业精神平衡的高级融合 阶段。通过分析认为创业管理的演进过程，实际上就是其与一般 管理融合的发展历程。这一过程符合历史的和逻辑的规律。 本研究提出并论述了创业管理与一般管理融合的六种具体表 现形式，即企业家与经理人的融合，创业管理型思维与行政管理 型思维的平衡，机会导向与资源导向的平衡，时间上过去、现在 和将来的平衡，新事业管理与老事业管理的平衡，以及传统控制 与新型控制的协调。这成为创业管理与一般管理融合的基本框架。 三、创业管理与一般管理融合的根本原因在于组织的多元性 和融合性 从企业内部来讲，创业管理与一般管理融合的基础在于组织 的多元性和融合性。在新的环境中，企业组织从形式到内容，已 完全不同于稳定条件下的组织，新组织应适应动荡变化的外部环 境，满足企业持续发展的要求。本研究提出组织存在多元性和融 合性两种特性。组织的多元性表现为组织内部的差异，而融合性 则表现为多种能力的聚合。强调了融合性组织或整合性组织的概 念，具体采取如二元组织、能动型组织、细胞组织、个性化组织、 模块化组织等形式。其中二元组织是重要形式之一。作为二元组 织，又表现为结构二元和情景二元。传统的研究往往将这两种形 式分割开来。本研究认为两种形式的二元组织能够有机结合并共 同作用，成为企业持久发展和保持竞争优势的基础和保障。同时， 本研究还对其他融合性组织形式进行了研究，它们都强调了组织 创业管理与一般管理的差异及融合研究 III 适应变化能力的重要性，都对创业管理与一般管理的融合都提出 了要求。 四、新事业的成败取决于新事业与已有事业管理的平衡和协 调 人们面对的环境和事物是大多采取间断性平衡状态，其发展 是“水平式”加“跳跃式”的，因此需要对已有事业和新事业采 取两种不同的管理方式。要求创业管理与一般管理实现协调与平 衡。本研究通过两家国内知名家电企业海尔和海信集团在新事业 管理上不同做法的分析，认为在目前多数企业中存在两种导向的 创新和创业活动，即市场导向主导的创新和创业活动与技术导向 主导的创新和创业活动，与其相匹配的管理方式和方法存在较大 差距，一类企业强调发挥个人的积极性和创造性，而另一类企业 则强调新事业的相对独立性。两者各有优点和不足。未来发展的 趋势是将两者有机地结合起来。 五、创业活动需要新的控制管理体系 组织要实现既定的目标或战略，离不开控制。但在创业管理 活动中，需要不同于一般经营管理活动的控制方法和体系。通过 研究，我们认为创业活动的控制管理更多地需要采用信任、授权、 协同控制，以及宽松的资源使用环境等方法。传统的控制管理与 创业活动的控制管理存在内在的统一，在企业的总体运行中，需 要将两者结合起来，在两种控制管理方式之间取得平衡。同时在 对外部资源的控制上，应善于运用联盟、网络、合同等形式，实 现对利益相关者的相对控制。 六、中国转型时期企业创业管理具有新的特征 经过20多年改革开放的锤炼，中国企业的管理水平和持续发 展能力得到了很大提高，在创业管理上也表现出一些新特点。一 中文摘要 IV 是在强调技术创新的同时，重视综合性的创新活动，表现为技术 导向与市场导向的创新的结合；二是强调组织内部单位自主性的 发挥；三是驾驭市场的能力与内部管理水平同时得到提高。一方 面表现为从花费过多精力与时间寻找机会转变为同时关注于市场 机会与内部行政管理，中国企业（包括国有企业和私营企业）及 企业家，其管理企业的二元或多元组织能力显著增强，显示中国 企业与市场经济环境共同演进；在控制方式上，企业正从传统的 控制方式逐步向以授权、信任、文化等为主要内容的控制管理转 变。
英文摘要：	Researchers have been greatly interested in studying "entrepreneurship" due to the rising wave of the emerging worldwide entrepreneurial activities. However, there are some critical issues which call for an in-depth study such as whether entrepreneurship can be managed, what the relationship is between entrepreneurial management and general management, and how to manage entrepreneurship. In this dissertation, using the qualitative research methodologies by combining retrospective method, case study and comparative study, we have discussed entrepreneurial management, entrepreneurial orientation, and entrepreneurial intensity; the intrinsic nexus between entrepreneurial management and general management. We sum up the evolution process of entrepreneurial management, propose the trend and forms of integration of entrepreneurial management and general management, and examine the organizational basis of the integration. The results and findings of the study can be drawn as follows: 1. Entrepreneurial management is a new mode of management for adapting to environmental changes and meeting the requirements of companies' development Since the 1980s, the environment where companies operate has changed dramatically, for example radical technology innovation, Abstract II economic globalization, social system transformation. The new forms of capital, such as knowledge, information and creativity are becoming the dominant forces of economic development by replacing the traditional capital forms. Traditional management methods can not cope with these new capital forms efficiently. In an era of radical, turbulent and fierce competition, the capabilities to recognize and capitalize opportunities are required. Therefore, resource integration and organization coordination become even more important. Entrepreneurial management fits this trend and thus is viewed as a new and important management mode. 2. Putting forward and analyzing the four evolution stages of entrepreneurial management and the six integration forms of entrepreneurial management and general management We generalize that the four evolution stages of entrepreneurial management from the enterprises in the countries of mature market economy. The first stage is from 1960s to late 1970s where entrepreneurial management is affiliated to strategic management and the integration is minimal. The second stage is named the Japanese management era from the end of 1970s to the late 1980s, demonstrating a focus of production efficiency and less attention to entrepreneurship. The third stage is named the American "re-engineering" era from the end of 1980s to the late 1990s, revealing a higher level of innovation and entrepreneurship. The last stage is, from the end of 1990s till the present, a more advanced stage with a balanced integration of efficiency and entrepreneurship. We assert the Abstract III development of entrepreneurship is a process of integrating entrepreneurial management with general management. This phenomenon fits the logic of development and the trend of history. We propose and discuss the six forms of integration of entrepreneurial management and general management. These include the integration of entrepreneur and manager, the balance of entrepreneurial and managerial mindset, the balance of opportunities and resources orientation, the balance of the past, the present and the future, the balance of new venture and established business, and the coordination between traditional and entrepreneurial control. They build a framework of integrating entrepreneurial management with general management. 3. The fundamental cause of the integration of entrepreneurial management and general management is organizational diversity and harmonization In the new market environment, organizations characterized by diversity and harmonization are different both in form and content from those in a stable environment. New organizations can adapt themselves to the intensive competitive environment and meet the requirements of sustainable development. We insist that the integration of entrepreneurial management and general management lies in organizational diversity and harmonization. Organizational diversity refers to the differentiation of capabilities within an organization, while organizational harmonization refers to the combination of an organization’s diverse capabilities. We propose the Abstract IV concept of “integrative organization” which takes the forms of ambidextrous organization, kinetic corporate, cellar organization, individualized corporate, or modularity firm. The ambidextrous organization is the most important form. Ambidextrous organization has two types: the contextual ambidexterity and structural ambidexterity which are complementary with each other. The interaction of these two types secures sustainable development and competitive advantages. We also analyze the other forms of integrative organization. All these forms emphasize the adaptability of an organization to the changing environment and suggest the requirement for integrating entrepreneurial management with general management. 4. The success or failure of new ventures is determined by the balance and coordination between new ventures and established businesses Environments and issues change in the state of punctuated equilibrium. They develop in the way of flat and leaping. The management of new ventures should be different from the management of established businesses. New management model should be an integration of entrepreneurial management and general management. We conduct a study on two well-known home appliances makers which are Haier Group and Hisense Group in domestic market. These two companies undertake their new venture management in different way. Our study finds that two orientations exist in companies’ innovative and entrepreneurial activities. One is technology oriented and another one is market oriented. Consequently Abstract V two different modes of management are needed to fit these two orientations. While one management mode emphasizes individuals enthusiasm and creativity, and another one insists the independence of the organization. We think that two modes of management should be integrated in the future. 5. Entrepreneurial activities require new control system Control is needed for management activities to fulfill the targeted goal. Entrepreneurial activities call for new control method and system which is different from that for general management activities. Our study finds that entrepreneurial management tend to employ trust, empowerment, concretive, and organization slack. But the process of companies’ operation asks for a combination of traditional control management and new control management. Furthermore, inter-organizational governance modes, such as alliances, networks and contracts are needed to control the external resources and stakeholders. 6. Entrepreneurial management of Chinese companies in their transformation stage has new characteristics Chinese companies have improved their capabilities of management and sustainable development over the last 20 years. Some new characteristics of entrepreneurial management emerge. Firstly, companies become aware of comprehensive innovation while putting emphasis on technology innovation, exhibiting a combination of technology oriented and market oriented. Secondly, Abstract VI self-determination of organizational internal units is strongly inspired. Thirdly, capabilities of companies both in leveraging market and managing activities internally have been improved. Companies have become to pay equal attention to external opportunities and internal management rather than solely looking outward for opportunities. Chinese companies, including state-owned or private，and Chinese entrepreneurs have improved their abilities of ambidexterity, revealing a co-evolving process of Chinese companies and the market environments they operate in. Companies have shifted their traditional control modes to the new entrepreneurial control management.
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