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论文编号：	15150
作者编号：	2320213690
上传时间：	2024/12/10 22:47:10
中文题目：	青岛川村公司基于信任体系的在华经营模式与组织发展的研究
英文题目：	Study of Qingdao Kawamura''s Business Model and Organizational Development in China Based on Trust System
指导老师：	杨斌
中文关键字：	信任体系；组织发展；日式经营模式；本土化经营
英文关键字：	Trust system; Organization building; Japanese business model; Localized operation
中文摘要：	第二次世界大战后各国发展情况来看，日本企业曾取得的巨大成功是毋庸置疑的。日本之所以能够从二战后的废墟中腾飞至世界第二大经济体，这其中经营模式的成功发挥了不容忽视的作用。在中国改革开发的浪潮下，日本成为最早进入中国市场的外资之一，随着中国加入WTO，日资企业更是进一步扩大了在中国的投资和业务。如今随着全球化的发展，中国已经从世界工厂转变为世界市场，中国为外资企业提供了巨大的市场机遇，成为众多外企的重要营收来源。日资企业也是当前中国经济的重要参与者，在高科技、汽车、电子等领域都做出了一定的贡献。在中国，随着市场的不断发展和变化，竞争也越来越激烈，如何更好地适应中国市场，在瞬息万变、竞争激烈中国市场中脱颖而出，成为了在华日资企业的面临的重要难题。而要解决这些难题，实现本土化经营，成为了这些企业必须面对和解决的问题。 青岛川村公司自2013年在中国建厂以来，由于规模较小经营模式和组织架构基本照搬日本总公司。经历十多年的发展，随着公司业务和规模的扩大，原照搬照抄日本总公司的经营方式的做法出现了各种各样的问题。作为一家典型的中小日资企业，青岛川村公司在继承日本企业传统管理模式和经营理念的同时，迫切需要结合中国市场的实际情况探索出适合自己的经营模式与未来组织发展道路，才能不断适应中国市场的各种变化。 本研究以青岛川村公司为研究对象，深入探讨了其在信任体系、经营模式与组织发展方面的现状，并针对其在中国市场本土化经营过程中存在的问题，提出了一系列优化建议。研究首先回顾了日式经营、日本企业终身雇佣制度以及年功序列制度的相关文献，明确了研究的理论背景和现实意义。接着，通过对青岛川村公司的实地考察和深度访谈，详细分析了该公司基于信任体系的组织发展本土化以及日式经营模式应用方面的具体情况。研究发现，青岛川村公司在组织发展方面取得了一定的成效，但仍面临文化差异和语言障碍等挑战；在组织发展方面，公司虽然进行了一定的本土化尝试，但仍存在部门间沟通不畅和决策效率低下等问题；在经营模式方面，公司的日式经营模式在中国市场的适应性有待提升。针对这些问题，本研究提出了加强人力资源本土化建设、优化组织结构并提升决 策效率等优化建议。最后，本研究对青岛川村公司在中国市场的未来发展进行了展望，认为通过持续深化本土化经营、加强创新能力和技术研发、拓展多元化业务领域、加强企业文化建设和人才培养以及积极应对市场挑战和风险等措施，公司有望在中国市场实现更大的发展并提升其全球竞争力。 关键词：信任体系；组织发展；日式经营模式；本土化经营
英文摘要：	Regarding the development of countries after the Second World War, there is no doubt about the great success that Japanese enterprises have achieved. The reason why Japan was able to take off from the ruins of the Second World War to the world's second-largest economy, in which the success of the business model has played a role that can’t be ignored. Under the wave of China's reform and development, Japan became one of the earliest foreign investors to enter the Chinese market, and with China's accession to the WTO, Japanese enterprises have further expanded their investment and business in China. Nowadays, with globalization’s development, China has been transformed from the world's factory to the world market, China provides huge market opportunities for foreign enterprises, and has become an important source of revenue for many foreign enterprises. Japanese companies are also important players in the current Chinese economy, contributing to high-tech, automotive, electronics and other fields. In China, with the continuous development and change of the market, the competition is getting more and more intense, how to better adapt to the Chinese market, in the rapidly changing, highly competitive market to stand out, has become an important problem faced by the Japanese enterprises in China. Solving these problems and realizing localized management has become a problem these enterprises must face and solve. Since Qingdao Kawamura established its factory in China in 2013, its business model and organizational structure have basically copied that of its head office in Japan due to its small scale. After more than a decade of development, with the expansion of the company's business and scale, the original copy of the Japanese head office's business practices has emerged a variety of problems. As a typical small and medium-sized Japanese enterprise, Qingdao Kawamura, while inheriting the traditional management mode and elite philosophy of Japanese enterprises, urgently needs to explore its own business model and future organizational development path in the light of the actual situation of the Chinese market, to continuously adapt to the various changes in the Chinese market. Taking Qingdao Kawamura as the research object, this study thoroughly explores its current situation in terms of trust system, business model, and organizational development, putting forward a series of optimization suggestions for the problems existing in the process of its localized management in the Chinese market. The study first reviews the relevant literature on Japanese management, the life-long employment system of Japanese enterprises , and the annual merit sequence system, and clarifies the theoretical background and practical significance of the study. Then, through fieldwork and in-depth interviews with Qingdao Kawamura, the study analyzes in detail the company's localization of organizational development based on the trust system as well as the application of the Japanese-style management model. The study finds that Qingdao Kawamura has achieved some success in organizational development, but still faces challenges such as cultural differences and language barriers; in organizational development, although the company has made some attempts at localization, there are still problems such as poor interdepartmental communication and inefficient decision-making; in terms of the business model, the company's Japanese-style business model needs to be adapted to the Chinese market. To address these problems, this study proposes optimization suggestions such as strengthening the localization of human resources, optimizing the organizational structure and improving decision-making efficiency. Finally, this study looks forward to the future development of Qingdao Kawamura in the Chinese market, and concludes that the company is expected to achieve greater growth in the Chinese market and enhance its global competitiveness by continuing to deepen its localized operations, strengthening its innovation capability and technology research and development, expanding its diversified business domains, strengthening its corporate culture and human resource development, and actively addressing market challenges and risks. Keywords: Trust system; Organization building; Japanese business model; Localized operation
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