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论文编号：	1529
作者编号：	041894
上传时间：	2010/5/24 11:40:52
中文题目：	组织设计的ARC分析模型和协同理论研究
英文题目：	ARC Analyses Strategic Synergy Competitive Advantage
指导老师：	王迎军
中文关键字：	ARC分析 战略协同 竞争优势
英文关键字：	ARC Analyses Strategic Synergy Competitive Advantage
中文摘要：	企业的竞争优势需要有组织基础，一个有效的组织运行机制能够与企业战略保持高度的统一，保障企业资源实现协调、高效的运作，并最终促成企业战略目标的实现。 当今世界经济和技术领域的飞速发展对企业的竞争战略产生了根本性的影响，传统的低成本战略已经不能满足超强竞争的需要。在这样的环境下，企业一方面需要进行多元化经营以增强竞争实力，另一方面又需要建立并维持企业的核心竞争力。这样复杂而又矛盾的环境使得战略协同成为学术界和企业界广泛关注的话题。 简单的说，企业进行战略协同过程就是通过对企业现有资源的仔细分析，发现其中可以实现共享的环节，并通过对优势资源的有效整合和劣势资源的逐步剥离以降低协调成本，实现协同效应。对于多元化经营的企业来说，战略协同理论无疑是企业持续经营的根本指导。从1965年安索夫首次提出“2+2=5”的协同思想至今，协同战略一直以其通俗的原理和巨大的效用一直为各个企业和学术界所推崇。 然而，在实际应用过程中，协同战略却常常有失败的案例，其原因不在战略本身，而是在于组织的机制。所以，协同战略能否成功的真正挑战在于能否形成一种成功地组织机制去适应它。本研究之所以用体制——常规——文化（ARC）分析框架来探讨组织协同战略机制，是因为ARC分析可以为组织资源和活动提供一种分析框架，据此将组织内部进行分类，有助于管理者解决企业的协调与激励问题，并达成企业战略目标。因此，本研究从组织设计的角度，利用ARC分析的原理和框架，对组织协同机制进行了全面的研究。 本研究通过对组织设计的ARC分析模型和协同理论的深入研究，充分结合两种理论的内容和中心思想，提出了一个基于ARC分析的组织协同机制，这是对协同理论的进一步深化。本研究将理论与实际紧密结合，具体分为以下六个部分： 第一章为绪论部分，概要介绍了本研究的研究背景与研究目的、资料来源与研究对象以及研究方法与研究设计等。 第二章为理论综述部分，分别对ARC理论、战略协同理论以及两者的密切联系进行综合阐述。 第三、四章为本研究的重点部分。第三章分别从体制、常规和文化三个方面构建了组织协同机制，视为协同机制的静态部分；第四章研究了组织协同机制的两种实现形式——信息流动和管理层控制，视为协同机制的动态部分。 本研究的第五章引用了一个成功运用组织协同机制的典型案例——DG集团公司，并对其操作细节进行了研究。 最后是本文的结论部分，概述了基于ARC分析的组织协同机制的特点，并提出了本研究的不足之处和进一步深入的建议。
英文摘要：	The competitive advantages of enterprises need the organizational foundation. An effective organizational operating mechanism can keep the high-level unity with the business strategy, and ensure enterprise resources to realize concerted and high-efficient operation, thus facilitate the realization of enterprise's strategic objective finally. The tremendous development in international economy and technology has had a fundamental impact on the strategic management of enterprises that traditional cost-leadership strategy can no longer meet the demands of the hyper competition. Such an environment requires the enterprises to operate in various fields of businesses while maintain the core competitiveness of their own. In this way, the strategic synergy becomes one of the hottest topics that both concern the research group and the manager group. Generally speaking, the process of strategic synergy is composed of the following activities: analyzing the existing resources of enterprise carefully; discovering what kind of these resources can be coordinated with each other; integrating the superior resources efficiently while stripping the inferior resources gradually…and by these means, the enterprise can construct and consolidate its core competence, and lower the coordination cost, therefore to realize the synergic effect. It is undoubted that, for the enterprises managed in pluralism, the theory of strategic synergy is of fundamental guidance that will help them to operate continuously and effectively. Since 1965, when H. I. Ansoff first brought forward the synergic idea of "2+2 =5 ", the synergic strategy has been highly praised by every enterprise because of its exoteric principles and its tremendous utility. However, in the course of actual operation, there always have some fail cases about the synergic strategy. The reason does not lie in the strategy itself, but lies in the organizational mechanism. So, real challenges lie in the organizational mechanism, whether it can fit the strategy, or not. This study uses the ARC analyzes frame to probe into the organizational synergic mechanism for that, because the ARC analyzes can offer a kind of analysis frame for organizational resources and the activities, thus facilitate the managers' solving the enterprise’s coordination and encouragement problems, so as to reach the enterprise's strategic objective. So, this research utilizes principle and frame of the ARC analyzes in terms of designing in the organization, and carried on an overall research to the organizational synergic mechanism. This study successfully combines the theory and reality. The whole research paper can be divided into six chapters as follows: Chapter one is the part of introduction. It generally introduced the research background, research purpose, source of the materials, the research object, research method and the research framework of the thesis, etc. Chapter two is the theory development part. It expatiates the ARC theory, the strategic synergy theory, and the connections between the two. Chapter three and four are the main part of this research. In the third chapter, it forms the organizational synergic mechanism in three aspects of the ARC: architecture, routine and culture, which constitute the static part of the mechanism; chapter four discusses the two operational way s of the mechanism: information transfer and managers’ control. The fifth part is the case study of the DG Group Co., Ltd., which is a typical example of the organizational synergic mechanism. Chapter six of this research paper is the conclusion and suggestion part. It firstly summarized the features of the organizational synergic mechanism, then put forward some of the existing weak points and provided some further suggestions.
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