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论文编号：	15560
作者编号：	2320234127
上传时间：	2025/12/5 16:37:13
中文题目：	天津R公司组织发展研究
英文题目：	Study on Organizational Development of Tianjin R Company
指导老师：	牛芳
中文关键字：	组织发展；7S模型；关键因素；家族治理；AI赋能
英文关键字：	Organizational Development；7S Model；Key Factors；Family Governance；AI Empowerment
中文摘要：	在教育现代化政策持续推进与生成式人工智能技术快速迭代的双重驱动下，中国教育信息化产业正从“基础设施建设”向“场景深度融合”战略转型，京津冀地区中小企业普遍面临业务扩张与组织效能不匹配的挑战，可持续发展受到制约。作为区域内“专精特新”企业的天津R公司，同样遭遇战略落地困难、决策效率偏低、技术与业务适配缓慢等典型问题，组织发展瓶颈亟待突破。 本研究选择组织发展理论作为核心分析支撑，一是因 Greiner 组织发展阶段理论可精准判定企业发展阶段特征，麦肯锡7S模型能全面诊断组织发展关键因素，二者结合可针对性剖析天津R公司的组织痛点；二是组织发展理论聚焦通过计划性变革提升组织效能，与企业优化需求高度契合。研究过程中，综合运用问卷调查、深度访谈及多年度运营数据，依托“7S模型 + 平衡计分卡”整合诊断框架展开系统分析。结果显示，天津R公司存在三大核心瓶颈：战略传导机制缺位导致政策响应滞后，“夫妻共治”的家族治理结构引发权责重叠与决策低效，技术与业务融合不足且员工AI技能储备短缺。据此，研究提出以敏捷转型为核心的改进策略，包括治理结构分层优化、AI技能分层培训及政策 - 战略动态映射机制。 本研究兼具理论与实践价值。理论上，揭示“政策 - 技术”双驱情境下中小企业“控制危机”与“自主危机”并存的新特征，丰富家族治理与技术赋能交叉研究视角；实践上，为天津R公司提供精准组织优化方案，提炼的“治理 - 技术 - 政策”协同模型可为京津冀同类企业提供参考，也为政策制定者优化区域产业政策供给提供依据。
英文摘要：	Driven by the advancement of educational modernization policies and the rapid iteration of generative artificial intelligence (AI) technology, China’s educational informatization industry is undergoing a strategic shift from "infrastructure construction" to "deep scenario integration." Against this backdrop, small and medium-sized enterprises (SMEs) in the Beijing-Tianjin-Hebei (Jing-Jin-Ji) region commonly face misalignment between business expansion and organizational efficiency, which constrains their sustainable development. Tianjin R Company—a regional "Specialized, Refined, Distinctive, and Innovative" enterprise—epitomizes these challenges, exhibiting typical issues such as difficulties in strategy implementation, low decision-making efficiency, and slow alignment of technology with business needs, thus necessitating breakthroughs in its organizational development bottlenecks. This study employs organizational development (OD) theory as its core analytical framework. First, Greiner's growth phase model provides a precise evaluation of the company's developmental stage, while the McKinsey 7S Framework offers a comprehensive diagnosis of key organizational factors. Together, these models enable targeted analysis of Tianjin R Company's pain points. Second, OD theory's emphasis on enhancing organizational effectiveness through planned change aligns closely with the company's optimization needs. Methodologically, the research integrates questionnaires, in-depth interviews, and multi-year operational data within a consolidated diagnostic framework combining the 7S Model and the Balanced Scorecard (BSC). Analysis identifies three core bottlenecks: first, the absence of a strategic communication mechanism leading to delayed policy responsiveness; second, inefficient decision-making and overlapping authorities stemming from the "co-governance by the founding couple" family structure; and third, insufficient technology-business integration coupled with gaps in employeeAIcompetencies. Correspondingly, this study proposes an agility-oriented improvement strategy, including layered governance structure optimization, tieredAIskills training, and a dynamic policy-strategy mapping mechanism. This research holds both theoretical and practical significance. Theoretically, it identifies a new characteristic of SMEs operating under dual policy and technology drivers: the coexistence of "control crises" and "autonomy crises," enriching perspectives at the intersection of family governance and technological empowerment. Practically, it provides a tailored organizational optimization plan for Tianjin R Company. The developed "Governance-Technology-Policy" synergy model offers a reference for similar enterprises in the Jing-Jin-Ji region and informs policymakers in refining regional industrial policy support.
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