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论文编号：	1897
作者编号：	2120051990
上传时间：	2010/4/29 14:59:35
中文题目：	基于非均衡发展战略与组织学习的企业成长路径研究
英文题目：	Unequilibrium
指导老师：	杨斌
中文关键字：	非均衡发展战略 创造性张力 组织学习 看不见资产 成长路径
英文关键字：	Unequilibrium
中文摘要：	市场的快速成熟、技术发展非连续性的凸显、竞争优势的难以持续性，都对企业的能力提出了更高的要求和更大的挑战。但是，中国企业的竞争力在国际市场中却处于极为弱势的地位。如何使中国企业在当今世界经济发展中求得生存和发展权，获得具有相对竞争优势的发展能力，并最终成长为卓越企业，是中国理论界和实践界亟待解决的问题。为了对这个问题进行阐释，本研究试图以非均衡的发展战略为出发点，以“非均衡的发展战略——创造性张力——组织学习——看不见资产的过度积蓄——适应未来”的路径视角来分析企业获得和保持竞争优势、取得不断成长的内在机理。 本研究主要运用了文献综述和案例研究等方法来对组织的竞争优势源泉、动态地保持竞争优势的源动力以及由此构成的企业成长路径进行研究。本文首先分析了外部环境的特征和中国企业竞争力的缺失问题，以此为前提，回顾和分析了竞争优势理论的发展历程及其存在的缺陷，回顾和总结了伊丹敬之的经营战略内在逻辑理论和组织学习理论。在此基础上，本研究提出了竞争优势的源泉来自于组织持续不断的组织学习，而促使组织不断进行组织学习，以生成作为竞争优势基础的看不见资产的源动力是非均衡的发展战略。进而在借鉴经营战略内在逻辑理论、组织学习理论、知识创造理论和动态能力等理论的基础上，构筑了企业成长的的路径分析架构，具体就是“非均衡的发展战略——创造性张力——组织学习——看不见资产的过度积蓄——适应未来”。并提出了支持该成长路径的人力资源管理制度方面的措施。最后，本研究通过对本田公司发展历程的整理，分析了本田公司的核心理念、非均衡发展战略、组织学习的机理、看不见资产的过度积蓄和相关支持性的人力资源管理制度，概况了本田公司基于非均衡的发展战略和组织学习的企业成长路径。 本研究力图丰富和完善竞争优势内生论和组织学习理论，同时对中国企业如何取得后发优势并成长成为卓越企业提出一定指导思想和指导意见。根据基于非均衡发展战略和组织学习的企业成长路径，企业在成长和发展过程中，要敢于打破现状，制定和实施非均衡的组织发展战略，以激发组织不断通过组织学习来进行知识创造、资源积蓄和改进组织能力，即实现企业对作为竞争优势的基础的看不见资产的过度积蓄，从而在全球竞争中获得和保持竞争优势，求得长期的生存与发展。
英文摘要：	Markets maturing fleetly, discontinuous technology development outstanding, competitive advantage maintaining difficultly, all of these set higher requests and bigger challenge to enterprise's capability. However, Chinese enterprises’ competence is extremely weak in international markets. It is an urgent problem in practice and in theory for Chinese enterprise that how to exist and obtain the development right in modern world economic development as well as obtain relative competitive advantage in developing ability so as to be great . In order to make clear of this question, this research attempts to take the unequilibrium developmental strategy as the starting point and “unequilibrium developmental strategy-creative tensility-organizational learning-excess amassment of invisible assets-adapting to the future” as the path to analyze the internal mechanism for enterprises to acquire and maintain competitive advantage as well as grow continually. This research takes the methods of literature summarization and case study to explore the headspring of organizational competitive advantage, the original power for maintaining competitive advantage dynamically and enterprises’ growing paths constructed by the headspring and the original power. Firstly, this research analyzes the traits of the external environment and the problem of Chinese enterprises’ weak competence, taking this as the premise, then，this research looks back upon and analyzes the development course as well as the limitation of The Competitive Advantage Theory, The ITAMI Hiroyuki’s Internal Logic Theory for operation strategy and The Organizational Learning Theory. On the basis of these, this research proposed that the headspring of competitive advantage origins from the incessant organizational learning, meanwhile, the original power of creating invisible assets, which are the basement of competitive advantage, are created by the continually organizational learning that is promoted by The Unequilibrium Developmental Strategy. So, this research constructs the analytical framework of enterprises’ growing paths, which is “unequilibrium developmental strategy-creative power-organizational learning-excess storage of invisible assets-adapting to the future” specifically as well as puts forward some measures for human resource management that are back upon the growing path on the basis of theories about Internal Logic Theory for Operation Strategy, Organizational Learning Theory, Knowledge-Creating Theory and Dynamic Capability Theory and so on. Finally, through the studying of Honda’s growing path, this research analyzes Honda’s core ideas, unequilibrium development strategy, mechanism of organizational learning, excess storage of invisible assets and human resource management system for relevant support as well as generalizes Honda’s growing path that is based on the unequilibrium developmental strategies and the organizational learning. This research tries to enrich and consummate the endogenic theory for competitive advantage and the theory for organizational learning, meanwhile, proposes some instructional ideas and advice for how to acquire advantages under the forerunners’ success and grow to be great enterprise. According to enterprises’ growing paths that are based on unequilibrium developmental strategies and organizational learning, enterprises should be brave to break the status quo, set and carry out unequilibrium developmental strategies so as to inspire organizations to create knowledge, store resources and improve organizational ability through incessant organizational learning, i.e., to achieve the excess storage of invisible assets, which are the basis of competence advantage, so as to obtain and maintain competitive advantage in global competition and survive as well as develop for a long time.
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