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论文编号：	1904
作者编号：	032928
上传时间：	2010/4/30 10:13:58
中文题目：	基于资源的母子公司组织控制研究
英文题目：	Headquarters-subsidiaries Company; Organization Control;
指导老师：	王迎军
中文关键字：	母子公司；组织控制；企业资源论；知识资源特性；网络组织
英文关键字：	Headquarters-subsidiaries Company; Organization Control; the Resource-based Theory of the Firm; Knowledge Resources’
中文摘要：	随着现代企业规模的扩大，经营地域的拓展，经营事业的多元化以及企业内部分工的深化，大型企业的下属业务单位越来越多，母子公司体制逐渐成为重要的经济组织形式。母子公司关系的出现引发了母公司对子公司的控制问题，特别是在当今时代经营环境动荡、组织规模庞大的情境下，企业组织的控制问题越来越突出，控制失范的现象越来越严重，母子公司组织控制的研究课题由此提出。 过去有许多学者从不同的理论观点出发来探讨组织控制问题。早期有Ouchi(1979)由交易成本理论出发的研究，Baliga & Jaeger (1984)从资源依赖理论开展的研究以及Eisenhardt (1985)以代理理论为基础的探讨等等。最近，一些学者则是从公司核心能力的角度入手，提出以有效利用与发挥公司的核心能力构建合理的组织控制系统；还有与之相近的则是从公司的资源组成角度分析，根据母子公司的资源特征差异，选择合适的母子公司控制方式。 对母子公司组织控制的分析，首先需要搞清楚企业的性质，即企业存在的原因，这是母子公司这种组织形式及其控制机制的理论根源。从国内外对企业性质研究进展情况来看，主要有交易成本理论、企业契约理论等较早时期的企业理论，还有近期兴起的企业资源论。简单对比这几种企业理论：交易成本理论与企业契约理论都是着重于分析企业组织的产生，主要是在勾画企业的边界，或者说是在描述企业这一“黑箱”的外壳；而企业资源论却是着重于强调企业的组成，主要是剖析企业组织的构成以及企业发展，试图破译企业的“基因密码”，更加接近于剖析企业这一“黑箱”的内部，更加有利于指导企业的管理实践。 在知识经济和网络经济到来的今天，传统的基于资本和产权的组织控制机制已经不能满足新的经济环境的要求，因此我国的母子公司管理体制迫切需要进行变革。知识经济时代，一个最基本的特征就是将知识提升为一种至关重要的生产要素，知识不再是资本的附庸，而是已经替代资金资本成为最稀缺的资源，对知识的拥有成为影响企业竞争的关键因素。知识经济和网络经济的发展对企业组织的控制问题提出了新的挑战，而企业资源论正是在适应了这一企业管理的新要求下发展起来的，成为一种支撑与指导新经济时代下企业管理的行之有效的理论分析工具。 鉴于此，本文围绕母子公司组织控制这一研究主题，采用企业资源论作为理论分析工具，剖析母子公司的性质及母子公司的组织控制机制，然后在此基础上提出具有针对性的管理策略。 本研究以企业资源论的视角，把母子公司界定为通过不同的关系所联结的资源而构成的内部多样化或差异化的网络，在此资源理论平台和网络组织平台的基础上进一步探讨基于知识资源的母子公司组织控制的作用机理、应对策略及评价方法，以启示并指导母子公司在组织网络中实现有效控制的实践活动。 1.从企业资源论的角度探讨母子公司的性质，把母子公司视为母公司与子公司的资源联结关系，特别是基于知识资源转移、整合与共享的关系，为进一步研究基于资源的母子公司组织控制机制构建一个基础理论平台。 2.将组织间网络理论应用到母子公司关系中来，在分析由母子公司资源的分散化和专业化所形成的子公司战略角色类型的基础上，把母子公司整体视为一种特殊的不同于以往层级组织的进行知识交流的网络组织形态，从而改变了以往母子公司内部依靠行政权力进行集中化控制的观点，转为基于知识资源的母子公司协调与整合，为进一步研究基于资源的母子公司组织控制机制构建一个组织平台。 3.具体剖析企业中知识资源的特性，用母子公司之间知识资源的互补性和可转移性来解释母子公司组织控制的作用机理，即企业知识资源对其采取的控制协调机制的影响。 4. 在以上理论分析的基础上，提出基于资源的母子公司组织控制策略，包括母子公司功能分工定位和组织结构设置、母公司对子公司的差异化管理与管理点的设置、母子公司的组织控制模式与制度以及增强我国母子公司组织控制能力的具体对策。 5. 探究组织控制效果的评价方法，拟定作为绩效的资源产出项目，构建母子公司组织控制效果的评价指标体系，包括子公司绩效评价体系和母公司服务管理质量评价体系，再通过回馈评价结果动态调整母子公司的战略角色与功能定位。
英文摘要：	Along with the modern enterprise’s scale expanding, region developing, business diversification as well as interior division of work deepening, major enterprise's subsidiaries are more and more and headquarters-subsidiaries company’s system gradually becomes important economic organizational form. The emergence of the headquarters-subsidiaries company relation has caused the headquarters’ control problem to subsidiaries. Especially now in the situation of business environment turbulence and organization scale huge, The problem of organization control is more and more outstanding; and the phenomenon of losing control is more and more serious. From here, the study topic on organization control of the headquarters-subsidiaries company put forward. There are many scholars to inquiry into the organization control problem from the different theories in the past. In early days, Ouchi(1979)has studied it from Transaction Cost Theory, Eisenhardt(1985)has discussed it from Agency Theory, and so on. Recently, the organization control problem has analyzed gradually from the resources’ constitution of the firm, choosing the suitable control method of the headquarters-subsidiaries company according to the resources’ characteristics difference of the headquarters-subsidiaries company. Analyzing the organization control of the headquarters-subsidiaries company needs to make clear the nature of the firm, the reason of the firm existing. It’s the theoretical source of the headquarters-subsidiaries company’s control mechanism. From domestic and international study progress, there are mainly the New Classic Theory of the Firm, the Contract Theory of the Firm, etc. in earlier period, also the Resource-based Theory of the Firm rising newly. The Contract Theory of the Firm emphasis on analyzing enterprise organization’s creation, mainly delineates the boundary of the enterprise, or saying that it is describing the outer shell of the enterprise’s “Black Box”. But the Resource-based Theory of the Firm emphasis on the composing of the enterprise, mainly analyze the constitution and development of the enterprise. It is nearer to analyze this inner part of the enterprise’s “Black Box”, is more propitious to directing business management practice. The Resource-based Theory believes that the firm is a bundle of a series of resources and competitive advantage of the firm is from the resources owned to the firm. But not all resources may become the source of competitive advantage, and indeed the capabilities developing, configuring, exploiting and protecting resources behind resources, and knowledge as the base of the capabilities are deep sources of competitive advantage. In the age of the knowledge-based economy, the most basic characteristics is to promote knowledge to a most important production factor. Knowledge isn't capital subordinate any more, but has already replaced capital to become the rarest resource. In the enterprise, the knowledge power structure is replacing the capital power structure. This means that the position of traditional property control based on the capital is descending, therefore puts forward a new challenge to the headquarters how to control the subsidiaries effectively. Adapting the new request of business management, the Resource-based Theory is developing and becoming a kind of effective theoretical analysis tool to support and direct business management in new economy. Thus this, the dissertation defines the headquarters-subsidiaries company as a diversified or different network composed of all kinds of resources’ linking relationship with the Resource-based View, further discusses the action mechanism, responding tactics and evaluation method based on resources on the platform of the Resource-based Theory and network organization to inspire and guide the practical activities that the headquarters-subsidiaries company fulfills effective control in the organization network. Including detailedly: 1. It discusses the nature of the headquarters-subsidiaries company with the Resource-based View, regards it as the resources’ linking relationship between headquarters and subsidiaries, especially knowledge resources’ transferring, integrating and sharing relationship, and sets up a foundation theory platform for further studying organization control mechanism of the headquarters-subsidiaries company based on the resources. 2. It applies Inter-organization Network Theory to the headquarters-subsidiaries’ relation, based on analyzing subsidiaries’ strategic role types formed of resources’ decentralization and specialization, regards the headquarters-subsidiaries company as a kind of special knowledge-exchanging network organization form differ from the traditional hierarchy organization, changes the view of the centralized control relying on bureaucracy power between the headquarters and the subsidiaries to coordination and integration based on knowledge, and sets up a organization platform for further studying organization control mechanism of the headquarters-subsidiaries company based on the resources. 3. It detailedly analyzes the characteristics of the knowledge resources in the enterprise, explains the action mechanism the headquarters-subsidiaries company’s organization control with knowledge’s complementarity and transferability, namely the knowledge resources’ influence to the control and coordination mechanism adopt. 4. On the foundation of the above theoretical analysis, it puts forward the headquarters-subsidiaries company’s organization control tactics based on resources, including the headquarters-subsidiaries company’s function position and organization structure setup, the headquarters’ difference management and management point setup, headquarters-subsidiaries company’s organization control model and system, and the concrete countermeasures to strengthen the headquarters-subsidiaries company’s organization control in our country. 5. It research into the evaluation method on organization control’s effect, studies out the resources’ production items as performance, sets up a set of evaluation index system on organization control’s effect of the headquarters-subsidiaries company, including subsidiaries’ performance evaluation index system and headquarters’ service management quality evaluation index system, and adjusts dynamically the headquarters and subsidiaries’ strategic roles and function position through feeding back the evaluation result.
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