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论文编号：	2405
作者编号：	2120082225
上传时间：	2010/6/9 23:12:34
中文题目：	大型国有企业改革中的组织学习过程研究
英文题目：	A Study On The Process Of Organizational Learning In Organizational Change Of Large State-Owned Enterprises
指导老师：	杨斌教授
中文关键字：	大型国有企业;组织惯性;组织变革;组织学习
英文关键字：	Large state-owned enterprises;Organizational inertia;Organizational change;Organizational learning
中文摘要：	改革开放以来，我国社会主义市场经济体制得以建立和发展，国有企业改革成为经济体制改革的重要环节。大型国有企业作为国有企业的重要组成部分，其改革一直是国有企业改革中的重头戏。大型国有企业在关系国家安全和国民经济命脉的重要行业和关键领域中占领主导地位，充当着行业领头羊的角色，充分体现了国有经济的控制力、影响力和带动力。90年代初期，针对大型国有企业的改革单独提出，开始了从组建“大型企业集团”到建设现代企业制度再到大型国有企业改革纵深推进以发展具有国际竞争力的大公司大企业集团的三个改革阶段。 2003年国务院国有资产监督管理委员会成立，进一步引导和推动国有企业的改革和发展。截止2009年，国资委调整中央企业为127家，近年来，中央企业调整重组步伐加快、力度加大，建立了现代企业制度，实现海内外上市，逐渐成为市场竞争的主体。2009年《财富》世界500强企业中，有43家中国企业入选，绝大多数都是中央企业。建成具有国际竞争力的大型企业集团，是大型国有企业面对全球化市场竞争的必然选择。 然而，大型国有企业的改革过程并非是一帆风顺的，我国大型国有企业具有历史性和特殊性，是国家重点扶持的对象，在政策上获得倾向性，得到充足的资金和制度的支持，长期积累了强大的组织惯性，企业内部繁杂的规章制度、冗余的组织结构、员工程序化的行为方式等，形成了企业固有的心智模式，企业内部复杂的人际关系，保持现状的发展目标等，都成为大型国有企业改革发展的严重阻碍。 大型国有企业集团要在持续改革中成长，组织学习起着关键的作用。优秀的企业文化创建和传承，人力资源优势培养和保持，是企业长足发展的重要因素。只有通过明确的组织学习，企业在改革、变革和发展中才能保持正确的方向，进而保持团队共同进步，最终实现整体的战略目标。组织学习从战略的高度，不仅帮助企业不断继承以往积累的优势，同时打破组织惯性对变革发展的阻碍，进而学习外部先进的技术、管理理念，重整企业活力，内外兼修，企业才能保持长期、可持续的发展。 本文以组织学习作为出发点，认为组织学习在企业改革、组织变革和创新发展的过程中都起着重要的作用。组织学习作为战略人力资源开发的一部分，从企业整体的角度着眼，一方面唤醒企业中已有的能力和优势，促进企业核心竞争力的积累、保持、继承和发展，延续企业的独特性和竞争力；另一方面，组织学习通过打破组织惯性对发展的阻碍影响，为组织变革扫清障碍，引导企业进行内外部知识的更新、吸收和转化，推动组织的变革和创新，并最终使企业成功地实现长期、健康的发展。 本研究探索和分析了大型国有企业的组织变革、组织惯性和组织学习的过程，归纳出组织学习通过作用于组织惯性演化从而促进组织变革的互动机制，再通过案例分析进行应证理论，希望通过本研究能为大型国有企业改革发展中的组织学习过程做出初步的归纳和总结，同时为正在变革、可能面临变革和寻求创新发展的众多国有中小企业和其他企业提供有用的参考，为我国企业进行组织变革、组织学习和创新提出一些可供参考的信息。
英文摘要：	Since the implementation of reform and open policy in China, the socialist market economic system has been established and developed. The reform of state-owned enterprises became to an important part of economic reform. Large state-owned enterprises as an important part of state-owned enterprises, that reform has been the highlight of the reform of state-owned enterprises. Large state-owned enterprises occupies the dominant position in the important industries and key areas of the national security and the lifeline of the national economy, as the industry leader's role, fully embodies the control, influence and leverage of state-owned economy. Early 90s, the reform for the large state-owned enterprise separately, started in three stages: from the formation of Large Enterprise Groups to building a modern enterprise system and then to promote the development of internationally competitive large companies and enterprise groups. In 2003, the State-owned Assets Supervision and Administration Commission of the State Council was set up to further guide and promote the reform and development of state-owned enterprises. Ended in 2009, the SASAC adjust for the 127 central enterprises. In recent years, the central enterprises adjust the pace to speed up restructuring, establish a modern enterprise system and achieve domestic and overseas listing, has gradually become the main body of market competition. In 2009, 43 Chinese companies were selected in Fortune Global 500 enterprises, the overwhelming majority are central enterprises. Face global competition in the market, the development objective of large state-owned enterprises is to establish of internationally competitive large enterprise groups. However, the large state-owned enterprise reform process is not smooth. Large state-owned enterprises in China are historical and specific. They are supported by the state and the tendentious policy, have the availability of funds and institutional support, accumulate a strong organizational inertia in the long term. Within the enterprise, all of complex enterprise business systems, redundant structure, the behavior of employees programmed to form the company built mental models. Complex relationships and maintain the status quo of the development objectives are the hamper of the development of large state-owned enterprise reform. Large state-owned enterprise groups have to grow in the ongoing reform, organizational learning plays a key role. Creating and heritaging the excellent corporate culture and training human resources are important factors in rapid development of company. Only through organizational learning, the enterprise could remain right direction in business transformation, maintain the common progress of the team, and achieve the overall goal ultimately. Organizational learning help companies to inherit the advantages gained in the past continuously, while breaking the organizational inertia, and thus learning the external advanced technology, management philosophy, so the enterprise maintain sustainable development internally and externally. In this paper, organizational learning as a starting point. Organizational learning plays an important role in organizational change and innovation. On the one hand, it wake up existing capacity and strengths in the enterprises, to promote the accumulation of core competitiveness of enterprises and to keep, continue, develop the unique and extend enterprise competitiveness; On the other hand, Organizational learning break the organizational inertia, sweep obstacles for organizational change, guide enterprises to update internal and external knowledge, promote organizational change and innovation, and enable enterprises to achieve strategic change successfully. This study explores and analyzes the process of organizational change and organizational learning in large state-owned enterprises, summarized the effectiveness models for organizational learning and organizational change. Hope to make a preliminary conclusion for large state-owned enterprise reform and process of organizational learning. At the same time, provide a reference for state-owned SMEs and other enterprises that are changing and may face many changes. At last, it may provide reference information for chinese enterprises to carry out organizational learning, change and innovation.
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