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论文编号：	5630
作者编号：	2220101081
上传时间：	2013/11/26 17:43:16
中文题目：	成长型企业组织有效性研究 ——以A塑胶新材料公司为例
英文题目：	Study on Organizational Effectiveness of High-growth Enterprise: A Case Study of A advanced material enterprise
指导老师：	林润辉
中文关键字：	成长型企业 组织有效性 组织生命周期 二元型组织
英文关键字：	fast-growth enterprise; organizational effectiveness; organizational life cycle Ambidexterity
中文摘要：	改革开放以来，中国经济一直保持着高速的增长，在这个过程中，很多中小企业凭借超低的成本，获得了高速的成长。高额的利润使得很多中小企业在短时间内成为行业内的领头羊，但是成长型企业并没有利用高盈利建立起有效地免疫系统。市场环境的快速变化往往导致大批成长型企业陷入困境，很少有成长型企业能够脱颖而出成为领导企业。 为此，本文聚焦于以下两个研究问题： 1，哪些因素导致了大批成长型企业陷入困境？在这些因素中，哪些是来自快速变化的市场环境？哪些是来自组织失效？ 2，为了应对这种可能的困境，成长型企业的组织建设可以做什么？在组织建设方面是否有可以复制的成功模式呢？ 本文按照组织生命周期理论的分析框架，详细回顾了A塑胶新材料公司组织发展的历程，并说明了A塑胶新材料公司组织发展的特点。然后本文开始回顾A塑胶新材料公司在组织发展过程中出现的组织失效的几个案例，并从总体上评价了组织失效，进而本文从内部和外部两个视角分析了这种组织失效的原因。然后，针对组织失效的原因，并结合A塑胶新材料公司解决组织失效的实践举措，提出加强组织有效性的建议。最后本文总结了成长型企业的组织发展路径和可复制的模式。 本文认为，成长型企业组织发展必须以组织生命周期理论作为路线图和指导方案，同时借鉴权变理论中的二元型组织理论。组织生命周期理论可以很好的对成长型企业未来发展路线图做出指导，组织生命周期理论较好的预测了成长型企业下一个阶段的组织特征和组织建设步骤，能够有效的防止组织失效；其次，组织生命周期理论并不能够为成长型企业提供全部答案，过早或者过晚进入下一个组织发展阶段都会对成长型企业造成损害，也就是说成长型企业身上具有明显的二元特征，既需要不断加强核心业务，建立稳定的组织结构，又需要不断打破组织结构，抓住市场机会。
英文摘要：	With the high growth of our economic development and low labor cost, a lot of small enterprise developed fast. They quickly become the leader of the line because of the high profit. However, this kind of fast-growth enterprise didn’t take advantage of the high profit to build healthy management mechanism. Rapidly changing market environment often leads to a large number of growth companies in trouble and there are few growth companies to become the leading enterprises. So, this paper focuses on the following two research questions: 1, what factors led to the large number of growth companies get into trouble? In these factors, which comes from the rapidly changing market environment? Which came from the organizational ineffectiveness? 2, what can be done for fast-growth enterprise? Firstly, the article reviews the organizational effectiveness and organizational life cycle on theory, which provide a frame to analyze and think systematically. Then, based on organizational life cycle theory, the development of an advanced material enterprise’ organization is divided into different stage and the features of different stage are presented, which helps reads to know the historical development. Then, several cases of losing OE are described and I analyze the causes of the problems from the inside and outside view. At last, combined with the real practice of an advanced material enterprise, some advices to strengthen OE are suggested. The author believes that organizational life cycle theory should be the roadmap and guidelines for fast-growth enterprise. Also Ambidexterity theory can provide some advices. Organizational life cycle theory can predict the next stage of organizational characteristics, but Ambidexterity theory can tell the right time to do that.
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