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论文编号：	670
作者编号：	2120062050
上传时间：	2008/6/20 10:50:23
中文题目：	人力资源管理对企业战略漂移的制
英文题目：	The Research of Restraint and
指导老师：	杨斌
中文关键字：	战略;人力资源管理;战略漂移;制<
英文关键字：	Strategy;Strategic Human Resou
中文摘要：	随着全球化经济的到来，企业面临的外部竞争愈加激烈，外部环境的复杂性和动荡性日益加剧。为了应对这样的局面，企业往往靠制定战略来试图缩减环境复杂性和不确定性对企业的影响，使企业能够更好地适应外部环境。然而现在很多企业的战略往往出现可执行性差或者执行力差的问题，使得企业不能达到预期的目标，影响企业的发展和成长，本研究称之为出现“战略漂移”，即战略在形成或实施的过程中由于客观或主观因素的影响而出现向不良方向的偏离而不能达成目标的情况。 既然战略意在对环境进行预测以降低环境的复杂性和不确定的影响，那为什么会出现这种漂移问题呢？能否找到一种合理的方法去克服这些因素的影响呢？人力资源作为企业竞争优势的载体，是企业战略的制定者和执行者，企业的这一战略性资源显然在解决战略漂移问题上起着至关重要的作用。 本研究将从人力资源管理的战略性作用的视角来研究其对企业战略漂移的制衡机制。本文以伊丹敬之的战略适应性理论为理论基础，以HRM的战略性作用为切入点，从战略形成模式（有意图战略和突现战略）与组织特性、HRM体系的匹配机制来研究HRM在制衡企业战略漂移中的作用。 本研究采用文献综述、比较分析和案例研究等方法对人力资源管理的战略性作用进行研究。文章首先梳理了战略和人力资源管理的发展历程，发现两者之间的匹配和错位的关系，选择了战略适应性理论作为本文的理论基础。以明茨伯格的两种战略形成模式与组织特性和HRM体系的匹配关系为视角，从历史路径依存和制度互补的角度探索了世界现存的“S-HRM”模式（即战略形成模式与组织特性和HRM体系的匹配模式）的形成机理及其特征，随着企业外部环境复杂性和不确定性的加剧，这两种模式各自存在的局限性日益显现出来，从而产生战略漂移。进而对两种战略模式下的战略漂移及其原因进行分析，在多音性和单音性交流理论的基础上提出了改进的战略形成模式——有意图战略和突现战略呈“之”字型螺旋上升的辨证模式。然后探索出与其相辅相成的综合型的柔性组织和柔性的HRM体系，从而得出本研究的改进的“S-HRM”模型——人力资源管理对战略漂移的制衡机制。最后，本研究分别选取了海尔和TCL的国际化战略两个案例从正反两方面对本研究的研究成果加以验证。 本研究力图丰富和完善现存的战略人力资源管理理论，同时也为中国企业的战略管理和战略性人力资源管理提出一些参考建议。在当今全球化竞争中，企业需注重突现战略和有意图战略在战略形成过程中的互补性作用，及柔性组织和柔性的HRM体系与战略的互动性，以有效地实现战略对外部环境、内部资源和组织的适应，从而有效制衡企业的战略漂移。
英文摘要：	With the globalization of the economy, enterprises face more changeful outside environment and more furious competition. In order to face this condition, every enterprise tries to make strategies to curtail the impact of the complexity and uncertainty of environment on enterprises, so that they can fit the outside environment much better. However, in nowadays strategies always become so difficult to be executed that the anticipative goals can not be reached. This phenomenon was called “Strategy-drift” in the research. It refers the conditions that the strategy-drift from appointed track when it is being formed or implemented because of the effect of persons or the organization so that it prevents the organization’s goal from being reached. Since the strategy can curtail the impact of the complexity and uncertainty of environment on enterprises, why the strategy-drift occurs? If the strategy-drift occurs because of the factors of persons or the organization, whether a reasonable approach to get ride of the impact from these factor can be found by us? As the carrier of competition advantage of the enterprise and a kind of strategic resource, HR is the constitutor and executor of the strategy and have has inevitable connection with strategy-drift. This thesis will study the constraint and balance mechanism of HRM towards the enterprise strategy-drift from the perspective of the strategic functions of HRM. In my research, with the theory of strategy adaptability as my theory basis and the strategic functions of HRM as the cut-in point, I explore the matching mechanism of strategy-forming mode, organization characteristic and HRM system in order to the constraint and balance functions of HRM towards the strategy-drift. The thesis chooses literature-summarizing, comparative analyzing and cases study as the main research method. Firstly, I card the development course of strategy and HRM and find their contrail from no-matching to matching with each other. Then choose the theory of strategy adaptability as my theory basis. Secondly, from the perspective of the matching characteristic of strategy-forming mode, organization characteristic and HRM system to explore the two kinds of existing “S-HRM” modes. However, with the rising of the complexity and uncertainty of environment, both of the two modes have their own localizations and the strategy-drift happens easily. Thirdly, analyze the strategy-drift happens in two kind of strategy modes and the reasons. And bring forward advanced strategy-forming mode which is vicissitudinary mode between intended strategy and emergent strategy with the guide of the theories basis of polyphonic communication and single-voice communication. Then get the improved “S-HRM” mode which is a kind of constraint and balance mechanism of HRM towards strategy-drift after exploring the flexible organization and flexible HRM system matching the advanced strategy-forming mode. Finally, the part of case study chooses two internationalization strategy cases of Haier and TCL to study the mutual effect between HRM and enterprise strategy. The research tries to enrich and perfect existing theory of SHRM and give some referenced advices about strategy management and SHRM to Chinese enterprises. In today’s global competition, the enterprises should pay more attention to the mutual effect between intended strategy and emergent strategy and the matching mechanism of organization, HRM system and strategy type in order to make the strategy fit the outside environment, inside resource and organization.
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