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论文编号：	8581
作者编号：	1120105039
上传时间：	2016/6/20 16:45:13
中文题目：	企业组织变革关键影响因素研究－ 基于中国国有企业实证探索
英文题目：	Key Factors Affecting Organizational Change: An Empirical Exploration Study of China State-Owned Enterprise
指导老师：	白长虹
中文关键字：	变革管理，国有企业，组织管理，企业文化，关键影响因素
英文关键字：	Change Management, State-owned Enterprise, Organizational Management, Organizational Culture, Key Affecting Factor
中文摘要：	组织变革已成为现代组织的例行作业，因此，变革管理也成为现代经理人的必备管理技能。在信息时代，任何事物的演化均以倍数而计算，＂十倍速时代＂早已不稀奇；著名半导体之父、英特尔公司共同创办人 - 戈登．摩尔于1965年提出＂摩尔定律＂，多少人不相信它能持续，到如今，不仅如期实现，甚至超越它所预测的速度；重点不在摩尔定律，而是经由它的实现，由摩尔定律所加速生成的信息时代，已经带动这个社会产生了令人难以想象的改变，这包含已经是现在进行式的全球化及大数据，正准备冲击我们社会的工业4.0，以及将要启动人工智能新世纪的AlphaGo纪录。＂改变＂及＂应变＂已经不是一个要不要的选项，而是经理人不得不为的日常作业。 中国市场自1978年改革开放至今，早已迈入经济大国之林，而在全球化及信息化的加持下，中国市场已逐渐对世界开放，各行各业也都面临来自外界的挑战，而且每日俱增。因此，中国的企业经理人也必须面对市场的变化，而不得不学习如何应变以及管理变革；这其中，管理模式及体制比较具有中国文化传统的国有企业，以及内地的民营企业，不论是组织领导人或是组织成员，都必须调整及改变企业的战略、流程、结构、或是管理模式，以面对产业外部的挑战。 本研究鉴于变革管理对于中国企业的重要性，面对以西方变革管理理论与模型为主的现况，本研究决定以西方变革管理理论为基础，于中国企业的环境进行实证研究，以分析并归纳出有助于中国企业在实施组织变革管理时的关键影响因素。 本研究的主题为关键因素的探讨而非变革模型或变革过程，在变革关键因素的提炼上，系以Kotter (1995)的八步骤变革模型为基础，辅以来自西方变革管理相关文献与模型的探讨，归纳出十个影响组织变革的因素，并以此十个因素为维度并结合Denison文化模型，以发展出符合本研究目的的30题项的调查问卷。具体的研究过程系透过某国有企业为案例进行实证研究，经过访谈及对问卷结果进行因素分析，获得五个具共变量的共同因素。后续进行多案例分析并藉助结构方程以进行验证，最后确认五个共同因素。 本研究针对这五个共同因素进行深入探讨及分析后，得到五个影响组织变革的关键因素，它们分别是：（1）组织是否具有共同目标及获得成员的许诺、（2）员工发展及投入、（3）领导团队和员工对变革的急迫感、（4）具备变革所需的工具及技能、以及（5）纪律及沟通。本研究针对这五项变革关键要素，依据调研分析的过程，分别定义其管理意义，以便未来实践时有所依循。 综观整体研究的发想、研究过程及研究结果，本研究认为有四项研究发现及创新点：（1）＂具备变革所需的工具及技能＂与＂纪律及沟通＂等两项为中国国有企业变革管理所特有的关键因素；（2）国有企业任务导向及从业员工的特性与一般企业的变革管理具有根本上的差异；（3）由关键因素的探讨为研究方向可以成为西方变革管理理论于中国企业变革管理应用研究的新视角；（4）本研究所发展的调查问卷适合作为中国企业变革管理研究的调研工具。 本研究的研究结果及发现，为中国企业变革管理的研究领域，提供了一个新视角及新思路，将有助于未来更多有志于开创出更多符合中国企业变革管理相关领域的研究者。变革管理贵在实践，后续当更进一步着手于不同产业的探讨与本研究创见的具体实现。
英文摘要：	Organizational change has become a routine operation of modern organizations, therefore, change management is an essential skill of managers. In the information age, the evolution of everything calculated in multiplies. “ten times the speed” has long been not special; Intel co-founder - Gordon. Moore the father of semiconductors, proposed "Moore's Law" in 1965, many people doubted it, but now, the result is far beyond his prediction. Information age has emerged from implementing of Moore’s Law, which changes the world incredibly. As the result, we are in progress globalization and big data; industry 4.0 has impacted our society fiercely; AlphaGo starts artificial intelligence new era. "Change" and "strain" is not option, but a routine operation to managers. The reform and opening journey of China market began in 1978, in the context of widespread globalization and information technology, the Chinese market has been gradually open to the world, companies are facing challenges from the outside world increasingly. Therefore, the managers in China have to learn how to react and manage change. Especially those stated-owned and private-owned companies with more Chinese characteristic of their management regime. Whether the organization leaders or members have to adjust their strategy, processes, structure, or management model, in order to confront with challenges outside the industry. Due to the importance of change management for Chinese enterprises and most of researchers take Western theories and models for their Chinese change management studies. We adopted Western change management theory as the research fundamental, conducted empirical study on Chinese business environment to analyze and summarize the key factors which contribute Chinese enterprises implement organizational change management. The subject of this study is key affecting factors rather than change model or the process of change. The extraction of key factors, was based on Kotter (1995) eight step change model, added related literature review of Western change management models, generated ten key affecting factors. Integrated with Denison cultural model, we developed a 30 items questionnaire which complied with our research purpose. The object of this empirical study is a state-owned enterprise. This study generated five common factors by interviews and factor analysis, following with multi-case analysis and verified by SEM to finalize the five common factors. After thoroughly discussion and analysis of the five common factors, obtained five key affecting factors of organizational change management. They are (1) Common Goal and Commitment, (2) People Development and Engagement, (3) The Sense of Urgency for Leading team & Employees, (4) Tools & Skills and (5) Discipline & Communication, respectively. Overview research initiative, motivation, process and result, this study suggests four major explorations, which are: (1) identify two specific factors of change management of China state-owned enterprise which are 'Tools & Skills' and 'Discipline & Communication'; (2) the mission oriented and employees characteristic of China state-owned enterprise are different from private-owned enterprise in organizational change management fundamentally; (3) the research of key affecting factors of Chinese companies change management shed new light on the research of applied Western theory for Chinese company change management; (4) the questionnaire of this study could fit Chinese enterprise change assessment. This study offers a new perspective and new idea for the future studies in the field of Chinese enterprises change management, it provides a valuable reference for researchers who are interested in the related research topic. The value of change management is practice. This study encourages further research in different industries to explore the insight of change management in China.
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