本文選題：技術(shù)創(chuàng)新戰(zhàn)略 + 組織結(jié)構(gòu)優(yōu)化��； 參考：《西南交通大學(xué)》2017年碩士論文

【摘要】：2015年以來(lái),"一帶一路"、"工業(yè)4.0"等概念和相關(guān)戰(zhàn)略逐漸成型并步入實(shí)施階段,但是制造類(lèi)企業(yè)產(chǎn)品需求不足的問(wèn)題仍未能得到充分解決,由于自2010年以來(lái)中國(guó)制造業(yè)回暖的起因主要依賴(lài)于政府投資和相關(guān)政策驅(qū)動(dòng),因而其經(jīng)濟(jì)活力不足的現(xiàn)狀沒(méi)有根本改變,在中國(guó)經(jīng)濟(jì)持續(xù)下行,民間投資持續(xù)下滑的大趨勢(shì)下,中國(guó)制造業(yè)的發(fā)展形勢(shì)相當(dāng)嚴(yán)峻。在技術(shù)改造、產(chǎn)品創(chuàng)新、產(chǎn)業(yè)升級(jí)等產(chǎn)業(yè)政策引領(lǐng)下,高科技研發(fā)制造領(lǐng)域公司的轉(zhuǎn)型及發(fā)展則具有較高的現(xiàn)實(shí)意義。組織結(jié)構(gòu)的優(yōu)劣對(duì)企業(yè)的發(fā)展和技術(shù)創(chuàng)新戰(zhàn)略最終是否能夠順利高效地實(shí)施非常重要,企業(yè)選擇何種組織結(jié)構(gòu)、如何進(jìn)行組織結(jié)構(gòu)優(yōu)化將直接影響到公司的戰(zhàn)略發(fā)展與上升空間。論文以SZCL公司為案例進(jìn)行研究,在分析其2010年以來(lái)通過(guò)基于技術(shù)創(chuàng)新的組織結(jié)構(gòu)變革并達(dá)到突破式發(fā)展歷程的基礎(chǔ)上,研究公司經(jīng)營(yíng)活動(dòng)中組織結(jié)構(gòu)現(xiàn)存的問(wèn)題,進(jìn)而進(jìn)一步以創(chuàng)新戰(zhàn)略為出發(fā)點(diǎn)并探討組織結(jié)構(gòu)優(yōu)化的可行性。本文首先闡述了技術(shù)創(chuàng)新戰(zhàn)略和組織結(jié)構(gòu)的概念及相關(guān)理論,在分析技術(shù)創(chuàng)新戰(zhàn)略影響因素、組織結(jié)構(gòu)基本類(lèi)型、組織結(jié)構(gòu)優(yōu)化的內(nèi)容及影響因素的基礎(chǔ)上,建立了創(chuàng)新戰(zhàn)略和組織結(jié)構(gòu)優(yōu)化間的橋梁關(guān)系;其次,探討了 2010年以來(lái)案例公司爆發(fā)式發(fā)展中的組織結(jié)構(gòu)變革,分析當(dāng)時(shí)公司如何在重視技術(shù)創(chuàng)新的基礎(chǔ)上進(jìn)行組織結(jié)構(gòu)優(yōu)化,同時(shí)在此基礎(chǔ)上全面分析案例公司現(xiàn)行的組織結(jié)構(gòu),指出例如組織結(jié)構(gòu)與公司戰(zhàn)略發(fā)展不合理的地方,并深入剖析各類(lèi)不匹配的原因,例如組織設(shè)計(jì)不能適用市場(chǎng)需求、組織結(jié)構(gòu)不夠細(xì)化、難以促使各職能部門(mén)達(dá)到績(jī)效最大化目標(biāo)、組織結(jié)構(gòu)僵化不利于創(chuàng)新戰(zhàn)略實(shí)施等;第三部分,在基于組織結(jié)構(gòu)設(shè)計(jì)的基本原則和創(chuàng)新戰(zhàn)略相關(guān)研究的基礎(chǔ)上,明確了案例公司組織結(jié)構(gòu)優(yōu)化與創(chuàng)新戰(zhàn)略實(shí)施的目標(biāo),并嘗試立足于創(chuàng)新戰(zhàn)略,提出公司組織結(jié)構(gòu)的優(yōu)化設(shè)計(jì)方案,闡述了案例公司未來(lái)新組織結(jié)構(gòu)的優(yōu)化路徑和實(shí)施步驟。
[Abstract]:Since 2015, "Belt and Road", "Industrial 4.0" and other concepts and related strategies have gradually taken shape and entered the stage of implementation, but the problem of insufficient product demand in manufacturing enterprises has still not been fully resolved. Since the causes of the Chinese manufacturing industry's recovery since 2010 have mainly depended on government investment and related policies, the status quo of its economic inactivity has not fundamentally changed. Under the general trend of China's economy continuing to decline and private investment continuing to decline, The development of Chinese manufacturing industry is quite serious. Under the guidance of technological transformation, product innovation, industrial upgrading and other industrial policies, the transformation and development of high-tech R & D and manufacturing companies have higher practical significance. The advantages and disadvantages of the organizational structure are very important to the development of the enterprise and whether the strategy of technological innovation can be carried out smoothly and efficiently, and which organizational structure should be chosen by the enterprise. How to optimize the organizational structure will directly affect the strategic development and rising space of the company. This paper takes SZCL Corporation as a case study, on the basis of analyzing its organizational structure reform based on technological innovation and its breakthrough development process since 2010, the paper studies the existing problems of organizational structure in the company's business activities. Furthermore, the innovation strategy is taken as the starting point and the feasibility of organizational structure optimization is discussed. In this paper, the concepts and related theories of technology innovation strategy and organization structure are introduced. Based on the analysis of the influencing factors of technology innovation strategy, the basic types of organizational structure, the content of organizational structure optimization and the influencing factors, this paper analyzes the following aspects: 1. The relationship between innovation strategy and organizational structure optimization is established. Secondly, the organizational structure changes in the explosive development of case companies since 2010 are discussed. This paper analyzes how to optimize the organizational structure of the company on the basis of attaching importance to technological innovation at that time, and at the same time, comprehensively analyzes the current organizational structure of the case company, and points out that, for example, the organizational structure and the development of the company's strategy are unreasonable. And deeply analyze the causes of various mismatches, such as organizational design can not be applied to market demand, organizational structure is not detailed enough, it is difficult to promote the functional departments to achieve the goal of performance maximization, organizational structure fossilization is not conducive to the implementation of innovation strategy. In the third part, based on the basic principles of organizational structure design and the related research of innovation strategy, the paper clarifies the objectives of the optimization of organizational structure and the implementation of innovation strategy, and tries to base itself on the innovation strategy. The optimal design scheme of the company's organizational structure is put forward, and the optimization path and the implementation steps of the new organizational structure in the future of the case company are expounded.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F426.6

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