本文選題：IBM + 企業(yè)戰(zhàn)略��； 參考：《上海交通大學(xué)》2013年碩士論文

【摘要】：企業(yè)文化一般由企業(yè)的發(fā)展戰(zhàn)略決定，但是其也有自身的演化邏輯。當(dāng)外部環(huán)境相對(duì)平穩(wěn)時(shí)這種自身的文化秉性便表現(xiàn)得較為明顯。適應(yīng)性強(qiáng)的企業(yè)文化能不斷跟上外部環(huán)境的變化，，使得企業(yè)可以長久地發(fā)展。 企業(yè)文化包含多個(gè)層次的內(nèi)容，本論文在研究中聚焦于企業(yè)文化三要素，即：股東要素、員工要素和顧客要素。公司內(nèi)外部環(huán)境的各個(gè)方面影響著企業(yè)文化三要素的利益博弈，這些影響因素需要逐一分析。更重要的是，我們將會(huì)看到，企業(yè)文化如同生命體一般會(huì)自我進(jìn)化。這需要樹立合適的規(guī)則。這種規(guī)則沒有定式，但都依賴于企業(yè)文化三要素之間的博弈均衡。三要素不斷地為自己爭取更大的利益空間，從而可以搭建更高更關(guān)的利基平臺(tái)，因此也就使得企業(yè)文化更具適應(yīng)性，更能釋放企業(yè)的生產(chǎn)力，更能與企業(yè)的戰(zhàn)略相統(tǒng)一協(xié)調(diào)。應(yīng)當(dāng)說明的是，企業(yè)文化和企業(yè)戰(zhàn)略不匹配的時(shí)候企業(yè)會(huì)發(fā)生大問題這沒錯(cuò)，但并不意味著企業(yè)文化就是企業(yè)戰(zhàn)略的附庸或衍生物。盡管受企業(yè)戰(zhàn)略影響，但企業(yè)文化有著自己的一套邏輯體系。做一個(gè)不恰當(dāng)?shù)谋扔�，�?zhàn)略就像是一個(gè)人想要做什么，而文化則更像是一個(gè)人適合做什么、能做什么。而就現(xiàn)階段的大部分企業(yè)的企業(yè)戰(zhàn)略來說，更多考慮的是股東要素這一方面。 2002年郭士納卸任，IBM的企業(yè)文化變革和戰(zhàn)略變革也已經(jīng)大體完成，此后IBM便進(jìn)入了穩(wěn)定發(fā)展的“幸福時(shí)光”。在這段穩(wěn)定發(fā)展階段內(nèi)，企業(yè)依然遵循著郭士納既定的向IT服務(wù)行業(yè)轉(zhuǎn)型的大戰(zhàn)略，企業(yè)文化也發(fā)生著潛移默化的變化。從表現(xiàn)特征上來看，IBM的企業(yè)文化變得保守與僵化，員工的愿景與股東愿景相背離，客戶的訴求和公司的產(chǎn)品也漸行漸遠(yuǎn)。而IBM的整體競爭力在當(dāng)今這個(gè)信息時(shí)代、互聯(lián)網(wǎng)時(shí)代正變得越來越弱�？傮w而言，IBM的企業(yè)文化并沒有很好地匹配其企業(yè)戰(zhàn)略。其企業(yè)文化處于一種停滯狀態(tài)，失去了前向進(jìn)化的特點(diǎn)。這是由于過于強(qiáng)調(diào)企業(yè)文化三要素中的股東要素而輕視員工要素所致，更進(jìn)一步地?fù)p害了企業(yè)文化三要素中顧客要素。 本文采用案例研究的方式，揭露企業(yè)文化三要素自身變化發(fā)展的邏輯、外部環(huán)境對(duì)企業(yè)文化三要素的影響，以及企業(yè)在穩(wěn)定發(fā)展的階段內(nèi)所應(yīng)當(dāng)注意的方面。最重要的是，通過這些分析我們看到了企業(yè)文化對(duì)管理的新要求。這種新要求包括：對(duì)人的重視、各類要素的去中心化、用領(lǐng)導(dǎo)而不是控制來更新管理的定義等。無論以后IBM是再次沖上浪潮之巔還是從此淪落為庸人一個(gè)，都會(huì)為商業(yè)同行提供非常有益的借鑒。
[Abstract]:Corporate culture is generally determined by enterprise development strategy, but it also has its own evolutionary logic. When the external environment is relatively stable, the cultural nature of their own will be more obvious. Adaptive corporate culture can keep up with the changes in the external environment, so that the enterprise can develop for a long time. Corporate culture includes many levels of content. This paper focuses on three elements of corporate culture: shareholder factor, employee element and customer factor. All aspects of the internal and external environment of the company affect the benefit game of the three elements of corporate culture, which need to be analyzed one by one. More importantly, we will see that corporate culture evolves as a living body. This requires appropriate rules. This rule has no fixed form, but all depend on the game equilibrium between the three elements of corporate culture. The three elements constantly strive for greater benefit space for themselves, so that they can build a higher and more relevant niche platform, thus making the corporate culture more adaptable, more able to release the productivity of the enterprise, and more consistent with the strategy of the enterprise. It should be pointed out that when the corporate culture and strategy do not match, the enterprise will have a big problem, which is true, but does not mean that the corporate culture is the appendage or derivative of the corporate strategy. Although influenced by enterprise strategy, corporate culture has its own set of logic system. To make an inappropriate metaphor, strategy is like what one wants to do, while culture is more like what one can do and what one can do. In terms of the corporate strategy of most enterprises at this stage, more consideration is given to the shareholder element. In 2002, Gerstner stepped down from IBM in terms of corporate culture and strategic changes, which have also been largely completed. Since then, IBM has entered a steady development of the "happy time." In this period of stable development, the enterprise still follows the strategy of Gusner's transformation to IT service industry, and the corporate culture is also changing imperceptibly. In terms of performance characteristics, IBM's corporate culture has become conservative and rigid, the employee's vision and shareholders' vision are deviating, and the demands of customers and the company's products are further away. IBM's overall competitiveness in this information age, the Internet era is becoming increasingly weak. Overall, IBM's corporate culture does not match its corporate strategy well. Its corporate culture is in a state of stagnation, losing the characteristics of forward evolution. This is due to too much emphasis on the shareholders of the three elements of corporate culture and neglect of employee elements, which further damages the customer elements of the three elements of corporate culture. Using the method of case study, this paper reveals the logic of the changes and development of the three elements of corporate culture, the influence of external environment on the three elements of corporate culture, and the aspects that enterprises should pay attention to in the stage of stable development. Most importantly, through these analyses we see the new management requirements of corporate culture. The new requirements include attention to human beings, decentralization of various elements, and renewal of management definitions by leadership rather than control. Whether IBM is once again on the top of the wave or has since become a mediocre, it will provide a very useful reference for its business peers.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F270;F416.671

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

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