本文選題：網(wǎng)絡(luò)化　切入點(diǎn)：研發(fā)項(xiàng)目　出處：《吉林大學(xué)》2013年碩士論文

【摘要】：信息的多變性、學(xué)科的交叉性、資源的有限性和技術(shù)的綜合性，各研究機(jī)構(gòu)和組織逐漸的認(rèn)識(shí)到僅僅依靠自身的實(shí)力已經(jīng)很難應(yīng)對(duì)信息和技術(shù)知識(shí)的交叉與融合的發(fā)展需要，已經(jīng)很難維持原有的競(jìng)爭(zhēng)力。網(wǎng)絡(luò)化的研發(fā)成為有效借助組織外部研發(fā)力量和資源的新研發(fā)模式，逐步廣泛地被應(yīng)用到研發(fā)項(xiàng)目中。 網(wǎng)絡(luò)化研發(fā)項(xiàng)目具有“戰(zhàn)略性”和“戰(zhàn)術(shù)性”的二維特點(diǎn)：一方面研發(fā)網(wǎng)絡(luò)的存在和解散主要是由項(xiàng)目主導(dǎo)的，往往是通過(guò)研發(fā)項(xiàng)目的完成和實(shí)現(xiàn)而成立然后解散的；另一方面由于成員間各種資源和技術(shù)的共享而造成的知識(shí)“外溢”，使得每個(gè)網(wǎng)絡(luò)成員，即使在項(xiàng)目結(jié)束后仍然可以繼續(xù)使用這些“共享”地研發(fā)知識(shí)，進(jìn)行新一輪的相關(guān)領(lǐng)域的研發(fā)。因此，網(wǎng)絡(luò)化研發(fā)模式成為國(guó)際上一種相當(dāng)被看好的高技術(shù)水平的合作研發(fā)模式，越來(lái)越不斷得到推廣應(yīng)用。 研發(fā)項(xiàng)目網(wǎng)絡(luò)化的推廣也吸引著國(guó)內(nèi)外的研究學(xué)者們積極的深入探討研究，但研究的主要著力點(diǎn)集中在如何保證網(wǎng)絡(luò)聯(lián)盟的穩(wěn)定性和利益分配均衡等方面，對(duì)各個(gè)成員在參與網(wǎng)絡(luò)化研發(fā)的過(guò)程中，內(nèi)部的組織結(jié)構(gòu)能否適應(yīng)這種外部的變化形勢(shì)，如何對(duì)現(xiàn)有的組織結(jié)構(gòu)類(lèi)型進(jìn)行合理的創(chuàng)新優(yōu)化，使其更好的為成員實(shí)現(xiàn)最佳的合作績(jī)效，，達(dá)到參與網(wǎng)絡(luò)研發(fā)的目的，研究的卻較少。因此，對(duì)成員的組織結(jié)構(gòu)進(jìn)行積極的研究是極其首要而無(wú)法回避的問(wèn)題。本文就將此作為研究的切入點(diǎn)，進(jìn)一步進(jìn)行探析。 首先，本論文對(duì)前人研究的文獻(xiàn)進(jìn)行整理和總結(jié)，在組織理論和項(xiàng)目組織管理理論的支持下，總結(jié)出影響參與網(wǎng)絡(luò)化研發(fā)項(xiàng)目成員的組織結(jié)構(gòu)選擇影響因素，從成員內(nèi)部影響因素和外部影響因素兩個(gè)角度進(jìn)行分析。內(nèi)部因素主要是參與網(wǎng)絡(luò)研發(fā)的資源、參與網(wǎng)絡(luò)研發(fā)的目的以及成員內(nèi)部的組織文化幾個(gè)方面進(jìn)行分析；外部因素是指參與成員所在研發(fā)網(wǎng)絡(luò)的穩(wěn)定性及復(fù)雜程度、各個(gè)間的合作模式和其所在網(wǎng)絡(luò)中的位置等方面進(jìn)行的分析。 其次，運(yùn)用定性分析與定量分析相結(jié)合的辦法，結(jié)合統(tǒng)計(jì)問(wèn)卷，借助SPSS統(tǒng)計(jì)分析軟件，用多元回歸分析方法，實(shí)證分析和檢驗(yàn)外部網(wǎng)絡(luò)與組織結(jié)構(gòu)選擇的影響機(jī)理，通過(guò)數(shù)據(jù)的統(tǒng)計(jì)和分析，驗(yàn)證了組織內(nèi)部跨部門(mén)間協(xié)作程度的不同，會(huì)影響到參與網(wǎng)絡(luò)化研發(fā)項(xiàng)目成員所處外部網(wǎng)絡(luò)，對(duì)組織創(chuàng)新績(jī)效的積極促進(jìn)作用；然后根據(jù)實(shí)證分析的結(jié)果，我們獲得相關(guān)啟示，針對(duì)研發(fā)項(xiàng)目常見(jiàn)的三種組織結(jié)構(gòu)形式進(jìn)行改進(jìn)。提出職能主導(dǎo)的組織結(jié)構(gòu)形式在參與網(wǎng)絡(luò)化研發(fā)項(xiàng)目后，任命一個(gè)權(quán)利高于職能部門(mén)負(fù)責(zé)人的項(xiàng)目協(xié)調(diào)人，由他來(lái)負(fù)責(zé)項(xiàng)目的對(duì)外溝通和對(duì)內(nèi)協(xié)調(diào)，并推行目標(biāo)管理的管理方法，提高職能型組織結(jié)構(gòu)橫向協(xié)調(diào)的能力；針對(duì)項(xiàng)目主導(dǎo)的組織結(jié)構(gòu)形式，增設(shè)項(xiàng)目管理辦公室，實(shí)現(xiàn)組織的集成管理，增強(qiáng)資源的利用率。為克服矩陣型組織結(jié)構(gòu)形式的雙重隸屬、多層領(lǐng)導(dǎo)的問(wèn)題，在職能和項(xiàng)目互動(dòng)的組織結(jié)構(gòu)形式下，每個(gè)項(xiàng)目?jī)?nèi)部定義一個(gè)項(xiàng)目核心成員，該核心人員只受項(xiàng)目經(jīng)理的領(lǐng)導(dǎo)而不受職能部門(mén)負(fù)責(zé)人和其他的項(xiàng)目經(jīng)理的領(lǐng)導(dǎo)和調(diào)遣，可以充分的發(fā)揮矩陣型的優(yōu)勢(shì)。 最后，本文在第五章主要是結(jié)合前人研究的成果，總結(jié)出組織結(jié)構(gòu)選擇評(píng)價(jià)的指標(biāo)體系，采用層次分析法確定各個(gè)指標(biāo)的權(quán)重，針對(duì)三種常見(jiàn)組織結(jié)構(gòu)形式的類(lèi)型，運(yùn)用綜合模糊評(píng)價(jià)方法進(jìn)行模糊綜合評(píng)價(jià)。評(píng)價(jià)結(jié)果表明矩陣型組織結(jié)構(gòu)形式是參與網(wǎng)絡(luò)化研發(fā)項(xiàng)目成員的最佳選擇，盡管項(xiàng)目型和職能型的評(píng)價(jià)屬于較好和一般，但也具有被選擇采用的實(shí)用性，為不同類(lèi)型的成員更好的選擇和創(chuàng)新內(nèi)部組織結(jié)構(gòu)形式，提高項(xiàng)目合作研發(fā)的效率，實(shí)現(xiàn)組織的合作績(jī)效有較大的實(shí)際意義。
[Abstract]:The nature of information , the intersection of disciplines , the limitation of resources and the comprehensive nature of technology , each research organization and organization gradually realize that it is difficult to meet the development needs of information and technology knowledge by relying on its own strength , and it is difficult to maintain the original competitiveness .

Networked R & D project has two - dimensional characteristics of " strategic " and " tactical " : on the one hand , the existence and dissolution of R & D network is mainly dominated by the project , which is often established and dissolved by the completion and realization of R & D project ;
On the other hand , due to the knowledge " spillover " caused by the sharing of various resources and technologies among the members , each network member can continue to use the " shared " research and development knowledge to carry out the research and development of a new round of relevant fields even after the project is finished . Therefore , the network development mode becomes a cooperative research and development mode which is quite good at the international level , and is increasingly being popularized and applied .

The popularization of R & D project network also attracts researchers at home and abroad , but the main focus of the research is how to ensure the stability of the network alliance and the balance of interest distribution .

First of all , this thesis summarizes and summarizes the literature of the previous research , with the support of the organization theory and the project organization management theory , summarizes the influencing factors of the organizational structure of the members participating in the network R & D project , and analyzes the influencing factors and the external influence factors from the members . The internal factors mainly include the resources involved in the research and development of the network , the purpose of participating in the development of the network and the organization culture in the members .
External factors refer to the analysis of the stability and complexity of the R & D network involved in the membership , the mode of cooperation among the organizations and the location in the network in which the members are located .

Secondly , by means of the combination of qualitative analysis and quantitative analysis , by means of SPSS statistical analysis software , the influence mechanism of external network and organizational structure selection is analyzed and tested by means of SPSS statistical analysis software .
Then , according to the results of the empirical analysis , we improve the three types of organizational structure , which are common to R & D project . After participating in the network R & D project , the function - led organizational structure is proposed . After participating in the network R & D project , we appoint a project coordinator whose rights are higher than those of the functional department , who will be responsible for the external communication and internal coordination of the project , and carry out the management method of the goal management and improve the ability of the functional organization structure to coordinate laterally ;
In order to overcome the double membership and multi - level leadership in the form of matrix organization structure , a project core member is defined in each project under the organizational structure of function and project interaction .

Finally , in the fifth chapter , the thesis mainly combines the results of previous research , summarizes the index system of organizational structure selection evaluation , and uses the analytic hierarchy process to determine the weights of each index . The evaluation results show that matrix type organization form is the best choice for the members of the network R & D project . The evaluation results show that matrix type organization form is the best choice for the members of the network R & D project .

【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F270;F49

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張?bào)w勤,丁榮貴;契約式項(xiàng)目組織方式[J];北京大學(xué)學(xué)報(bào)(哲學(xué)社會(huì)科學(xué)版);2001年06期

2 周s

本文編號(hào)：1726530