【摘要】：戰(zhàn)略面對的是未知、未來的問題,未來是不確定的,眼前的現(xiàn)象卻每天都在發(fā)生著變化,而戰(zhàn)略邏輯不會輕易改變。企業(yè)通過分析自身所處的社會與經(jīng)濟環(huán)境、以及資源等,制定了自身的發(fā)展戰(zhàn)略,但這并沒有清晰地描繪出如何實現(xiàn)戰(zhàn)略目標。大多數(shù)企業(yè)的戰(zhàn)略體系指標關系不是很明確,更有甚者是混亂的,明確的企業(yè)戰(zhàn)略邏輯對其發(fā)展頗為重要。楠木建(2012)認為確立戰(zhàn)略邏輯,不需要限定統(tǒng)一的時間段,不規(guī)劃具體的措施,不獨立拆分給各部門,只是需要各部門深刻理解因果鏈關系及因果鏈上的關鍵因素(凸顯因素),協(xié)調制定具體措施、并且不斷地因時制宜、因地制宜改進措施,做到中層或者某一業(yè)務的計劃中。本研究通過對已有文獻的系統(tǒng)梳理,平衡考慮各項因素后,首先通過因果邏輯圖將戰(zhàn)略問題可視化表示,然后對企業(yè)的戰(zhàn)略邏輯進行分析,以及嚴密的實證分析對其內部關系進行清楚說明,對其戰(zhàn)略邏輯進行檢驗。依據(jù)定位戰(zhàn)略以及運營戰(zhàn)略,我們以企業(yè)長期目標,定位戰(zhàn)略以及運營戰(zhàn)略之間的邏輯關系為研究對象,并對其邏輯圖中連貫性、中心性、復雜性內容的體系構建戰(zhàn)略邏輯檢驗體系,并結合定性研究與量化研究對其檢驗體系與檢驗方法進行研究。通過多案例研究的方法,選取星巴克以及浪潮集團作為研究對象,對公司內外資料及其他宣傳資料、文件制度資料以及上市公司數(shù)據(jù)等所呈現(xiàn)的內容進行解碼分析,對上述命題進行了驗證。通過案例研究,檢驗了本研究所建立的戰(zhàn)略邏輯檢驗體系以及檢驗方法,同時,多案例研究增加了案例的多樣性,驗證了本研究的檢驗體系和檢驗方法,案例之間相互佐證。主要創(chuàng)新點有:首先,提出了系統(tǒng)的戰(zhàn)略邏輯檢驗方法,以往有關戰(zhàn)略邏輯研究的文章大多是以質性研究為主,鮮有研究對戰(zhàn)略邏輯進行檢驗,更沒有相對應的檢驗方法。其次,將戰(zhàn)略邏輯可視化,在對企業(yè)戰(zhàn)略可視化的過程中,我們在因果映射分析方法的基礎上增加了因果映射分析表,通過圖表的形式清晰的描繪出因果關系。最后,系統(tǒng)地對企業(yè)進行了戰(zhàn)略邏輯檢驗。
[Abstract]:Strategy is faced with unknown, future problems, the future is uncertain, the immediate phenomenon is changing every day, and the strategic logic will not change easily. By analyzing its social and economic environment and resources, the enterprise has formulated its own development strategy, but this does not clearly describe how to achieve the strategic objectives. Most enterprises' strategic system index relationship is not very clear, what is more, it is even chaotic, the clear enterprise strategic logic is very important to its development. Nanmu Jian (2012) thought that establishing strategic logic, no need to limit a unified time period, do not plan specific measures, do not separate to the various departments, It is only necessary for all departments to understand the causality and the key factors in the causal chain (highlight factors), coordinate and formulate specific measures, and constantly adapt to the situation, improve measures to achieve a middle level or a business plan. Through the systematic analysis of the existing literature, after considering various factors in balance, the paper firstly visualizes the strategic problem through causality logic diagram, and then analyzes the strategic logic of the enterprise. And a rigorous empirical analysis of its internal relations are clearly explained, its strategic logic is tested. According to the positioning strategy and the operation strategy, we study the logical relationship among the long-term goal, positioning strategy and operation strategy of the enterprise, and analyze the coherence and centrality of the logic diagram. The complexity of the content of the system of strategic logic test system, and qualitative research and quantitative research on its testing system and test methods are studied. Through the method of multi-case study, we select Starbucks and Tide Group as the research object, and decode and analyze the contents of the information inside and outside the company and other propaganda materials, document system information and listed company data. The above propositions are verified. Through the case study, the paper tests the strategic logic test system and the test method established by this research. At the same time, the multi-case study increases the diversity of cases, and verifies the test system and test method of this study. The main innovations are as follows: first of all, a systematic method of strategic logic testing is put forward. In the past, most of the articles about strategic logic are mainly qualitative studies, and few studies have tested strategic logic, let alone the corresponding testing methods. Secondly, the strategic logic is visualized. In the process of enterprise strategy visualization, we add the causality mapping analysis table on the basis of causality mapping analysis method, and draw the causality clearly through the form of chart. Finally, the strategic logic test of the enterprise is carried out systematically.
【學位授予單位】：內蒙古財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F719.3;F49

【參考文獻】

相關期刊論文 前10條

1 李興旺;;戰(zhàn)略分析邏輯模式研究——基于DA企業(yè)集團戰(zhàn)略決策案例的分析[J];管理現(xiàn)代化;2016年03期

2 任磊;杜一;馬帥;張小龍;戴國忠;;大數(shù)據(jù)可視分析綜述[J];軟件學報;2014年09期

3 唐家渝;劉知遠;孫茂松;;文本可視化研究綜述[J];計算機輔助設計與圖形學學報;2013年03期

4 蘇芳;黃江明;;質性研究設計與寫作的若干策略——“中國企業(yè)管理案例與質性研究論壇(2012)”會議綜述[J];管理世界;2013年02期

5 徐細雄;淦未宇;;組織支持契合、心理授權與雇員組織承諾:一個新生代農(nóng)民工雇傭關系管理的理論框架——基于海底撈的案例研究[J];管理世界;2011年12期

6 蘇丹;黃旭;;基于因果映射分析的高管戰(zhàn)略邏輯研究[J];技術經(jīng)濟與管理研究;2011年05期

7 程琮;劉一志;王如德;;Kendall協(xié)調系數(shù)W檢驗及其SPSS實現(xiàn)[J];泰山醫(yī)學院學報;2010年07期

8 洪文學;王金甲;;可視化和可視化分析學[J];燕山大學學報;2010年02期

9 張光偉;;心理學研究方法的新趨向——從量化與質性研究的對立到整合[J];西南科技大學高教研究;2008年04期

10 李慶華;企業(yè)戰(zhàn)略定位:一個理論分析構架[J];科研管理;2004年01期

相關碩士學位論文 前1條

1 李鵬程;集團公司創(chuàng)業(yè)導向、人力資源管理系統(tǒng)強度與自主創(chuàng)新能力[D];山東大學;2014年

，

本文編號：2369172