关于中国私营中小型企业战略管理实施过程的关键因素之研究 = Research on key issues of Chinese non-state owned small-and medium-sized enterprises' strategic management implementation process

Publication Type:
Thesis
Issue Date:
2008
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NO FULL TEXT AVAILABLE. Access is restricted indefinitely. ----- 在中国,非公有制性质的中型和小型企业,一般人们通称之为"中小型企业",其数量正在日益增长,为之服务的员工人数也已经超过了总在岗人数的60%,这类企业的不断增长和多样性不仅对区域经济的发展起到了积极推动的作用,同时也引发了众多的关于其生存发展以及壮大的各种决定性因素的探讨。 本研究以中国的非公有制中小型企业为调研主体,以 Fred R. David 在 1991 年提出的,之后在 2001 年进行了补充和更新的"管理问题和战略实施"模型(Management Issues and Strategy Implementation)作为理论对比框架,通过对五十家非公有制中小型企业的高层管理者的面访与一家日化私营企业的内部运作的实地考察,力求找出影响这类企业的战略管理贯彻和实施的各种关键因素。带着把现存的管理学理论观点和模式放入实际企业中进行考察和对比结果的思想,在深入了解了中国的非公有制中小型企业的日常管理和运作的过程之后,总结出中国的非公有制中小型企业在战略管理的实施过程中,应该摒弃那种完完全全地照搬照抄西方既有的理论框架和顺序的思想,而是要紧紧围绕着企业管理者对企业战略的思考的法论,如何确保既定的战略得以执行,完善人力资源方面团队构建、薪酬激励、绩效管理模式和体系的搭建,以及企业文化的塑造等四个方面的关键因素进行探讨和把握,才能真正把符合自身需求的战略管理过程进行到底,才能真正让企业的战略管理实践达成企业目标。 Nowadays, the number of non-state owned small and medium size enterprises, which are called "SME Enterprises", is increasing quickly. There are over 60% on-the-job persons working in these enterprises. The growing numbers and diversities of emerging SME enterprises are not only a driving force of regional economic development, but also a subject of scholarly research aiming at the explanation of key factors of their survival and healthy development. This research explores 50 non-state owned SME enterprises operating in China within the theoretical framework of the Management Issues and Strategy Implementation Model advanced by Fred R. David in 1991 and supplemented and revised in 2001. Through face-to-face interviews of higher level managers in those enterprises and fieldwork in a typical private SME enterprise, the research aims to find out all key issues influencing strategic management implementation in the development process of Chinese SME enterprises. With the research and comparisons between existing managerial theories, models and enterprises in reality, on the basis of the researcher's observations and. and data generated from daily management and processes of these enterprises, this research looks at the problems occurring in four key areas in the process of the implementation of management strategies. Following the discussion of these implementing problems, the research continues to provide advice on how to tackle these problems. These areas include strategy development, the implementing process of set strategy, human resource team build-up and incentive mechanism, and corporate culture.
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