战略与组织构架在线视频

同学们好
Hello everyone

我是云南财经大学国际工商学院的潘雪冬老师
I am Pan Xuedong from International Business School of Yunnan University of Finance & Economics

这节课我们继续学习国际企业组织的战略与组织构架
Today we are continuing to study the strategy and architecture of international businesses

首先我们来回顾一下跨国公司的战略
Let’s review the strategies of multinational enterprises

1.本土化战略
localization

2.国际战略
international

3.全球标准化战略
global

4.跨国战略
and transnational

接下来
Next

我们学习战略与组织架构的关系
let’s study the relationship of strategy and architecture

实行本土化战略的公司关注地区调适
Firms pursuing a localization strategy focus on local responsiveness

这样的公司倾向于采用世界范围的地区结构
Such firms tend to operate with worldwide area structures

经营决策权下放给独立运行的国外子公司 各子单位间的协调需求低
operating decisions are decentralized to functionally self-contained country subsidiaries

对整合机制的需求也不强烈
Firms do not have a high need for integrating mechanisms

因此对共同流程和组织文化的需求也十分低
since the need for common processes and organizational culture is also quite low

实行国际战略的公司
Firms pursuing an international strategy

通过把核心竞争力从母国转移至国外子公司来创造价值
attempt to create value by transferring core competencies from home to foreign subsidiaries

采用世界范围的产品分部结构
Firms pursuing a worldwide product division

总部通常集中控制公司的核心竞争力资源
headquarters normally maintains centralized control over the source of the firm’s core competency

这些资源大多数来自研发部门和营销职能部门
These resources most typically came from in the R&D and marketing functions of the firm

其他经营决策权则下放给各国分支单位
other operating decisions are decentralized within the firms to subsidiary operations in each country

这些公司对协调的需求处于中等水平
The need for coordination is moderate in such firms

整合机制没有广泛使用
and integrating mechanisms are not extensive

由于部门间的依赖程度不高
The relatively low level of interdependence that

绩效模糊性也相对较低
results translates into a relatively low level of performance ambiguity

因此这些公司通常采用产出控制和行政组织控制
These firms generally use output and bureaucratic controls

奖励重点针对子公司层面的绩效水平
and with incentives that are focused on performance metrics at the level of country subsidiaries

实行全球标准化战略的公司多数为产品多样化公司
Firms pursuing a global standardization strategy are mostly diversified

一般采用世界范围的产品分部结构
these firms often use a worldwide product division structure

为了协调公司分散在全球的价值创造活动网
To coordinate the firm’s globally dispersed web of value creation activities

总部通常保留大多数经营决策的最终控制权
headquarters typically maintains ultimate control over most operating decisions

这些公司的集权程度比多数其他类型的公司要高
Such firms are more centralized than enterprises pursuing other strategies

公司的整合要求也较高
the need for integration in these firms also is high

一般采用正式和非正式的整合机制
These firms tend to operate with formal and informal integrating mechanisms

导致较高的绩效模糊性
leading to significant performance ambiguities

除了使用产出控制和行政组织控制
In addition to output and bureaucratic controls

还强调建设强势的组织文化
firms pursuing a global standardization strategy tend to stress the need to build a strong organizational culture

以促进协调与合作
that can facilitate coordination and cooperation

实行跨国战略的公司大多采取矩阵结构
Firms pursuing a transnational strategy may operate with matrix structures

其中产品分部和区域分部都有重大影响力
in which both product divisions and geographic areas have significant influence

为了协调全球分布的价值链
In order to coordinate a globally dispersed value chain

实现核心竞争力转移 会集中生产和研发的决策权
and to transfer core competencies creates pressures for centralizing some operating decisions

与此同时
At the same time

地区调适又需要向各国营运点分散营销决策权
the local responsive creates pressures for decentralizing other operating decisions to national operations

所以
Consequently

这些公司既要高度集中某些经营决策权
these firms tend to mix relatively high degrees of centralization for some operating decisions

又要高度分散某些经营决策
with relative high degrees of decentralization for other operating decisions

跨国公司对协调的需求水平特别高
The need for coordination is high in transnational firms

采用正式和非正式的整合机制
in which formal and informal integrating mechanisms used

部门间的依赖程度很高
The high level of interdependence can

导致显著的绩效模糊
result in significant performance ambiguities

除了采用产出控制和行政组织控制外
In addition to output and bureaucratic controls

还需要培养强势的组织文化和奖励机制
firms need to cultivate a strong culture and to establish incentive

公司要取得高绩效就必须使其战略和组织构架相适应
A “fit” between strategy and architecture is necessary for a firm to achieve high performance

公司要获得成功
For a firm to succeed

必须满足两个条件
two conditions must be fulfilled

首先
First

公司的战略必须与公司的经营环境相一致
the firm’s strategy must be consistent with the operating environment

例如
For example

某些行业中实行全球标准化战略最可行
in some industries a global standardization strategy is most viable

另一些行业中国际或跨国战略最可行
In others an international or transnational strategy may be most viable

其次
Second

公司的组织构架必须与其战略相一致
the firm’s organizational architecture must be consistent with its strategy

如果战略与环境不适应
If the strategy does not fit the environment

公司业绩就有可能遭遇重大问题
the firm is likely to experience significant performance problems

如果组织构架与战略不适应
If the architecture does not fit the strategy

公司业绩也会遇到问题
I the firm is also likely to experience performance problems

这一节的内容就是这些
That’s all for today

感谢大家的参与
and thank you for your participation