2002年后IBM企业文化发展变化研究

发布时间：2018-06-28 04:32

本文选题：IBM + 企业战略　；参考：《上海交通大学》2013年硕士论文

【摘要】：企业文化一般由企业的发展战略决定，但是其也有自身的演化逻辑。当外部环境相对平稳时这种自身的文化秉性便表现得较为明显。适应性强的企业文化能不断跟上外部环境的变化，，使得企业可以长久地发展。企业文化包含多个层次的内容，本论文在研究中聚焦于企业文化三要素，即：股东要素、员工要素和顾客要素。公司内外部环境的各个方面影响着企业文化三要素的利益博弈，这些影响因素需要逐一分析。更重要的是，我们将会看到，企业文化如同生命体一般会自我进化。这需要树立合适的规则。这种规则没有定式，但都依赖于企业文化三要素之间的博弈均衡。三要素不断地为自己争取更大的利益空间，从而可以搭建更高更关的利基平台，因此也就使得企业文化更具适应性，更能释放企业的生产力，更能与企业的战略相统一协调。应当说明的是，企业文化和企业战略不匹配的时候企业会发生大问题这没错，但并不意味着企业文化就是企业战略的附庸或衍生物。尽管受企业战略影响，但企业文化有着自己的一套逻辑体系。做一个不恰当的比喻，战略就像是一个人想要做什么，而文化则更像是一个人适合做什么、能做什么。而就现阶段的大部分企业的企业战略来说，更多考虑的是股东要素这一方面。 2002年郭士纳卸任，IBM的企业文化变革和战略变革也已经大体完成，此后IBM便进入了稳定发展的“幸福时光”。在这段稳定发展阶段内，企业依然遵循着郭士纳既定的向IT服务行业转型的大战略，企业文化也发生着潜移默化的变化。从表现特征上来看，IBM的企业文化变得保守与僵化，员工的愿景与股东愿景相背离，客户的诉求和公司的产品也渐行渐远。而IBM的整体竞争力在当今这个信息时代、互联网时代正变得越来越弱。总体而言，IBM的企业文化并没有很好地匹配其企业战略。其企业文化处于一种停滞状态，失去了前向进化的特点。这是由于过于强调企业文化三要素中的股东要素而轻视员工要素所致，更进一步地损害了企业文化三要素中顾客要素。本文采用案例研究的方式，揭露企业文化三要素自身变化发展的逻辑、外部环境对企业文化三要素的影响，以及企业在稳定发展的阶段内所应当注意的方面。最重要的是，通过这些分析我们看到了企业文化对管理的新要求。这种新要求包括：对人的重视、各类要素的去中心化、用领导而不是控制来更新管理的定义等。无论以后IBM是再次冲上浪潮之巅还是从此沦落为庸人一个，都会为商业同行提供非常有益的借鉴。
[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.
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F270;F416.671

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