网络化研发项目参与成员的内部组织结构研究

发布时间：2018-04-09 12:51

本文选题：网络化　切入点：研发项目　出处：《吉林大学》2013年硕士论文

【摘要】：信息的多变性、学科的交叉性、资源的有限性和技术的综合性，各研究机构和组织逐渐的认识到仅仅依靠自身的实力已经很难应对信息和技术知识的交叉与融合的发展需要，已经很难维持原有的竞争力。网络化的研发成为有效借助组织外部研发力量和资源的新研发模式，逐步广泛地被应用到研发项目中。网络化研发项目具有“战略性”和“战术性”的二维特点：一方面研发网络的存在和解散主要是由项目主导的，往往是通过研发项目的完成和实现而成立然后解散的；另一方面由于成员间各种资源和技术的共享而造成的知识“外溢”，使得每个网络成员，即使在项目结束后仍然可以继续使用这些“共享”地研发知识，进行新一轮的相关领域的研发。因此，网络化研发模式成为国际上一种相当被看好的高技术水平的合作研发模式，越来越不断得到推广应用。研发项目网络化的推广也吸引着国内外的研究学者们积极的深入探讨研究，但研究的主要着力点集中在如何保证网络联盟的稳定性和利益分配均衡等方面，对各个成员在参与网络化研发的过程中，内部的组织结构能否适应这种外部的变化形势，如何对现有的组织结构类型进行合理的创新优化，使其更好的为成员实现最佳的合作绩效，，达到参与网络研发的目的，研究的却较少。因此，对成员的组织结构进行积极的研究是极其首要而无法回避的问题。本文就将此作为研究的切入点，进一步进行探析。首先，本论文对前人研究的文献进行整理和总结，在组织理论和项目组织管理理论的支持下，总结出影响参与网络化研发项目成员的组织结构选择影响因素，从成员内部影响因素和外部影响因素两个角度进行分析。内部因素主要是参与网络研发的资源、参与网络研发的目的以及成员内部的组织文化几个方面进行分析；外部因素是指参与成员所在研发网络的稳定性及复杂程度、各个间的合作模式和其所在网络中的位置等方面进行的分析。其次，运用定性分析与定量分析相结合的办法，结合统计问卷，借助SPSS统计分析软件，用多元回归分析方法，实证分析和检验外部网络与组织结构选择的影响机理，通过数据的统计和分析，验证了组织内部跨部门间协作程度的不同，会影响到参与网络化研发项目成员所处外部网络，对组织创新绩效的积极促进作用；然后根据实证分析的结果，我们获得相关启示，针对研发项目常见的三种组织结构形式进行改进。提出职能主导的组织结构形式在参与网络化研发项目后，任命一个权利高于职能部门负责人的项目协调人，由他来负责项目的对外沟通和对内协调，并推行目标管理的管理方法，提高职能型组织结构横向协调的能力；针对项目主导的组织结构形式，增设项目管理办公室，实现组织的集成管理，增强资源的利用率。为克服矩阵型组织结构形式的双重隶属、多层领导的问题，在职能和项目互动的组织结构形式下，每个项目内部定义一个项目核心成员，该核心人员只受项目经理的领导而不受职能部门负责人和其他的项目经理的领导和调遣，可以充分的发挥矩阵型的优势。最后，本文在第五章主要是结合前人研究的成果，总结出组织结构选择评价的指标体系，采用层次分析法确定各个指标的权重，针对三种常见组织结构形式的类型，运用综合模糊评价方法进行模糊综合评价。评价结果表明矩阵型组织结构形式是参与网络化研发项目成员的最佳选择，尽管项目型和职能型的评价属于较好和一般，但也具有被选择采用的实用性，为不同类型的成员更好的选择和创新内部组织结构形式，提高项目合作研发的效率，实现组织的合作绩效有较大的实际意义。
[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 .

【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F270;F49

【参考文献】