D德国企业在中国跨国经营的组织结构优化研究

发布时间：2018-08-01 13:26

【摘要】：20世纪80年代以来,随着全球化的加速进展,以及中国市场的不断开放,越来越多的外资企业进入中国,尤其是一些大型或者超大型的跨国公司,在带进它们雄厚的资本和先进的生产技术的同时,也带来了很多新的管理理念。其中生产和销售分离的模式是跨国公司在跨国经营中经常采用的模式。对于一些以产品为导向的大型的跨国公司在进入中国之前已经采用此种运营模式在中国以外的市场上取得了非常大的成功。所以对它们来说可以直接把此种成熟的模式复制到中国即可。市场的现状也验证了这些企业在中国市场上基于此种专业化运营模式取得了巨大的成功。同样对于一些以客户为导向提供定制化产品的公司,尤其是刚刚开始跨国经营的公司,进入中国后也想学习采用此种销售和生产分离的专业化运营模式来实现公司的战略目标。但是由于产品特点的不同以及经验的缺乏,在此种运营模式下遇到了很多的问题和挑战。特别是组织结构的设置是否合理直接影响企业的运营效率,直接决定了是否能够给到销售足够的支持使其在竞争激烈的市场上占的先机。本文以D德国企业为样本,结合目前市场上其它跨国公司的运营现状,分析D德国企业在进入中国市场的过程中,如何设定公司的战略目标,在此目标的基础上如何定义公司的组织结构。此种组织结构给公司带来了那些优势、机会,同时遇到了那些问题和挑战。通过运用运营管理学、战略管理、项目管理、人力资源管理等多科理论,对企业跨国经营组织结构进行分析研究,并提出优化的方案,最终能够帮助企业在跨国经营过程中选择正确的组织结构,从而提高效率,在竞争激烈的市场上取得成功。尤其是现阶段,随着中国企业的快速发展,越来越多的企业为了更好的给客户提供服务提高自身的竞争力,已经走出去,或者正在走出去的过程中,或者计划走出去,进入到跨国经营的大军当中。希望通过此文可以对国内走跨国经营的企业一定的参考价值。
[Abstract]:Since the 1980s, with the acceleration of globalization and the continuous opening of the Chinese market, more and more foreign enterprises have entered China, especially some large or super large multinational corporations. While bringing in their abundant capital and advanced production technology, they also bring many new management concepts. The mode of separation of production and sales is often adopted by multinational corporations. For some large product-oriented multinational companies before entering China, this mode of operation has achieved great success in markets outside China. So for them, this mature model can be copied directly to China. The current situation of the market also verifies that these enterprises have achieved great success in the Chinese market based on this kind of specialized operation mode. Also for some customer-oriented companies providing customized products, especially those that have just started to operate multinational companies, they also want to learn how to use the specialized operation model of separation of sales and production to achieve the company's strategic goal after entering China. However, due to the differences of product characteristics and lack of experience, there are many problems and challenges in this mode of operation. Especially whether the organizational structure is reasonable or not directly affects the operation efficiency of the enterprise and directly determines whether it can give enough support to the sales to make it take the lead in the competitive market. This paper takes D German enterprises as a sample and analyzes how D German enterprises set their strategic objectives in the process of entering the Chinese market, combining with the current operating situation of other multinational companies in the market. On the basis of this goal, how to define the organizational structure of the company. This organizational structure presents the company with the advantages, opportunities, problems and challenges. By using the multi-subject theories of operation management, strategic management, project management and human resource management, this paper analyzes and studies the organizational structure of transnational enterprises, and puts forward the optimized scheme. In the end, it can help enterprises choose the correct organization structure in the process of transnational operation, so as to improve the efficiency and succeed in the competitive market. Especially at this stage, with the rapid development of Chinese enterprises, more and more enterprises have gone out, or are in the process of going out, or planning to go out in order to better provide services to customers and improve their competitiveness. Into the army of transnational operations. I hope this article can be used as a reference for domestic multinational enterprises.
【学位授予单位】：大连海事大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.9

【共引文献】