D公司的研发管理研究

发布时间：2018-08-21 12:52

【摘要】：在经济全球化和世界经济快速发展的背景下,随着中国加入WT0和中国企业实力的迅速增强,国际化成为中国企业实现快速成长的重要战略之一,企业走出去的步伐明显加快。许多企业以更加积极的姿态融入到这经济全球一体化的浪潮中。许多中国企业其实已经实现了国际化,比如联想、华为、中石油,其国际收入占了总收入相当大的比例。然而随着国际化的发展,研发管理不足的软肋时常伴随着中国企业。本文在综合前人研究的基础上,试图以D照明公司为例,在研发管理基本理论的基础上,结合不同产品生命阶段的特点来构建一套研发管理的组织管理、人力资源管理、项目和流程管理如何根据产品生命阶段的成熟期和衰退期特点而调整的实践方法。本文首先对研发管理基本理论和产品生命周期理论进行全面概述,主要包括相关定义、意义和作用,描述了研发管理的理论发展过程和产品在生命不同阶段的特点,并试图建立研发管理和产品生命周期理论之间的相关性,以求对理论基础有一个客观了解和总结。其次,根据内外部分析的基本思路,本文对D公司所处的传统照明行业现状、主要竞争对手的策略和D公司的基本情况进行了介绍,并进一步系统地分析D公司研发管理工作目前存在的问题以及产生的原因,明确了D公司在产品进入成熟期后进行研发管理优化的必要性。第三是对D公司研发的组织管理、人力资源管理、项目和流程管理四个方面进行研究,提出每个方面应该如何按照产品生命阶段的成熟期和衰退期的特点进行优化管理的措施,如各个方面在不同阶段的侧重点和工作重心等。结论部分是对全文进行了全面地总结和概况,认为研发管理策略的适时适当调整在其研发工作高效运行有不可或缺的作用,是保持企业技术竞争优势的核心。研发管理在产品成熟期和衰退期的优化研究据有一定的新颖性和借鉴意义。
[Abstract]:Under the background of economic globalization and the rapid development of the world economy, with China's entry into WT0 and the rapid strengthening of Chinese enterprises' strength, internationalization has become one of the important strategies for Chinese enterprises to achieve rapid growth. Many enterprises with a more positive attitude into the wave of global economic integration. Many Chinese companies, such as Lenovo, Huawei and PetroChina, have already internationalized their international revenues. However, with the development of internationalization, the weakness of R & D management is often accompanied by Chinese enterprises. On the basis of synthesizing the previous studies, this paper attempts to take D Lighting Company as an example, on the basis of the basic theory of R & D management, combining the characteristics of different product life stages to construct a set of organizational management and human resource management of R & D management. A practical approach to how project and process management can be adapted to the characteristics of maturity and decline in the product's life phase. In this paper, the basic theory of R & D management and the theory of product life cycle are summarized, including the definition, significance and function, and the development process of the theory of R & D management and the characteristics of the product in different stages of life. And try to establish the correlation between R & D management and product life cycle theory in order to have an objective understanding and summary of the theoretical basis. Secondly, according to the basic ideas of internal and external analysis, this paper introduces the status quo of traditional lighting industry, the strategy of main competitors and the basic situation of D company. Furthermore, the existing problems and causes of R & D management in company D are systematically analyzed, and the necessity of optimizing R & D management in company D after product maturity is clarified. The third is to study four aspects of R & D organization management, human resource management, project and process management, and put forward how to optimize the management measures according to the characteristics of product life stage maturity and decline period. Such as all aspects in different stages of the focus and focus of work, and so on. The conclusion part is a comprehensive summary and overview of the full text. It is considered that the proper and timely adjustment of R & D management strategy plays an indispensable role in the efficient operation of R & D work and is the core of keeping the technological competitive advantage of enterprises. The research on the optimization of R & D management in product maturity and decline period has some novelty and reference significance.
【学位授予单位】：广东工业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F273.1;F416.6

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