西方公司研发项目管理流程在中国的适应性研究——朗讯(中国)研发中心的案例分析  

Western NPD Project Process Adaptability in China:The Case of Lucent China Research Technology Center

作　　者：蒲欣[1] 李纪珍[1] 

机构地区：[1]清华大学技术创新研究中心,北京100084

出　　处：《科学学与科学技术管理》2008年第8期29-35,共7页Science of Science and Management of S.& T.

基　　金：国家自然科学基金项目(70573061);教育部"人文社会科学重点研究基地基金"项目(04JJD630001)

摘　　要：随着经济全球化步伐的加快,越来越多的西方企业在中国大陆成立研发机构。然而,由于中西方在文化传统、技术和市场等方面存在显著差异,起源于西方的研发项目管理流程要在中国扎根成长,必须做出一定的调整和改变。对朗讯(中国)研发中心的案例研究发现,该研发中心在全球通信软件开发项目通用管理流程基础上,进行了必要的适应性调整,从而在改进质量和提高效率等方面取得了显著成效。该中心基于门径系统的研发项目管理流程以及适应性调整,对在中国设立研发机构的跨国公司和走出国门的中国企业都有借鉴意义。In this era of globalization. Western companies have started to explore China as a source of technology. Yet western new product development project management processes are frequently shaped by a number of Chinese characteristics in fields of culture, market, etc. A case study of NPD project process can be effectively tuned to align with Lucent China Research and Technology Center shows how local market environment, which is based on new generation stage-gate model. The oversea company＇s branch has recognized the need to make its process both faster and more effective for telecommunication software development, and has gained remarkable project success. At the same time, lessons and recommendations on the process adaptability in China will be drawn from the study for multinationals that locate NPD projects in China.

关 键 词：研发管理 项目管理 门径式流程 适应性 

分 类 号：F276.6[经济管理—企业管理]