不确定性环境下组织转型的4个关键环节——基于新希望六和股份有限公司的案例分析  

Four Key Points of Organizational Transformation in Uncertain Environment:Based on Case Study of New Hope Liuhe's Transformation

作　　者：陈春花[1,2] 宋一晓 朱丽[1] CHEN Chunhua;S0NG Yixiao;ZHU Li(Peking University，Beijing，China;South China University of Technology，Guangzhou，China;Guangdong University of Finance and Economics，Guangzhou，China)

机构地区：[1]北京大学国家发展研究院,北京市100087 [2]华南理工大学工商管理学院,广州市510641 [3]广东财经大学工商管理学院

出　　处：《管理学报》2018年第1期1-10,共10页Chinese Journal of Management

基　　金：教育部人文社会科学研究规划基金资助项目(11YJA630004);中央高校基本科研业务费专项资金资助项目(X2gsD2117810)

摘　　要：基于环境不确定性视角,以新希望六和股份有限公司为案例研究对象,分析了其组织转型过程。通过数据收集、文本挖掘和策略提取,提炼出不确定性环境下组织转型需要把握的4个关键环节,发现管理者认知、双业务模式、达成共识及顾客价值分别是组织转型的方向把控、实现途径、有效保障和核心归宿。然后,基于案例分析,构建了组织管理不确定性的策略体系和运作模型。研究结果对组织管理环境不确定性具有重要的理论意义和实践价值。Based on the perspective of contextual uncertainty, this paper analyzes the organizational transformation process of New Hope Liuhe. Through collecting and selecting data, digging deeply into tests and extracting strategies, this paper refines out four most important key points, namely, cognition of managers, dual business model, shared cognition, and values of customers, which are needed to be grasped in organizational transformation with uncertainty. These four key points are the control of direction, feasible ways, efficient protection and core destination of organizational transformation. Then this paper constructs a strategy system for enterprises to control uncertainty as well as a running model through analyzing New Hope Liuhe＇s transformation practice. Research results imply significant meanings both theoretically and practically on the management of uncertainty.

关 键 词：不确定性 经营性的不确定性 结构性的不确定性 案例研究 

分 类 号：C93[经济管理—管理学]