【作者】 王玉玲；

【导师】 刘伟平；

【作者基本信息】 福建农林大学 ， 农业经济管理， 2011， 博士

【摘要】 近年来,作为我国传统优势特色产业的茶叶产业发展迅猛,我国已经成为世界第一大茶叶生产国,种植面积和茶产量均居世界第一位。而且,茶叶产业广泛地分布在全国各地,对于我国“三农问题”的解决具有重要的意义。然而,当前我国的茶叶产业和企业正面临着严峻的挑战：一方面,国内区域和企业间的竞争日益激烈；另一方面,在国际竞争中的压力也日益增大。要应对这些挑战,归根结底就是要提升茶叶微观经营主体的能力,即茶叶企业能力,尤其是茶叶企业的核心能力。因而,本文以企业核心能力理论为基础,借助典型产茶省福建省的样本茶叶企业的问卷调查数据,应用熵权法,对茶叶企业核心能力、构成要素、评价体系和培育方法等方面进行了系统的理论研究和实证分析。具体而言,本论文基于产业链理论中产品关联的观点,对茶叶企业核心能力构成要素进行了分析,提出茶叶企业核心能力由技术能力、生产能力、销售能力、财务能力以及整合能力5种能力构成,这5种能力又可以分解成47个下级指标,这些指标共同构成了茶叶企业核心能力评价指标体系。同时,使用福建省样本茶叶企业问卷调查数据,应用熵权法对评价指标体系中的每个指标权重进行实证分析。在实证研究结果的基础上,提出了茶叶企业核心能力培育的具体步骤、措施和方法。本文得出以下几个主要研究结论：1、我国茶叶企业具有规模小、地域性强、产业化程度低、多采用连锁经营方式和标准化程度低等五个基本特征。2、基于产业链的视角,茶叶企业核心能力构成要素包括生产能力、技术能力、销售能力、财务能力和整合能力等5个方面。3、实证研究的结果表明：茶叶企业核心能力组织结构相对不平衡,在样本茶叶企业核心能力构成中,依照权重的大小依次为：生产能力占29.9%,销售能力占27.4%,技术能力占17.2%,财务能力占13.8%和整合能力占11.7%。这一研究结果大体上反映了我国茶叶企业的真实状况：首先,生产资源占优和销售渠道占优的企业,得到较好的发展,从而生产能力和销售能力比重高；其次,而技术的研发和使用还处于较低水平；第三,占绝对多数的个人独资茶叶企业,主要依靠自有资金的投入,未能很好的发挥外部资金的优势；第四,现代企业管理方法未在茶叶企业中得到充分运用,茶叶企业总体经营管理水平低。4、从实证的结果来看,为了促进茶叶企业快速、健康发展,短期内应该重点提升生产能力和销售能力。而在长期,由于优质茶园的有限性和市场的饱和性,在保持生产能力和销售能力的同时,还必须注重技术能力、财务能力以及整合能力各个方面的建设。更多还原

【Abstract】 In recent years, as China’s traditional, advantageous and unique industry, tea industry has been developing rapidly and China has become the world’s largest tea producer no matter in acreage or yield. Moreover, tea enterprises are widely distributed throughout the country, which brings great significance to deal with China’s "three rural issues". However, the current tea industry and enterprises are facing serious challenges. On the one hand, the competition among domestic regions and enterprises is becoming ever-increasingly severe; On the other hand, the pressure of international competition is increasing also. To meet these challenges, the ultimate solution must be to enhance the abilities of tea micro-operators, namely, the capabilities of tea enterprises, especially the core abilities.Thus, based on core-abilities theory and the samples survey data of tea enterprises in typical tea producing province Fujian, systematic and theoretical study as well as empirical analysis on core competence, elements, evaluation, development and other aspects of tea industry are carried out by applying Entropy Weight Method in this paper.Specifically, in the paper, the elements of core abilities in tea industry are analyzed based on the view of associated products in industrial chain theory.5 kinds of core abilities for tea industry are put forward:technical ability, production ability, marketing ability, financial ability and conformity ability, which are furtherly decomposed into 47 subordinate indicators, setting up the index system for evaluating core abilities of tea industry. Meanwhile, the weight of each indicator in the evaluation system is analyzed empirically by using the samples survey data of tea enterprises in Fujian Province and applying Entropy Weight Method. On the basis of the empirical analysis, specific steps, measures and approaches for developing and improving the core abilities in tea industry are proposed.The thesis gave major conclusions like that:1.China’s tea enterprise has the five basic features such like small in scale, regional strong, low degree of industrialization, popular with chain operation mode and standardized by low degree. 2.Based on the perspective of industrial chain, tea enterprise’s core competence elements including five aspects what are production capacity, technical skills, sales ability, financial capacity and ability to integrate.3.Empirical results show that:Organization structure of tea enterprise’s core competence seems to be relative imbalance. In the constitution of the sample tea enterprise’s core competence, according to the size of the weight that the order is as follows:the production capacity of 29.9%, sales ability of 17.2%, technical skills feature of 17.2%, financial capacity of 13.8% and conformity ability of 11.7%. results reflect the true condition about China’s tea enterprise in general:first of all, the tea enterprise dominants in the production resources and sales channel, get better development, so that the production capacity and sales ability take high percents; Secondly, technology research and development and utility is still at low level; Third, most of tea enterprises which are sole proprietorship, mainly rely on private capital investment, can’t make good use of advantage about external funding; Fourth, the modern enterprise management methods are still not get fully apply in tea enterprise, tea enterprise general management level is low.4.The empirical results show that, In the short term to focus on production capacity and marketing capabilities from two aspects, to speed up construction of core competence of tea, tea business to promote rapid, healthy and sustainable development. In the long run, due to the limited high-quality tea market saturation and other factors, you must focus on the technical capacity, financial capacity and ability to integrate many aspects in an integrated manner to enhance core competence of tea.更多还原