【作者】 梁占东；

【导师】 田也壮； 陆力斌；

【作者基本信息】 哈尔滨工业大学 ， 管理科学与工程， 2009， 博士

【摘要】 敏捷制造是21世纪基于时间的竞争环境中,最适宜的制造模式。因此关于敏捷制造战略的制定是当代制造企业密切关注的问题。本研究将在战略合理模型的基础上,构建面向领导者认知的敏捷制造战略模型。并应用国际制造业战略调查项目(International Manufacturing Strategy Survey,IMSS)的数据库,采用统计分析方法,对本文提出的理论模型进行实证。首先,在战略合理模型的基础上构建敏捷战略合理模型。战略合理模型认为,战略构想是战略决策者对战略态势认知的产物,而对战略态势的认知,是战略决策者与环境相互作用的结果。结合这个理论,本文构建了敏捷制造战略的合理模型。该模型对于领导者战略态势认知的干扰问题进行了分析,包括:影响领导者战略构想的角度,影响领导者战略构想的时机。敏捷制造战略合理模型以及管理心理学理论,为本文构建领导者战略态势认知模型提供了条件。由于企业领导者的战略态势认知是企业领导者与外部环境相互作用的结果,在战略态势认知的过程中牵涉到两个关键的问题:领导者战略态势认知与他人认知的平衡问题以及领导者战略态势认知与战略现状认知的协调问题。这两个问题的分析构成了领导者战略态势认知模型的主要部分。在敏捷制造战略合理模型和领导者战略态势认知模型的基础上,本文构建了面向领导者认知的敏捷制造战略模型。该模型主要包括四个阶段:外部环境认知阶段、战略态势认知阶段、企业战略构想阶段、敏捷制造战略决策阶段。在该模型的基础上,本文进一步提出研究假设,构建实证分析的路径模型,并对相关要素进行界定。利用因子分析、聚类分析、典型相关分析等统计分析方法,结合国际制造业战略调查数据库,本文对面向领导者认知的敏捷制造战略模型进行验证。验证分为两个部分:第一部分主要是对领导者市场环境认知,以及不同认知影响下领导者的竞争态势认知情况进行实证分析。分析结果显示:领导者对市场环境的认知不同,其对应的竞争态势认知也不同,价格是各类环境认知下唯一得到共同认可的竞争要项。第二部分主要是对不同战略态势认知下敏捷制造战略决策进行实证分析。分析结果显示,在各类领导者环境认知的约束下,领导者关于竞争态势的认知会影响其竞争战略构想,进而会对其敏捷制造战略的制定产生影响;而且,即使针对相类似的竞争态势认知和竞争战略构想,不同的领导者所制定的敏捷制造战略也可能不同。对面向中国企业领导者认知的敏捷制造战略模型进行分析。对中国企业领导者的市场环境认知特征的分析结果表明,中国企业领导者普遍认为竞争强度非常大、市场中竞争对手非常多、市场范围很多、市场快速上升,而且偏向于国内市场。而对中国企业领导者的竞争态势认知状况,以及中国企业领导者认知导向下的敏捷制造战略分析的结果表明,中国制造企业对于产品组合柔性、产品面市时间和交货速度的要求较高。因此本文从这三个方面提出相应的策略建议。本文从一个新的角度对敏捷制造战略构想的来源和制定进行了研究,在理论上完善了敏捷制造战略的理论。而本文关于领导者战略态势认知模型的研究则进一步丰富了战略管理理论。同时本文理论研究和实证分析的结果对企业制订和实施相应的敏捷制造战略也具有一定的指导意义。更多还原

【Abstract】 During the 21 Century, Agile Manufacturing (AM) is widely accepted as one of the best operational model in a time demanding competition environment. Therefore, how to develop a sucessful AM Stradgy has brought more and more attention from the manufacturering enterprises in modern society. On Basis of the Rational Strategic Model, the objective of this study is to develop an AM Model which will meet the needs of the leadership in manufacturing enterprises. The proposed model is analyzed and evaluated statistically by applying the database of International Manufacturing Strategy Survey(IMSS)Initially, the AM strategic model is established based on the Rational Strategic Model. The Rational Strategic Model considers that the Strategy decision is the consequence of the cognition of the situation by strategy maker. Based on the theory of above, this study developed the AM strategic Model. The existing model analyzed the disturbance of situation cognition during the strategy making process, for instance, the angle and the timing of strategy developmentThe AM Rational Strategic Model and the principle of management psychology provide the foundation in establishing the Situation Cognition Model in this study. Since the Enterprise leadership’cognition on strategic situation is the outcome of the interaction between the leader himself and the environment, two major issues are involved in this strategic cognition process: The balance between the leadership’s strategic situation cognition and other people’s cognition, and the balance between the leadership’s strategic situation cognition and the cognition of strategic status. The analysis of those two issues becomes the two major components of the Strategic Situation Cognition ModelBased on the AM Rational Strategic Model and Leadership’Strategic Situation Cognition Model, this research developed an AM Strategic Model which is oriented to the manufacturing enterprise’s leadership. The Model consists the following four steps: external environment cognition, strategic situation cognition, enterprise strategic conception and AM Strategy decision. Based on the existing model, a research hypothesis was further proposed, a path model for evidence analysis was developed, and the related factors were defined. The model was evaluated and validated by using factor analysis, canonical correlation analysis, typical correlation analysis and IMSS. The validation was conducted in two sessions. The first session is focused on analyzing the enterprise leadership’cognition on market environment, and also their cognition on competition under different cognition effect. The study results suggested:If the enterprise leadership have the different cognition on market environment, their cognition on competition situation is different as well. The price of product is the only critical competition factor being agreed under various environment cognition The second session is focused on analyzing the decision of AM strategy under different strategic situations. The analysis results suggested that due to the limitation of environment cognition on each individual leader, the way they cognize the competition situation will affect his competition strategy conception, thus affect his decision on AM strategy; In addition, different leadership will design the different AM strategy even though they are facing the similar competition situation and having the similar competition strategy conception.This study also analyzed the AM strategic model specific to domestic enterprise leadership. The study results from market environment cognition of domestic enterprise leadership suggested that the majority of domestic enterprise leadership believe the competition is very intensive, the competitors are more than they expected, the marketing scope is large, and the market can be easily raised, especially for domestic market, etc. While the study on competition cognition and the AM strategy from domestic enterprise leadership suggested that the domestic manufactures are very demanding on the flexibility of product assembling, the time frame of product launching and the pace of product delivering. In according to these concerns, the author of this study provided some valuable strategies and advices.This study also explored the history and developing process of AM strategy from a new angle, which completed the AM strategy on theory. The analysis of leadership’cognition on Strategic Situation Model further enriched the Theory of strategic management. The results from theoretic research to validation in this study are also very instructive for the manufacturers who are pursuing to develop and follow the AM strategy in the future更多还原