企業(yè)轉(zhuǎn)型相關(guān)外文翻譯-資料下載頁(yè)
2025-05-12 16:49本頁(yè)面
【導(dǎo)讀】信息技術(shù)革命帶動(dòng)了競(jìng)爭(zhēng)和快速全球化的步伐。因此越來越多的企業(yè)需要考。慮和追求企業(yè)轉(zhuǎn)型，轉(zhuǎn)型可以維持或獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。方面的追求與對(duì)這些過程的結(jié)構(gòu)。并且用不同行業(yè)和企業(yè)的插圖來說明理論。論了如何才能使提出的理論具有代表性研究舉措，同時(shí)也增加了企業(yè)轉(zhuǎn)型的慣例。簡(jiǎn)潔，由于經(jīng)驗(yàn)不足或預(yù)期價(jià)值促使了企業(yè)轉(zhuǎn)型計(jì)劃。不足之處的確定是當(dāng)。前的企業(yè)狀況相對(duì)于與期望的企業(yè)狀況。期望可能是建立在對(duì)企業(yè)過去狀態(tài)的基。上，因此不足之處可被視為被動(dòng)和主動(dòng)兩個(gè)原因。轉(zhuǎn)型計(jì)劃涉及解決企業(yè)做什么工作和如何完成這項(xiàng)工作。評(píng)估和或與之相同的東西。另外企業(yè)狀況的重要內(nèi)容可能包括市場(chǎng)優(yōu)勢(shì)，品牌形。一般來說，企業(yè)狀況并不包括可變的內(nèi)部工作流程。預(yù)期的企業(yè)成長(zhǎng)達(dá)到新的價(jià)值水平的欲望。在所有這些情況中，往往只有一種轉(zhuǎn)。因此，任何層次水平的變化多有可能導(dǎo)致較低工作水平的變化。程度，但會(huì)使企業(yè)轉(zhuǎn)型來得更加容易執(zhí)行。
【正文】 that the higher the level of transformation, the more difficult, costly,timeconsuming, and risky the changes will be. For instance, changing the purpose of the enterprise is likely to encounter considerable difficulties, particularly if the extent of the change is substantial. In many cases, .,defense conversion, such change has only succeeded when almost all of the employees were replaced[Rouse, 1996]. Ultimately, one could liquidate the enterprise and redeploy its financial and perhaps physical assets in other ventures. However, it is difficult to characterize this as transformation. Thus, there is a point at which the change is sufficiently substantial to conclude that the enterprise has been eliminated rather than transformed Allocation of Attention and Resources Input is also central to the theory of enterprise implied by Figure 2, input includes both external variables related to customers, petitors,demand, interest rates, and so on, as well as internal variables such as resources and their allocation among work processes. Transformation involves allocating attention and resources so as to: Anticipate and adapt to changes of external variables,., control the enterprise relative to the“road ahead” rather than the road behind. Cultivate and allocate resources so as to yield future enterprise states with high projected value with acceptable uncertainties and risks. Transformation Processes How does transformation happen? Transformation processes could be external to the model in Figure , it would seem that higher levels of transformation expertise would involve incorporation of transformation processes into the work processes in Figure 2. This possibility has been characterized in terms of constructs such as doubleloop learning and organizational learning [Argyris and Schon, 1978。 Senge, 1990]. Thus, transformation might bee integral to normal business practices, perhaps even routine. Of course, this raises the question of the extent to which routine fundamental changes should be considered is quite possible that such an evolution of an enterprise would not render changes less fundamental,but would enable much easier implementation of changes.
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