企业危机管理能力及其评判研究
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摘要
中国企业在竞争日益激烈的环境下,生存和发展成为了一个重要的话题。政府新的法律、市场新的知识和技术、竞争者新的竞争战略、社会结构的急剧变迁、全球性新的竞争趋势等都将成为企业危机的根源,是中国企业继经济转型之后又一次严峻的考验。
本研究在归纳和总结大量国内外危机管理文献资料的基础之上,对企业危机的来源进行了研究和探讨,分析了危机的本质及其各种分类,对处理企业危机的方法和途径进行了研究和探讨,提出企业具有危机管理能力是企业危机管理的关键。根据企业具有复杂性和灰色的特点,选择灰色评价法对企业能力进行评价。
转换研究企业危机的视角,将生命周期理论与企业危机管理结合起来,分析了企业和危机不同生命周期阶段的特点,提出基于危机生命周期和企业生命周期两个维度的危机管理模型:结合企业和危机不同发展阶段的特点制定相应的危机处理方法。
分析了危机管理团队组建的注意事项:这个团队应由高素质的组织核心成员组成,这些成员需要对所选择和实施企业的相关战略负责,团队成员之间必须具有异质性并且进行紧密合作。
从组织学习和知识管理两个方向探讨了如何使企业危机管理具有持续性。建立了三环学习模式下的企业危机知识管理模式,该模型克服了思维过程中的局限性,并提出各种战略措施以便实际应用。
考虑到外界环境对企业危机管理的影响,提出培养动态核心能力是应对“能力型危机”的有效措施,揭示了企业具有复杂性的特点,建立了基于动态核心能力的企业危机管理能力模型。
结合企业危机和动态核心能力的特点,建立了基于动态核心能力的企业危机管理能力的评价指标体系,使用了灰色评价法,通过两次灰色关联分析和战略选择矩阵来确定基于动态核心能力的企业危机管理能力的来源和可持续性,并以中国电视机制造企业为例进行了实例分析。
Under the circumstances of increasingly intense competition, survival and development have become important topics to the Chinese enterprises. The government’s new law, the new market knowledge and technology, the competitor’s new competition strategy, the sudden vicissitude of the social structure, the global new competition tendency and so on all will become the root of the enterprise crisis, and will be another stern test to the Chinese enterprise after the economical transforming.
Based on the induction and summaries of the massive literature about crisis management both home and abroad, the paper has conducted and discussed the origin of enterprise crisis, analyzed the essence of crisis and its classifications, studied and discussed the methods and ways to the solution of the enterprise crisis, and proposed that the key to the crisis management is the enterprise crisis management competence. Due to the complex and the gray characteristics of the enterprise, the gray relationship analysis has been adopted in this paper to evaluate the enterprise competence.
The paper has transformed the perspective of studying the enterprise crisis, combined the life cycle theory and the enterprise crisis management, and analyzed the different characters of the enterprise crisis management, and proposed the two-dimensional crisis management model based on the crisis and enterprise life cycle, and adopted the crisis treatment methods according to enterprise’s own development characteristics and different development phases of crisis.
The paper has analyzed the matters which should be paid attention to in the formation of the crisis management team. This team should be composed by the high quality organizations’core members who are responsible for choosing and implementing the related enterprise strategies. There must be a heterogeneity and close cooperation among team members.
From two aspects: the organization learning and the knowledge management, the paper discusses how to sustain the enterprise crisis management. The enterprise crisis knowledge management is established under a mode of triple loop learning, which overcomes the limitation of the thinking process, and proposes strategic measures for practical applications.
The influence of the external environment to the enterprise is considered, and a point of view is put forward that the formation of dynamic core competence is the effective action to“the competence crisis”, revealing the enterprises’complex attributes, and establishing an enterprise crisis management competence model based on the dynamic core competence.
This paper has established the value indicator system of the enterprise crisis management competence based on the dynamic core competence combining with the characteristic of the enterprise crisis and dynamic core competence, and used applicable measures. This paper has analyzed the sources and the sustainability of the enterprise crisis management competence based on the dynamic core competence through two grey relationship analyses. In order to prove the validity of this method, the Chinese television manufacture enterprise has been specially taken as a case study.
本研究在归纳和总结大量国内外危机管理文献资料的基础之上,对企业危机的来源进行了研究和探讨,分析了危机的本质及其各种分类,对处理企业危机的方法和途径进行了研究和探讨,提出企业具有危机管理能力是企业危机管理的关键。根据企业具有复杂性和灰色的特点,选择灰色评价法对企业能力进行评价。
转换研究企业危机的视角,将生命周期理论与企业危机管理结合起来,分析了企业和危机不同生命周期阶段的特点,提出基于危机生命周期和企业生命周期两个维度的危机管理模型:结合企业和危机不同发展阶段的特点制定相应的危机处理方法。
分析了危机管理团队组建的注意事项:这个团队应由高素质的组织核心成员组成,这些成员需要对所选择和实施企业的相关战略负责,团队成员之间必须具有异质性并且进行紧密合作。
从组织学习和知识管理两个方向探讨了如何使企业危机管理具有持续性。建立了三环学习模式下的企业危机知识管理模式,该模型克服了思维过程中的局限性,并提出各种战略措施以便实际应用。
考虑到外界环境对企业危机管理的影响,提出培养动态核心能力是应对“能力型危机”的有效措施,揭示了企业具有复杂性的特点,建立了基于动态核心能力的企业危机管理能力模型。
结合企业危机和动态核心能力的特点,建立了基于动态核心能力的企业危机管理能力的评价指标体系,使用了灰色评价法,通过两次灰色关联分析和战略选择矩阵来确定基于动态核心能力的企业危机管理能力的来源和可持续性,并以中国电视机制造企业为例进行了实例分析。
Under the circumstances of increasingly intense competition, survival and development have become important topics to the Chinese enterprises. The government’s new law, the new market knowledge and technology, the competitor’s new competition strategy, the sudden vicissitude of the social structure, the global new competition tendency and so on all will become the root of the enterprise crisis, and will be another stern test to the Chinese enterprise after the economical transforming.
Based on the induction and summaries of the massive literature about crisis management both home and abroad, the paper has conducted and discussed the origin of enterprise crisis, analyzed the essence of crisis and its classifications, studied and discussed the methods and ways to the solution of the enterprise crisis, and proposed that the key to the crisis management is the enterprise crisis management competence. Due to the complex and the gray characteristics of the enterprise, the gray relationship analysis has been adopted in this paper to evaluate the enterprise competence.
The paper has transformed the perspective of studying the enterprise crisis, combined the life cycle theory and the enterprise crisis management, and analyzed the different characters of the enterprise crisis management, and proposed the two-dimensional crisis management model based on the crisis and enterprise life cycle, and adopted the crisis treatment methods according to enterprise’s own development characteristics and different development phases of crisis.
The paper has analyzed the matters which should be paid attention to in the formation of the crisis management team. This team should be composed by the high quality organizations’core members who are responsible for choosing and implementing the related enterprise strategies. There must be a heterogeneity and close cooperation among team members.
From two aspects: the organization learning and the knowledge management, the paper discusses how to sustain the enterprise crisis management. The enterprise crisis knowledge management is established under a mode of triple loop learning, which overcomes the limitation of the thinking process, and proposes strategic measures for practical applications.
The influence of the external environment to the enterprise is considered, and a point of view is put forward that the formation of dynamic core competence is the effective action to“the competence crisis”, revealing the enterprises’complex attributes, and establishing an enterprise crisis management competence model based on the dynamic core competence.
This paper has established the value indicator system of the enterprise crisis management competence based on the dynamic core competence combining with the characteristic of the enterprise crisis and dynamic core competence, and used applicable measures. This paper has analyzed the sources and the sustainability of the enterprise crisis management competence based on the dynamic core competence through two grey relationship analyses. In order to prove the validity of this method, the Chinese television manufacture enterprise has been specially taken as a case study.
引文
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[3]中国企业家杂志社,失败英雄,北京,中国经济出版社,2001.
[4]朱延智,企业危机管理,北京,中国纺织出版社,2003:17.
[5] Zhiang Lin, Organizational Performance Under Critical Situations——Exploring the Role of Computer Modeling in Crisis Case Analyses, Computational &Mathematical Organization Theory,2000 ,6(3):277-310.
[6] Kovoor-Misra, S. , Clair ,J. A.& K. L. Bettenhausen, Clarifying the Attributes of Organization Crises, Technological Forecasting and Social Change,2001,67(1):77-91.
[7]雷明、赵定涛,动态环境下企业竞争优势的可持续性分析研究,科学学研究, 2007,25(2): 340-345.
[8] Otto Lerbinger,The Crisis Manager:Facing Risk and Responsibility,New Jersey ,Lawrence Erlubaum Associates, 1997:4-7.
[9]王满仓、佘镜怀、王伟,现代企业危机管理理论综述,经济学动态,2004(3):80-83.
[10]Danald A. Fishman,Valujet Flight 592:Crisis Communication Theory Blended and Extended,Communication Quarterly,1999,47(4):347-348.
[11] Mitroff I.I.,Managing Crises Before Happen,New York,American Management Association,2000:31-34.
[12]罗伯特.希斯,危机管理(王成译),北京,中信出版社,2001.
[13]魏加宁,危机与危机管理,管理世界,1994,(6):53-58.
[14]朱磊、朱峰,企业危机管理预警系统的构建,中国软科学,2004,(11):75-80.
[15]张玉波,危机管理智囊,北京,机械工业出版社,2003.
[16]梁嘉骅、李常洪、宫丽华,现代企业危机的本质,中国软科学,2004,(9):89-94.
[17]Shrivastava P.,Mitroff,I.I., Strategic Management of Corporate Crisis,Columbia Journal of World Business , 1987,22(1):24-32.
[18]刘茜,危机管理团队(CMT)与危机沟通:一个“释经阶层”的视角,中国软科学,2005,(1):78-83.
[19]周永生、蒋容华、赵瑞峰,企业危机管理(ECM)的评述与展望,系统工程,2003,21(6):19-23.
[20] Augustine N. R .,Managing: the Crisis You Tried to Prevent .Harvard Business Review,1995,73(6):13-14.
[21]彼得.德鲁克,动荡时代的管理(姜文波译),北京,机械工业出版社,2006:44-50.
[22]赵景华、陈加奎、张骏生,关于企业危机管理三个学派的评述,煤炭经济研究,2005,(8):44-46.
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