企业内部市场化管理对公司创业的影响研究

谨以此论文献给所有帮助和关心我的老师们------------------严雪I企业内部市场化管理对公司创业的影响研究摘要随着全球经济一体化速度的加快，市场竞争的加剧，企业的外部经营环境发生了翻天覆地的变化。传统的大型企业难以凭借其雄厚的实力快速地响应市场，满足人们个性化的需求。面对这种挑战，大型企业不得不重新思考自身竞争优势的来源。引入竞争机制，在企业内部开展创业，模仿小型创业型企业积极灵活性的属性，成了许多成熟大企业的首选。企业内部市场管理与公司创业在以往的研究中都表明能够有效的解决组织机构臃肿的问题，为企业重新注入活力。因此，本文主要探讨企业在实施内部市场化管理后，将对公司创业产生何种影响，为日后大型企业如何开展公司创业提供有益的参考。在阅读国内外文献的基础上，首先对相关理论进行了阐述，归纳了国内外学者对企业内部市场化管理、公司创业的有关观点。然后以Timmons经典创业模型的三个要素为切入点，通过理论上的逻辑推导，深入分析了企业内部市场化管理对创业机会识别、资源配置和创业团队的作用机理。最后，以海尔集团作为案例研究对象，对之前的理论分析进行了验证和补充。在研究企业内部市场化管理对创业机会识别的影响时，首先分析了创业机会识别的影响因素，指出了创业警觉性和以往知识对创业机会识别具有重要作用。然后指出由于市场机制的引入，企业内部的经营环境也具有动态性、复杂性和敌对性的特点。通过确定环境不确定性的维度，进一步对企业内部环境不确定性的程度进行了划分。综合这些研究成果，建立了企业内部环境下的创业机会识别模型。得出的结论为：借助企业内部环境的不确定性，可以刺激交易主体的警觉性和以往的知识，帮助交易主体识别创业机会。在分析内部市场化管理对创业资源配置效率时，首先对创业资源的概念进行了界定。然后，从资源使用的竞争性和排他性的角度，对企业内部的创业资源进行了划分，分析了内部市场对资源的协调范围。最后指出，企业内部的公共资源会导致内部市场机制失灵，而借助企业内部市场化管理，可以从资源获取、信息透明、监督激励这三个方面能够有效地提高资源的配置效率。在探讨企业内部市场化管理对创业团队活动的作用时，首先了分析了创业团队的形成对组织结构的要求。然后指出内部市场化组织的特性有利于创业团队的II形成。最后得出内部市场化组织能够有效支持创业团队的形成并帮助团队快速制定决策和顺利开展创业活动。关键词：企业内部市场化管理；公司创业；创业机会；创业资源；创业团队IIIStudyontheImpactofEnterpriseIntra-marketingManagementonCorporateEntrepreneurshipAbstractWiththespeed-upofworldeconomicintegration,theincreasingintensityofmarketcompetition,theexternalenvironmentofenterprisehasundergoneearth-shakingchanges.Traditionallargeenterprisescanhardlyrelyonitsstrengthtoresponsetomarketrapidly,satisfiedthepersonalizedrequirementsofcustomer.Confrontingsuchchallenges,largecompanieshavetorethinktheirsourcesofcompetitiveadvantage.Introducingcompetitionmechanism,carryingoutbusinessinenterprisesandimitatingtheflexibilitypropertiesofsmallentrepreneurialenterprisesbecomethefirstchoiceofbigcompanies.Inpreviousstudies,Intra-marketingmanagementandcorporateentrepreneurshipbothshowedthattheycaneffectivelysolvetheproblemoforganizationoverstaffedandinjectvigorfortheenterprise.Hence,thispapermainlydiscussestheeffectofIntra-marketingmanagementoncorporateentrepreneurship，aimingtoprovideahelpfulreferenceforlargeenterprisesonhowtoconductcorporateentrepreneurship.Onthebaseofreadingliteratureathomeandabroad,wefirstexplaintherelevanttheories,andsummarizethepointofviewofdomesticandforeignscholarsonIntra-marketingmanagementandcorporateentrepreneurship.Then,basedonthethreeelementsofTimmonsclassicentrepreneurshipmodel,throughthetheoreticallogicdeduction,wedeeplyanalyzethefunctionmechanismbetweenIntra-marketingmanagementandopportunityidentification,resourceconfiguration,entrepreneurialteams.Atlast,takingHaierasanexample,thetheoryisverifiedandadded.WhenstudyingtheimpactofIntra-marketingmanagementonentrepreneurialopportunityrecognition,firstofall,weanalyzetheinfluencefactorsofentrepreneurialopportunityidentification,pointingoutthattheentrepreneurialalertnessandpreviousknowledgeplayanimportantroleinopportunityidentification.Secondly,duetotheintroductionofmarketmechanism,theenterprisemanagementenvironmentischaracterizedbydynamic,complexityandhostility.BydeterminingIVthedimensionsofenvironmentaluncertainty,wefurtherdividethedegreeofenterpriseinternalenvironmentaluncertainty.Synthesizingtheseresults,undertheentrepreneurialuncertaintyenvironment,anopportunityidentificationmodelisestablished.Accordingtotheresearchconclusion,theuncertaintiesoftheenvironmentstimulatethealertnessandpreviousknowledgeofthetradingbody,helpingthetradingbodytorecognizeopportunity.Ontheanalysisofintra-marketingmanagementtotheentrepreneurialresourceallocationefficiency,thispaperdefinestheconceptofentrepreneurialresources.Then,fromtheperspectiveofresourceusingcompetitivelyandexclusively,dividingtheenterpriseinternalentrepreneurialresourcesandanalyzingthescopeoftheinternalmarketcoordination.Atlast,wefoundthattheinternalpublicresourcesinenterprisescanleadtointernalmarketfailureandintra-marketingmanagementinresourceacquisition,informationtransparency,supervisionandincentivemeasurescaneffectivelyimprovetheefficiencyofresourceallocation.Astostudytheeffectofintra-marketingmanagementofentrepreneurialteams,firstlyweanalyzetherequirementofentrepreneurialteam’sformationtoorganizationstructure.Andthenpointoutthatthecharacteristicsofinternalmarketizationorganizationisconducivetotheformationofentrepreneurialteams.Theconclusionistheinternalmarketingorganizationcaneffectivelysupporttheformationofentrepreneurialteamsandhelptheteamtomakedecisionsquicklyandcarryoutbusinessactivitiessmoothly.KeyWords:Intra-marketingmanagement;Corporateentrepreneurship;Entrepreneurialopportunities;Entrepreneurialresources;EntrepreneurialteamsV目录1导论....................................................................................................................11.1选题背景与选题意义..................................................................................11.1.1研究背景...........................................................................................11.1.2选题意义...........................................................................................11.2研究现状.....................................................................................................21.2.1公司创