摘要
2009年中国"逆势上扬"似乎将世界汽车产业拉出金融危机低谷,但这种繁荣不能掩盖其深层危机:能源、环境、安全等束缚着汽车产业的未来。战略转型已成为摆在全球企业面前的严峻课题。金融危机打破了丰田1950年以来58年长期盈利的神话,但它或许也是一种契机。丰田因此彻底反省其战略,大胆转型,回归"现场主义"。以其为基本方针,丰田实施了创建六极体制式全球战略,强化了本部制矩阵式组织,采取了回归与突破等产品战略。
The booming Chinese market in 2009 seems to be the engine that that pulls the world automobile in- dustry out of the trough after the financial crisis. Unconcealable crisis of energy, environment and safety issues, however, are constraining the future development of the automobile industry. Strategic shifts have be- come a necessity for global manufacturers. The Toyota miracle of 58 consecutive years of profitability since 1950 came to an end in the financial crisis. This may be a turning point for Toyota to reconsider its strategies and to return to on - the - spot operation. Specifically, Toyota has shifted to a six - pole global strategy, reinforced its section- based matrix organization, and adopted a product strategy of return and innovation.
出处
《现代日本经济》
CSSCI
2010年第2期45-51,共7页
Contemporary Economy OF Japan
基金
教育部社科研究基地重大项目"日本现代化历程研究"(04JJD770002)
关键词
金融危机
丰田公司
现场主义
经营战略
企业创新
Financial Crisis
Toyota
On ＂ the - spot Decision - making Principles
Operation Strategy
Corporate Innovation
