资源型企业组织转型的过程及绩效分析——以铜陵有色为例

Process and Performance Analysis of Resource-based Enterprise Organizational Transformation——Example of Tongling Nonferrous Metals Group

以铜陵有色为例,依据Tichy提出的组织变革模型,在对铜陵有色的组织转型背景、转型历程、转型方式等进行深入分析的基础上,构建了资源型企业组织转型过程模型。研究表明:铜陵有色在2007年实施主辅分离、整体上市为主要内容的组织转型后,绩效大幅提升;外部环境是资源型企业转型必须考虑的一个重要因素,尤其是政府政策引导在企业组织转型中仍发挥重要作用;由于资源型企业的特殊性,应实施渐进式转型,并且转型突破口的选择上,应先从公司外围部门开始转型,而不应从公司核心部门开始。

After the organizational transformation of Tongling Nonferrous Metals Group was analyzed in terms of its background, process and method based on the organizational change model proposed by Tichy, an organizational transformation model was established for resource-based enterprise. It is found that since the organizational transformation strategy, consisting predominantly of ＂separation of main businesses and auxiliary business, as well as overall listing＂, was implemented in Tongling Nonferrous Metals Group in 2007, its performance has increased greatly. The external environment is one of key factors to consider during organizational transformation, especially government policies and guidelines play an important role in the enterprise organizational transformation. Due to the particularity of resource-based enterprise, the stratge of progressive transformation should be adopted, starting from peripheral sectors rather than core sector of the corporation.