海尔的组织创新:无边界企业行动

Organizational Innovation in Haier

做大做强企业一直是中国企业家与政府管理者的目标。以企业的规模与竞争力为主线,以互联网时代海尔创始人张瑞敏提出的企业无边界组织创新理论与实践为案例,分析了无边界理论的背景、方式、效果与挑战。海尔从自主经营到小微企业,从内部市场化与弱激励到社会化服务与资本市场强激励,营造创业平台,释放员工潜能成为创客,2000多家小微企业对接社会化资源,以专业化满足广泛且个性化的客户需求,以社会化服务扩展客户市场规模,在产品迭代升级过程中避免边缘化风险。

Traditionally, Chinese corporate leaders and government officials have always been aiming to be bigger and stronger. But Haier, as the global home appliances market leader, is going boundaryless by splitting into more than 2,000 SMEs. With the key resources provided by Haier U-home entrepreneur platform, those SMEs will of- fer personalized home solutions to satisfy customized consumer needs through online and offiine operations （O2O）. The study of Haier＇s boundaryless practice from 2009 to 2014 shows that social services in the new mar- kets, building collaborative platforms to engage more external stakeholders, attracting extemal professionals to join the its U-home entrepreneur platform, and the introduction of the stock option incentive, are the four critical suc- cess factors, which contribute greatly to the organizational innovations in the aspect of corporate policy and busi- ness practice.