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论文作者:英语论文论文属性:短文 essay登出时间:2014-08-20编辑:yangcheng点击率:10398
论文字数:3285论文编号:org201408201029036436语种:英语 English地区:澳大利亚价格:免费论文
摘要:本文是一篇Economies Essay。文章主要阐述了钱德勒企业管理理论,并分析了企业管理实践队主要经济体成功的关系。理论链接战略决策、内部结构和公司绩效理论,尽管饱受质疑,但仍然是用来解释企业成功和失败的要点,一直从19世纪到20世纪,甚至是21世纪(Gospel,1988:105)。与权变理论相比,钱德勒(1990)主张美国的组织方式,这是适用于所有国家的一个最好的方法。然而,统一的尺寸适合所有人吗?(因此)我们从不同国家的不同时间段的产业来给予例子解释。
(Data obtained from Whittington and Mayer, 2004: 1057)
Chandler (March/April 1990) claims that the success stories of the pre-WWI core industries (chemicals, electrical and machinery/ i.e. Standard Oil, Bayer &Co and Siemens) were repeated in the core industries of the inter-war (cars: i.e. GM and Chrysler) and post-WWII years (computers and consumer electronics: i.e. IBM). This is one of Chandler’s main criticisms: he is trying to fit his examples within a single ‘American by-product’ (Whittington and Mayer, 2000: 45).
Moreover, at the time he was writing, conglomerate strategies were just beginning to emerge in the US. Fifty years later however, unrelated diversification is a distinctive characteristic of the American economy, challenging his assumption of global convergence towards related diversification strategies (Whittington et al., 1999: 520). The validity of his assumptions was further questioned due his comparisons between uneven things: for instance, one cannot compare the US (with its huge market and strong anti-trust tradition) with the much smaller UK or even Germany (Hannah, 199: 298). Organisational structure is not a result of strategy alone; different industries require different structures. So for instance, steep hierarchies will dominate capital-intensive industries (to which Chandler refers), while flatter hierarchies prevail in labour-intensive ones (Rajan and Zingales, 2001). Finally, his theory explains economic success with single reference to the corporate level, ignoring the significance of other, more nation-specific characteristics (institutionalists’ perspective; see Whitley, 1994), which we will discuss subsequently.
United States:
Modern management emerged in the US around the 1850’s, as a response to the requirements of the railroads and the consequent growing size of factories. Chandler reports that Du Pond was the first company to master the M-form, as soon as 1919 (Chandler et al., 1996: 220; 381). The advantage of this structure lies in the separation of top and middle managers’ responsibilities, which not only facilitates decentralisation of decision making, but also allows top management to focus on strategic decisions- the ‘managerial revolution’ (Chandler et al., 1996: 397; Ingham, 1991: 427; Suzuki, 1991: 5). Entrepreneurs who downplayed this advantage later bared the consequences: Ford’s dramatic defeat from GM in the 1920’s remains a classic example (Chandler, 1988).
Hence, it appears that the modern enterprise in the US was built upon the need to coordinate the internalised flow of goods. However, this was not necessarily the case for other countries: Suzuki (1991) argues that European corporate structures were driven by the internalisation of the allocation of financial resources. Similarly, in Japan the focus was the allocation of human capital (Suzuki, 1991: 6). The author本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。