企業(yè)轉型相關外文翻譯

1、<p><b>　　中文2170字</b></p><p><b>　　外文文獻譯文</b></p><p>　　資料來源:Wiley InterScience 作者：威廉.B.勞斯</p><p>　　信息技術革命帶動了競爭和快速全球化的步伐。因此越來越多的企業(yè)需要考慮

2、和追求企業(yè)轉型，轉型可以維持或獲得競爭優(yōu)勢。這就提出了一個關于如何理解和追求轉型的重要研究問題。本文概述了這些問題研究的企業(yè)理論指導。該理論的重點是轉型為什么發(fā)生和怎樣發(fā)生，以及轉型過程中的處理方法和工作過程方面的追求與對這些過程的結構。并且用不同行業(yè)和企業(yè)的插圖來說明理論。討論了如何才能使提出的理論具有代表性研究舉措，同時也增加了企業(yè)轉型的慣例。</p><p><b>　　企業(yè)轉型理論</b&

3、gt;</p><p>　　簡潔，由于經驗不足或預期價值促使了企業(yè)轉型計劃。不足之處的確定是當前的企業(yè)狀況相對于與期望的企業(yè)狀況。期望可能是建立在對企業(yè)過去狀態(tài)的基礎上。也可以理解為在繼續(xù)擴大市場，尋找新的贊助者，提高技術等機會的基礎上，因此不足之處可被視為被動和主動兩個原因。</p><p>　　轉型計劃涉及解決企業(yè)做什么工作和如何完成這項工作。企業(yè)的工作最終影響到企業(yè)的狀況，企業(yè)的狀況

4、在某種程度上反映出企業(yè)的財務結算、平衡積分卡評估和或與之相同的東西。另外企業(yè)狀況的重要內容可能包括市場優(yōu)勢，品牌形象，員工和客戶滿意度等等。一般來說，企業(yè)狀況并不包括可變的內部工作流程。</p><p><b>　　企業(yè)驅動價值缺陷</b></p><p>　　更具體地說，企業(yè)轉型是由認知價值的需求與預期相對不足驅使的，原因是：經驗或預期價值下降的損失，例如，企業(yè)收入

5、或利潤的減少，經驗或預期應付預計與承諾價值上漲空間的失敗，例如，通過市場開發(fā)或技術上的提升，未能實現預期的企業(yè)成長達到新的價值水平的欲望。在所有這些情況中，往往只有一種轉型能夠補救這種價值缺陷的信念，轉型整治的范圍可以從業(yè)務流程改善到更根本的企業(yè)轉型。 工作流程的轉型</p><p>　　一般來說，有三大方式可以處理價值的缺失，所有這些都會涉及到企業(yè)工作的考慮：</p><p>　　

6、?改善目前的工作如何進行，例如，減少變化。?用不同的方法做當前的工作，例如啟用網站的客戶服務。?做不同的工作，例如，外生產和集中服務。</p><p>　　第一種選擇是最基本的業(yè)務流程改進，如引入討論，這種選擇比其他兩種選擇變革的能力要小。第二個選擇往往涉及變革，可以根據業(yè)務范圍的變化而相應改變。第三種選擇是最有可能導致企業(yè)的改造。然而這要取決于企業(yè)資源如何重新部署，清算，本身并不一定是變革。</p&g

7、t;<p>　　工作流程是企業(yè)轉型的重點得到公認[例如，Hammer和Champy，1993年; Womack和Jones，1996;Kessler，2002]。而且工作流程的重新設計和精益處理已經成為許多轉型計劃的目標。由于企業(yè)轉型很大程度上要依賴于轉型的程度和實施的成功程度，因此對工作流程的重視，至少要在最初階段開始，而且需要管理層對企業(yè)思想進行轉變。 </p><p>　　轉型也可能涉及到過程

8、之間的關系，而不僅僅是個人的工作和他們自己的過程，這些關系往往是建立在一個結構框架體系上，而且所表達多種多樣的觀點是共同的。業(yè)務觀點是對業(yè)務活動、業(yè)務內容和支持企業(yè)運營信息流的說明。該技術的觀點是確定一個相互作用和相互依存關系的制度，以確保兼容性與需求滿足規(guī)則。該系統描述了物理連接、位置、關鍵節(jié)點等等，來支持企業(yè)的運行[sage和Lynch，1998]。</p><p>　　工作流程改造的必然會影響該體系內在結構

9、的業(yè)務視圖。如可能影響到技術或系統的意見。但是系統或技術的改變并不能使企業(yè)的經營意見和工作流程運作的意見改變。因此，這類的變化可能改變過程，但并不改變企業(yè)。</p><p>　　Bailey和Barley[2004]主張在工作中學習。他們記錄工作中的重大變化，從生產工人到知識型工人，但是工業(yè)工程是放棄工作學習的嘗試和設計。在這個概述的理論背景下，工程將不得不找回在企業(yè)中發(fā)揮核心作用的系統工作研究 [勞斯，2004

10、]。</p><p>　　Rasmussen和他的同事[1986，1994]已率先分析了人在復雜系統中的角色、工作和任務的特征。因此可以從員工的工作宗旨，目標，職能，任務和活動層次方面上的特征，來反映員工工作的轉化。</p><p>　　靠他們自己改變企業(yè)的任務和活動，會涉及到業(yè)務流程改善。相反地，用途、目的和企業(yè)職能更有可能的被轉變。這種變化可能，會引起任務和活動的更改。因此，任何層次水

11、平的變化多有可能導致較低工作水平的變化。</p><p>　　這似乎能合理的推測出越高層次的轉化，將會使改變變得更加困難、昂貴、費時和更多的風險。例如，改變企業(yè)的目的，可能會遇到很大的困難，特別是如果變化的程度是相當大的。在許多情況下，例如，軍轉民，這種變化只有當幾乎所有的雇員被替換時才是成功的。[Rouse，1996]。</p><p>　　最終，人們可以對企業(yè)進行清算，并重新部署其財務

12、和可能的在其他企業(yè)的有形資產。然而，很難把這些描述為轉型。因此有一個點在于變化是有足夠的實質性給出結論，那就是企業(yè)已經被淘汰，而不是被改變。</p><p><b>　　分配注意力和資源</b></p><p>　　輸入也是企業(yè)轉型理論的核心。輸入包括關于客戶的外部變量、競爭、需求和利率等，同時也包括諸如資源和它們工作流程中分配的內部變量。轉型包括分配注意力和資源如：

13、</p><p>　　預測和適應外部變量的變化，即控制企業(yè)相對于“前進的道路”，而不是落后的道路。</p><p>　　培養(yǎng)和分配資源，以便生產出可接受的不確定性和風險高預測值的未來企業(yè)的國家。</p><p>　　因此，一個企業(yè)重新部署人力、財力和物力資源的能力是轉化性質和可能性的核心。</p><p><b>　　轉型的過程&l

14、t;/b></p><p>　　轉化是如何發(fā)生的？轉化過程可能會在模型圖的外部。但是更高層次的轉化知識將包括把轉化過程納入工作程序圖。這種工作程序圖以結構方面為特點，如雙回路學習和組織學習的結構[阿吉里斯和舍恩，1978;圣吉，1990]。</p><p>　　因此，轉型可能成為不可或缺的正常商業(yè)慣例，甚至常規(guī)。當然，企業(yè)在進行轉型時，應該考慮變革的程度問題。由于隨著企業(yè)的發(fā)展不會降

15、低企業(yè)的變革程度，但會使企業(yè)轉型來得更加容易執(zhí)行。</p><p><b>　　外文文獻原文</b></p><p>　　Material Source:Wiley InterScience Author: William.B.Rouse</p><p>　　The information technology revolution

16、has driven the pace of competition and rapid globalization. Consequently, enterprises increasingly need to consider and pursue fundamental change—transformation—to maintain or gain competitive advantage. This need raises

17、 important research issues concerning how transformation is best understood and pursued. This paper outlines a theory of enterprise transformation to guide research on these issues. The theory focuses on why and how tran

18、sformation happens, as</p><p>　　A THEORY OF ENTERPRISE TRANSFORMATION</p><p>　　Succinctly, experienced or expected value deficiencies drive enterprise transformation initiatives. Deficiencies ar

19、e defined relative to both current enterprise states and expected states. Expectations may be based on extrapolation of past enterprise states. They may also be based on perceived opportunities to pursue expanded markets

20、,new constituencies, technologies, etc. Thus, deficiencies may be perceived for both reactive and proactive reasons.</p><p>　　Transformation initiatives involve addressing what work is undertaken by the ente

21、rprise and how this work is accomplished. The work of the enterprise ultimately affects the state of the enterprise, which is reflected, in part, in the enterprise’s financial statements, Balanced Scorecard assessment, o

22、r the equivalent. Other important elements of the enterprise state might include market advantage, brand image, employee and customer satisfaction, and so on. In general, the state of the enterprise </p><p>

23、　　Value Deficiencies Drive Transformation</p><p>　　More specifically, enterprise transformation is driven by perceived value deficiencies relative to needs and/or expectations due to:</p><p>　　?

24、?Experienced or expected downside losses of value, e.g., declining enterprise revenues and/or profits</p><p>　　??Experienced or expected failures to meet projected or promised upside gains of value, e.g.,fai

25、lures to achieve anticipated enterprise growth</p><p>　　??Desires to achieve new levels of value, e.g., via exploitation of market and/or technological opportunities.In all of these cases, there are often be

26、liefs that change will enable remediation of such value deficiencies.Change can range from business process improvement to more fundamental enterprise transformation.</p><p>　　Work Processes Enable Transform

27、ation</p><p>　　In general, there are three broad ways to approach value deficiencies, all of which involve consideration of the work of the enterprise:</p><p>　　?Improve how work is currently pe

28、rformed, e.g.,reduce variability.</p><p>　　? Perform current work differently, e.g., web-enable customer service.</p><p>　　? Perform different work, e.g., outsource manufacturing and focus on se

29、rvice.</p><p>　　The first choice is basically business process improvement.As discussed in the Introduction, this choice is less likely to be transformative than the other two choices. The second choice ofte

30、n involves operational changes that can be transformative depending on the scope of changes. The third choice is most likely to result in transforming the enterprise. This depends,however, on how resources are redeployed

31、. Liquidation,in itself, is not necessarily transformative.</p><p>　　The need to focus on work processes is well recognized [e.g., Hammer and Champy, 1993; Womack and Jones, 1996; Kessler, 2002]. Reengineere

32、d and lean processes have been goals in many transformative initiatives. Indeed, a focus on processes may, at least initially, require transformation of management’s thinking about an enterprise. The extent to which this

33、 subsequently transforms the enterprise depends on the extent of changes and success in their implementation.</p><p>　　Transformation can also involve relationships among processes, not just individual work

34、processes in and of themselves. These relationships are often framed in terms of an “architecture.” It is common to express architectures in terms of multiple “views.” The operational view is a description of the activit

35、ies, operational elements, and information flows required to support enterprise operations. The technical view is a set of rules defining the interactions and interdependencies of system eleme</p><p>　　Trans

36、formation of work processes inherently must affect the operational view of the architecture. Changes of this view are likely to affect the technical and systems views. In contrast, changes of system and/or technical view

37、s that do not change operational views do not, by definition, change work processes. Hence, these types of changes may improve processes but do not transform the enterprise.</p><p>　　Bailey and Barley [2004]

38、 have argued for a renaissance in the study of work. They chronicle the substantial changes in work—from production workers to knowledge workers—while industrial engineering was abandoning the study of work practices and

39、 design. In the context of the theory outlined here, engineering will have to reembrace work studies to play a central role in enterprise systems research [Rouse, 2004].</p><p>　　Rasmussen and his colleagues

40、 [1986, 1994] have pioneered the use of work domain analysis to charac-terize human roles, jobs, and tasks in complex systems.Building on this foundation, we can characterize the work of the enterprise in terms of the hi

41、erarchy of purpose, objectives, functions, tasks, and activities.Transformation of work can be pursued at all levels of this hierarchy.</p><p>　　Changing the tasks and activities of the enterprise,by themsel

42、ves, relates to business process improvement.In contrast, changing the purpose, objectives,and/or functions of the enterprise is more likely to be transformational. Such changes may, of course, cause tasks and activities

43、 to then change. Thus, change at any level in the hierarchy is likely to cause changes at lower levels.</p><p>　　It seems reasonable to hypothesize that the higher the level of transformation, the more diffi

44、cult, costly,time-consuming, and risky the changes will be. For instance, changing the purpose of the enterprise is likely to encounter considerable difficulties, particularly if the extent of the change is substantial.

45、 In many cases, e.g.,defense conversion, such change has only succeeded when almost all of the employees were replaced[Rouse, 1996].</p><p>　　Ultimately, one could liquidate the enterprise and redeploy its f

46、inancial and perhaps physical assets in other ventures. However, it is difficult to characterize this as transformation. Thus, there is a point at which the change is sufficiently substantial to conclude that the enterpr

47、ise has been eliminated rather than transformed</p><p>　　Allocation of Attention and Resources</p><p>　　Input is also central to the theory of enterprise transformation.As implied by Figure 2, i

48、nput includes both external variables related to customers, competitors,demand, interest rates, and so on, as well as internal variables such as resources and their allocation among work processes. Transformation involve

49、s allocating attention and resources so as to:</p><p>　　??Anticipate and adapt to changes of external variables,i.e., control the enterprise relative to the“road ahead” rather than the road behind.</p>

50、<p>　　??Cultivate and allocate resources so as to yield future enterprise states with high projected value with acceptable uncertainties and risks.</p><p>　　Transformation Processes</p><p&g

51、t;　　How does transformation happen? Transformation processes could be external to the model in Figure 2.However, it would seem that higher levels of transformation expertise would involve incorporation of transformation

52、processes into the work processes in Figure 2. This possibility has been characterized in terms of constructs such as double-loop learning and organizational learning [Argyris and Schon, 1978; Senge, 1990]. </p>&

53、lt;p>　　Thus, transformation might become integral to normal business practices, perhaps even routine. Of course, this raises the question of the extent to which routine fundamental changes should be considered transfo