外文翻譯原文ATheoryofEnterpriseTransformationMaterialSource:Volume8,Issue4,paseGes279-295,2005Author:WilliamB.RouseTheinformationtechnologyrevolutionhasdriventhepaceofcompetitionandrapidglobalization.Consequently,enterprisesincreasinglyneedtoconsiderandpursuefundamentalchangetransformationtomaintainorgaincompetitiveadvantage.Thisneedraisesimpor-tantresearchissuesconcerninghowtransformationisbestunderstoodandpursued.Thispaperoutlinesatheoryofenterprisetransformationtoguideresearchontheseissues.Thetheoryfocusesonwhyandhowtransformationhappens,aswellaswaysinwhichtransformationisaddressedandpursuedintermsofworkprocessesandthearchitectureoftheseprocesses.Avarietyofindustryandcorporatevignettesisusedtoillustratethetheory.Aportfolioofresearchinitiativesarediscussedintermsofhowtheycanadvancetheproposedtheory,whilealsoenhancingpracticesofenterprisetransformation.Businesstransformationisanextremelycomplexoperationprocessoftransformationofbusinessactivitiespriortothetransformationoftheeconomic,policy,legalandotherissueshavetakeintoconsideration,andrestructuringcosts,risksandgoalstobeachievedbyacomprehensiveanalysisofissuessuchasandonthisbasis,thefeasibilitystudyontherestructuringactivities.Theenterprisesarefacingacriticalperiodintransition,strategiesaffectthesituationasawhole,thebusinessownersinthisareashouldbedevotedalotofenergy.Businessleadersiftheycannotinvestinstrategyformulationenoughenergy,itcannotleadthecompanytodotherightthing.Pickupthesesameseedsofthewatermelonstorywillrepeatitselfofteninsmallandmediumenterprises.Enterprisestorestructuring,businessleadersbearthebrunt.Entrepreneursdirectlyrestrictstherealmofitsownbusinessdevelopmentideas.Businesstransformationiscarriedoutinthespecificcontext.Specificcontextofenterprisetransformationjointdecisionwithitsowncharacteristicpatternofitstransformation.Asthecomplexityofthebackgroundofeachbusinesstransformationandenterpriseofindividualdifferences,determinesthediversityofbusinesstransformationanddifficultimitativepattern.Enterprisetransformationconcernschange,notjustroutinechangebutfundamentalchangethatsubstantiallyaltersanorganization'srelationshipswithoneormorekeyconstituencies,e.gcustomers,employees,suppliers,andinvestors.Transformationcaninvolvenewvaluepropositionsintermsofproductsandservices,howtheseofferingsaredeliveredandsupported,andhowtheenterpriseisorganizedtoprovidetheseofferings.Transformationcanalsoinvolveoldvaluepropositionsprovidedinfundamentallynewways.Transformationcanbecontrastedwithbusinessprocessimprovement.AdoptionoftheprinciplesofTotalQualityManagement[Deming,1986]hasresultedinmanyenterprisesfocusingontheirbusinessprocessesanddevisingmeanstocontinuallyimprovetheseprocesses.TheadoptionofTQMmaybetransformativeforanenterprise.However,asjudgedbythedefinitionoftransformationprovidedhere,theongoinguseofTQMsubsequenttoimplementationisnottransformative.ThewholepointofTQMistomakecontinualchangearountineundertaking.Thispaperhasoutlinedaninitialformulationofanoverarchingtheoryofenterprisetransformation.Thistheoryisverymuchaworkinprogress.Awiderangeofcolleaguesfromnumerousdisciplineshasofferedcommentsandsuggestionsontheevolvingtheory,providingrichevidenceofthediversityofperspectivesthatdifferentdisciplinesbringtothisbroadproblemarea.Indeed,itcanreasonablybearguedthattherearefewproblemssocentraltooursocietyandeconomyastheproblemofhowcomplexsystemsaddressfundamentalchanges.BusinessProcessReengineeringcanbemuchmoretransformative.AdoptionofBPRhasledtomuchfundamentalredesignofbusinessprocesses.Thisrethinkingfollowedtheguidance“don'tautomate,obliterate.”Inthisway,boththeadoptionandimplementationofBPRtendstobetransformative,althoughsuccessis,bynomeans,guaranteed.OnecanthenapplytheprinciplesofTQMtocontinuallyimprovethereengineeredbusinessprocesses.Ratherthanroutine,transformationtendstobediscontinuous,perhapsevenabrupt.Changedoesnotoccurcontinually,yieldingslowandsteadyimprovements.Instead,substantialchangesoccurintermittently,hopefullyyieldingsignificantlyincreasedreturnstotheenterprise.Transformationandroutinechangeconvergewhen,aswithBPRandTQM,thetransformationinvolvesfundamentalnewwaysofpursuingroutinechange.Thispaperoutlinesatheoryofenterprisetransformation.Thetheoryfocusesonwhyandhowtransformationhappens,aswellaswayinwhichtransformationisaddressedandpursuedintermsofworkprocessesandthearchitectureoftheseprocesses.Aslaterdiscussionelaborates,thetheoryarguesforthefollowingdefinition:Enterprisetransformationisdrivenbyexperiencedandanticipatedvaluedeficienciesthatresultinsignificantlyredesignedandnewworkprocessesasdeterminedbymanagement’sdecisionmakingabilities,limitations,andinclinations,allinthecontextofthesocialnetworksofmanagementinparticularandtheenterpriseingeneral.Avarietyofindustryandcorporatevignettesareusedtoillustratetheelementsofthistheoryanddefinition.Aportfolioofresearchinitiativesarediscussedintermsofhowtheycanadvancetheproposedtheory,whilealsoenhancingpracticesofenterprisetransformation.Thestudyandpursuitofenterprisetransformationisverymuchatransdisciplinaryendeavor.Thetypesofinitiativesdiscussedlaterinthispaperinvolvedisciplinesrangingfromartistsandarchitects,toengineersofalltypesandeconomists,aswellasmanagement,publicpolicy,andsoon.Theeffortsofresearchteamspursuingtheseinitiativesoftenbeginwithintensediscussionsofthefundamentalbasisforthesepursuits.Inessence,thesediscussionsinvolvetwoquestions.First,whatisthetheoreticalbasisforourresearchinit?Second,howdotheemergingresultsoftheseeffortscontributetoandadvancetheory?Giventherangeofdisciplinesjustnoted,itisimportanttounderstandwhatismeantby“theory”inthecontextofourinvestigationsofenterprisetransformation.ArewelikeNewtonorEinsteinpostulatinganaxiomaticbasisfortheuniverseandworkingtoderive“l(fā)aws”O(jiān)rarewemorelikeDarwin,combingtheSouthSeasforevidenceofourorigins?Fortheformer,wewouldformulatemathematicalmodelsfromwhichwecoulddeducesystembehaviorsandthencomparethosebehaviorswithobservations.Eventually,wewoulddevisetheoremsandproofsregardingbehavioralphenomenasuchasresponse,stability,observability,andcontrollabilityinour“modelworlds”[Rouse,2003b].Forthelatter,wewouldrelyonstatisticalinferencetogainanunderstandingofwhataffectswhat,andunderwhatconditions.Thischoicereflectsthecomplexnatureoftheworldofinterest,withawiderangeofplayers,forces,andfactorsinteractingdynamicallytoslowlyyieldlong-termchanges.Thiscomplexityprecludescreatingamodelworldofsufficientvaliditytoenablereachingdefensibleconclusionsabouttherealworld.Thus,wemustexperimentintherealworld.Thedistinctionjustelaboratedcontraststheroleoftheoryinaxiomaticandempiricaltraditionsinscienceandengineering.However,theresearchinitiativesofinterestalsoincludeparticipantsfromart,literature,music,politics,law,andsoon.Thissuggeststhatwemightneedtoconsidertheroleoftheoryintheartsandhumanitiesvs.scienceandengineering[Snow,1962;Rouse,2003a],aswellastheroleoftheoryinlegal,political,andsocialsystems[Diesing,1962].Theseelaborationsmightbeoverwhelmingwereitnotforthefactthatthetheoryweneedistodriveourresearchratherthanexplainormotivatechange,perhapsofartisticorsocialnature,forinstance.Thetheoryshoulddriveourhypotheses,determinethevariablesofinterest,andspecifypotentiallyrelevantenvironmentalfactors.Researchresultsshouldconfirmorrejectourhypotheses,supportorrefutetheeffectsofvariables,andassesstherelevanceofenvironmentalfactors.Therulesofstatisticalinferencewillgoverntheseevaluations.Therefore,weareverymuchlikeDarwincombingtheenterpriseseastogainunderstandingoftheoriginsandprocessesoftransformation.Thetheorypresentedinthispaperisintendedtohelpusdeterminewheretolookandwhattolookfor.Specifically,thetheoryhelpsustorecognizeenterprisesofpotentialinterestandthevariablesofimportancetoidentifyingenterprisesthathaveattemptedtransformation,howtheyhavepursuedit,andtheconsequencesofthesepursuits.Thus,ourtheoryfitsintotheempiricaltradition.Thepossibilityofanaxiomatictheorydependsontherelationshipsandpatternsthatourempiricalstudieswillunearth.Thepatternsoftransformationincomputingrevolvearoundpowerandspeed.Moreandmorecomputingoperations,fasterandfaster,differentiatethemainframe,mini,andmicroeras.Increasingusercontrolhasalsobeenanelementofthesepatterns,althoughthishasresultedwithincreasingnumbersoflayersbetweenusersandcomputation.Further,ithasbeenarguedthatpervasivenetworkingisonlypossiblewithincreasedcentralizedmanagementofstandards,protocols,etc.Thus,thelatestpatternoftransformationmayinherentlyborrowfromoldpatternThispaperhasoutlinedaninitialformulationofanoverarchingtheoryofenterprisetransformation.Thistheoryisverymuchaworkinprogress.Awiderangeofcolleaguesfromnumerousdisciplineshasofferedcommentsandsuggestionsontheevolvingtheory,providingrichevidenceofthediversityofperspectivesthatdifferentdisciplinesbringtothisbroadproblemarea.Indeed,itcanreasonablybearguedthattherearefewproblemssocentraltooursocietyandeconomyastheproblemofhowcomplexsystemsaddressfundamentalchanges.Businesstransformationistheoverallbusinessenvironmentandindustryinthefaceofchangesofafundamental,comprehensive,large-scalerevolutionaryreform,enterprisedevelopmentinordertosurvive,abreakthroughoperatingdifficulties,anattempttoadjustandchangethecompany'sexistingoperatingstructure,breakingStatusquo,thestrategicthinkingandanewbusinessmodeltoadapttothefuture,tomakethecoreofthecapacityandcompetitivenesstoeffectivechangeandreform.譯文ATheoryofEnterpriseTransformation資料來(lái)源:Volume8,Issue4,paseGes279-295,2005作者：WilliamB.Rouse一個(gè)企業(yè)轉(zhuǎn)型的理論信息技術(shù)革命已經(jīng)迅速地推進(jìn)全球化競(jìng)爭(zhēng)。因此,企業(yè)越來(lái)越需要考慮和追求利益獲得競(jìng)爭(zhēng)優(yōu)勢(shì)。這需要加強(qiáng)研究問(wèn)題，關(guān)于如何加快轉(zhuǎn)變是追趕好效益的根本。本文概述了企業(yè)轉(zhuǎn)型理論指導(dǎo)對(duì)這些問(wèn)題的研究，這個(gè)理論關(guān)注為何及如何發(fā)生轉(zhuǎn)變,以及變化的方法。加快研究過(guò)程和這些過(guò)程用來(lái)改造的各種行業(yè)和企業(yè),用來(lái)解釋的理論研究行動(dòng)進(jìn)行了討論,在條件的允許下所提出的理論,能有效地提高學(xué)生的實(shí)踐并加強(qiáng)企業(yè)轉(zhuǎn)型。企業(yè)轉(zhuǎn)型是一個(gè)極其復(fù)雜的運(yùn)作過(guò)程，轉(zhuǎn)型企業(yè)事先對(duì)轉(zhuǎn)型活動(dòng)所涉及的經(jīng)濟(jì)、政策、法律等方面的問(wèn)題有個(gè)通盤(pán)考慮，并對(duì)轉(zhuǎn)型的成本、風(fēng)險(xiǎn)和所要達(dá)到的目標(biāo)等問(wèn)題進(jìn)行全面分析，然后在此基礎(chǔ)上對(duì)轉(zhuǎn)型活動(dòng)進(jìn)行可行性研究。在企業(yè)面臨轉(zhuǎn)型的關(guān)鍵時(shí)期，戰(zhàn)略是牽一發(fā)而動(dòng)全身的，企業(yè)老板應(yīng)該在這方面傾注大量的精力。企業(yè)領(lǐng)導(dǎo)如果不能在戰(zhàn)略制定上投人足夠的精力，那就無(wú)法帶領(lǐng)企業(yè)去做正確的事。撿了芝麻，丟了西瓜的故事也就經(jīng)常會(huì)在中小企業(yè)身上重演。企業(yè)要轉(zhuǎn)型，企業(yè)領(lǐng)導(dǎo)首當(dāng)其沖。企業(yè)家自身的境界直接制約著企業(yè)的發(fā)展思路。企業(yè)轉(zhuǎn)型都是在特定背景下進(jìn)行的。企業(yè)轉(zhuǎn)型的特定背景與自身的特點(diǎn)共同決定其轉(zhuǎn)型的模式。由于每個(gè)企業(yè)轉(zhuǎn)型背景的復(fù)雜性和企業(yè)個(gè)體的差異性,決定了企業(yè)轉(zhuǎn)型模式的多樣性和難以模仿性。企業(yè)轉(zhuǎn)型問(wèn)題變更，而不是常規(guī)的改變是根本的變化。改變組織的關(guān)系本質(zhì)上與一個(gè)或一個(gè)以上的關(guān)鍵選區(qū)。顧客、員工、供應(yīng)商、投資者改造方面涉及到新價(jià)值主張的產(chǎn)品和服務(wù)，而企業(yè)如何組織提供這些，還能通過(guò)轉(zhuǎn)變提供的價(jià)值主張完全不同的新方法變換。可以提高業(yè)務(wù)過(guò)程與對(duì)比通過(guò)全面質(zhì)量管理的原則[Deming，1986]。工業(yè)帶來(lái)了許多企業(yè)業(yè)務(wù)流程和主要關(guān)注的設(shè)計(jì)手段，不斷提高這些過(guò)程采用TQM可能轉(zhuǎn)變?yōu)橐粋€(gè)企業(yè)。然而，就像被轉(zhuǎn)化的定義，提供了繼續(xù)使用后不實(shí)施全面質(zhì)量管理的轉(zhuǎn)變?nèi)尜|(zhì)量管理的關(guān)鍵一道改變一個(gè)方法的事業(yè)。業(yè)務(wù)流程再造的轉(zhuǎn)變，多采用BPR導(dǎo)致了許多基本的新業(yè)務(wù)流程。這個(gè)反思跟從指導(dǎo)“不要自動(dòng)化”。這樣的話，兩個(gè)采用并實(shí)施重組的往往是變化的，雖然成功，但絕不會(huì)保證那么你可以將這些原則應(yīng)用TQM身上，不斷提高業(yè)務(wù)進(jìn)程。而不是常規(guī)、轉(zhuǎn)化往往是不連續(xù)的，也許甚至是突然的。不發(fā)生變化創(chuàng)造出緩慢且持續(xù)不斷的改進(jìn)相反，實(shí)質(zhì)性的變化發(fā)生顯著增加間歇式屈服希望回到了企業(yè)改造和常規(guī)改變集中在,就像BPR