全球质量管理体系:在充满挑战、复杂的兼并、收购和战略合作环境中的战略

Aviva Bashan, Alon Ben Jacob
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引用次数: 1

摘要

全球化进程的相对新颖性意味着对在全球环境中运作的管理系统的复杂性的见解尚未成熟。全球质量管理体系(QMS)的单一定义在文献中已被接受,并且缺乏系统的研究,模型和方法来应对全球化带来的复杂挑战。当组织使用业务和战略流程(如合并、收购和战略合作伙伴关系)来加速增长时,这些挑战会进一步复杂化。本文根据这些过程填补了全球质量管理体系发展领域的空白,并提出了在动态的并购和战略合作领域中分析全球质量管理体系的理论和方法的初步尝试。数据是通过深入实地调研收集的,涉及18家跨国公司三年多的发展过程。扎根理论方法论被用于发展一个新生的理论,这不仅是进一步研究的起点,也是制定全球质量管理体系战略的起点,这是目前明显缺乏的。通过回顾参与的跨国公司的发展过程,并确定与并购相关的质量管理体系总体和具体的主要战略、运营和营销特征和需求的理论、实践和差距,制定了影响全球质量管理体系工作环境、约束、接口和目标的关键变量。这些主题阐明了全球质量管理体系在并购后面临的重大问题和挑战,可以作为构建知识体系的初步框架,这些知识体系与经历并购和全球扩张挑战的全球质量体系的行为有关。本文为一个新兴理论的更广泛和更深入的研究奠定了潜在的基础,这将能够指导全球质量管理系统功能处理合并、收购和战略合作伙伴关系的动态过程。影响评估作为识别和开发适当的质量管理体系集成战略的工具,从而帮助规划全球质量管理体系战略,并确定其有效实施所需的步骤。在进行并购(M&A)之前,将战略、运营、营销和质量管理体系评估整合在一起,可以提高管理的职能水平,并支持制定将全球质量管理体系整合到被收购公司的战略。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Global Quality Management Systems: Strategies in a Challenging, Complex Environment of Mergers, Acquisitions, and Strategic Partnerships
The relative newness of globalization processes means that insights into the complexities of management systems operating in a global environment are yet to mature. No single definition for global quality management systems (QMS) has been accepted in the literature, and there is a dearth of systematic research, models and methodologies for dealing with the complex challenges posed by globalization. These challenges are further compounded when organizations use business and strategic processes such as mergers, acquisitions, and strategic partnerships to accelerate growth. This article fills a gap in the field of global QMS development in light of these processes, and presents a preliminary attempt to develop theories and methods for analyzing global QMS in the dynamic field of mergers, acquisitions, and strategic partnerships. Data was collected from intensive field research concerning the development processes of 18 multinational companies over three years. Grounded Theory methodology was used for developing a nascent theory, a starting point not only for further research but also for developing a global QMS strategy, which is currently conspicuous in its absence. Key variables that influence the work environment, constraints, interfaces, and goals of a global QMS were formulated by reviewing the development processes of the participating multinational companies, and identifying the theoretical, practical, and gaps of leading strategic, operational, and marketing characteristics and needs generally and specifically of the QMS as related to M&A. The themes articulate the significant issues and challenges that global QMS face following M&A and can serve as a preliminary skeleton for constructing a body of knowledge concerning the proactive perception of the conduct of a global quality system experiencing the challenges of M&A and global expansion. This article lays a potential foundation for broader and deeper research on a nascent theory, that will be able to guide global QMS functions in dealing with the dynamic process of mergers, acquisitions, and strategic partnerships. The impact assessment serves as a tool for identifying and developing the proper QMS integration strategy, thereby helping plan global QMS strategy and identifying the steps necessary for its effective implementation. Integration of strategic, operational, marketing, and QMS assessments before conducting the merger and acquisition (M&A) augments the functional level of management and supports developing a strategy for integrating the global QMS in the acquired company.
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