Abstract摘要
本文旨在研究和审查组织文化的功能，在通用汽车公司的发展，为探索在这家公司存在的影响和各种文化的影响。组织文化是从三个方面（领导力，可持续发展和国际化）在整个通用汽车的历史，现在和未来的检验。这项研究表明，1）灵活的领导，而不是一个统一领导的标准，作为当时通用汽车要求其领导人根据不同的情况来发挥作用的决定因素。 2）可持续发展是在资源约束型经济的汽车制造商通用汽车公司的核心企业文化。该公司支付极端重视可持续发展相关的创新和技术。 3）国际化已经并将继续成为通用汽车最重要的企业文化之一。该公司正在渗透到北美，南美，欧洲，亚洲，非洲和大洋洲市场，不仅为扩大和利润的目的，又利用在各大洲联合部队，以开发更先进技术的和环境可持续的车辆。This dissertation aims to examine and review the functions of organizational culture in the development of General Motors Company so as to discover the influence and effect of each culture existed in this company. Organizational culture is examined from three perspectives (leadership, sustainability and internationalization) throughout the history, present and future of General Motors. This research reveals that 1) flexible leadership, rather than a unified leadership standard, serves as a determinant when General Motors demands its leaders to function in accordance to different situations. 2) Sustainability is the very core organizational culture of General Motors as an auto maker in a resource-constrained economy. The company is paying extreme attention to sustainability-related innovation and technology. 3) Internationalization has been and will continue to be among the most important organizational culture of General Motors. The company is penetrating into markets in North America, South America, Europe, Asia, Africa and Oceania not only for the purpose of expansion and profit, but also to utilize the joint force in every continent to develop more technologically sophisticated and environmentally sustainable vehicles.
able of contents 目录
Abstract 2
Introduction 4
Literature review 5
A case study of General Motors within organizational culture research 12
1. Leadership as organizational culture 12
2. Sustainability and innovation as organizational culture 16
2.1 Efficiency technology research of General Motors 19
2.2 Substitution technology research of General Motors 20
2.3 Effectiveness technology research of General Motors 21
2.4 Mitigation technology research of General Motors 22
3. Internationalization as organizational culture 23
3.1 North America 23
3.2 South America 24
3.3 Europe 25
3.4 Asia 25
3.5 Africa 27
3.6 Oceania 27
Conclusion 28
References 31
Introduction介绍
General Motors Company, also known as GM for short, a multinational enterprise whose headquarter is located in Motor City Detroit, Michigan, USA, is now one of the largest companies that design, manufacture and sell vehicles and vehicles parts as well as provide relevant motor services worldwide. (About GM: Our Company, retrieved April 28, 2014) There are at moment ten brands belonging to General Motors produced in 37 countries: Chevrolet, Buick, GMC, Cadillac, Opel, Holden, Vauxhall, Wuling, Baojun, Jie Fang, UzDaewoo. (General Motors Company Annual Report, retrieved May 6, 2014) Currently 20% stake in IMM and 96% stake in GM Korea along with ownership of a group of joint-ventures--Shanghai GM, SAIC-GM-Wuling and FAW-GM in China, GM-AvtoVAZ in Russia, Ghandhara Industries in Pakistan, GM Uzbekistan, General Motors India, General Motors Egypt, and Isuzu Truck South Africa, are held by General Motors Company, employing 212,000 people in 157 countries all over the world. (About GM: Our Company, retrieved April 28, 2014) General Motors held a best record for worldwide vehicles sales for 77 consecutive years from 1931 to 2007, which is more long-lasting than any other of its competitors. Although the company went through a difficulty period in 2009--General Motors declared bankruptcy with Saturn, Pontiac and Hummer being closed, and General Motors itself sorted to government-backed reorganization, only one year later the reorganized General Motors made an Initial Public Offering and got back to productivity and profitability soon.(Brady, 2012) From then on, the compa
