三网融合背景下江苏有线组织变革策略研究

发布时间：2018-08-13 11:32

【摘要】：三网融合的出现起源于技术的发展与进步,但是其影响和意义已经远远超过了技术进步的范畴,涉及到经济、政治、文化乃至国家竞争力塑造等方面。在我国,三网融合多次被写入国家十五发展规划纲要中,是推进我国信息化发展的重点建设项目。有线电视网络作为传统的广播电视信号传输企业,在其市场化和产业化发展尚不充分的状态下,作为三网成员之一,被推到了三网融合战略发展中的核心位置。在三网融合背景下,有线电视网与电信网、互联网一样,在技术体系、业务形态、组织管理、人才结构等方面发生着一系列的变革,有线电视网络传输能力得到提高,业务形态更加丰富,同时其行业垄断的优势也在逐步丧失,面临着日益激烈的竞争和严峻的挑战。江苏省广电有线信息网络股份有线公司(以下简称“江苏有线”)是全国有线电视用户规模最大的有线电视运营商,也是三网融合试点单位之一。她的三网融合转型实践是在省委、省政府的主导下,以企业为主体进行的。在这一过程中,其分散的组织结构、业务支撑平台的不统一、缺乏创新的人才管理机制以及日渐淡化的企业文化等问题制约着企业的发展与转型,江苏有线如何在数字化红利逐步消失、三网融合竞争加剧、企业转型发展压力倍增的复杂环境下,实现快速转型和可持续发展变得愈发重要。本文对江苏有线在三网融合背景下的组织运行现状进行分析,通过一系列的变革策略设计,为江苏有线实施有效的组织变革措施、应对激烈的市场竞争提供决策和参考。本文将组织变革理论、组织变革模型理论、三网融合研究作为课题研究的理论基础,采用文献回顾、案例分析、访谈、经验总结等研究方法。首先,分析三网融合发展现状。选取了具有代表性的美国、英国和日本三个国家分析他们三网融合成功的经验,特别是对美国有线电视运营商在三网融合进程中的发展经验进行了总结;在对我国三网融合现状介绍中,主要对试点方案、融合现状进行了总结;对有线电视网络三网融合现状主要是从用户发展、业务发展、上市公司三个方面介绍的。其次,分析江苏有线现状、存在的问题、变革的必要性以及变革的动力和阻力,以此为基础,提出符合江苏有线组织变革的路径和举措。最后,运用组织变革模型理论,设定江苏有线组织变革的目标及路径,从办公环境、企业文化、组织结构、技术、人才管理五个方面提出组织变革的具体策略。为了保障组织变革行动能够顺利实施,在文章的结尾提出了组织变革实施的保障措施。本文以江苏有线为研究对象,最终得出创新企业文化建设、完善公司治理结构、加大技术支撑平台建设、提高资本运作能力、注重人才引进与培养是江苏有线进行组织变革的有效途径。江苏有线作为全国有线电视网络行业领跑者,实施应对三网融合发展有效的组织变革,也可为全国兄弟省份有线电视网络公司开展三网融合业务提供有利的借鉴。
[Abstract]:The emergence of triple play originated from the development and progress of technology, but its influence and significance has far exceeded the scope of technological progress, involving economic, political, cultural and even national competitiveness shaping and so on. CATV network, as a traditional broadcasting and television signal transmission enterprise, has been pushed to the core position in the development of the three networks integration strategy under the condition of insufficient market and industrialization. Under the background of the three networks integration, CATV network, like telecommunication network and Internet, is in the technical system. A series of changes have taken place in the form of business, organization and management, and the structure of talents. The transmission capacity of cable TV network has been improved, and the business forms have become more abundant. Meanwhile, the advantages of monopoly in the industry have been gradually lost. Jiangsu Radio and Television Cable Information Network Co., Ltd. (to) Jiangsu Cable is one of the largest cable TV operators in China and one of the pilot units of triple play. The lack of innovative talent management mechanism and the fading corporate culture restrict the development and transformation of enterprises. How to realize rapid transformation and sustainable development is becoming more and more important under the complex environment of digital dividend gradually disappearing, triple play competition intensifying and enterprise transformation and development pressure multiplying. This paper analyzes the current situation of the organization operation of Jiangsu Cable under the background of triple play, through a series of reform strategy design, provides decision-making and reference for Jiangsu Cable to implement effective organizational reform measures and cope with fierce market competition. On the basis of the research, the paper adopts the methods of literature review, case analysis, interview, experience summary and so on. First, it analyzes the current situation of triple play. This paper summarizes the current situation of China's triple play, mainly on the pilot scheme, the status quo of integration are summarized; the status quo of cable television network triple play is mainly introduced from three aspects: user development, business development, listed companies. Secondly, analysis of the status quo of Jiangsu cable, the existing problems, the necessity of change and the momentum of change. On the basis of force and resistance, this paper puts forward the paths and measures that accord with the reform of Jiangsu cable organization. Finally, it sets the goals and paths of Jiangsu cable organization reform by using the theory of organizational change model, and puts forward the specific strategies of organizational change from five aspects: office environment, enterprise culture, organizational structure, technology and talent management. At the end of the article, the author puts forward the safeguard measures for the implementation of organizational change. Taking Jiangsu Cable as the research object, this paper concludes that Jiangsu Cable will organize itself by innovating the construction of enterprise culture, perfecting the corporate governance structure, strengthening the construction of technology support platform, improving the operation ability of capital and emphasizing the introduction and cultivation of talents. Jiangsu Cable, as the national leader in the cable TV network industry, implements effective organizational changes to deal with the development of triple play, which can also provide beneficial reference for other provincial cable TV network companies to carry out triple play.
【学位授予单位】：南京邮电大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：G229.2-F

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