东莞胜美达公司创新人才培育机制研究

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1、上海交通大学硕士学位论文东莞胜美达公司创新人才培育机制研究姓名：王长青申请学位级别：硕士专业：工商管理指导教师：唐宁玉20070128ODM转移的全过程以及民工荒后期的制造升级。因此，作为东莞胜美达发展的见证者，亲身感受到了创新人才培育机制对东莞胜美达发展乃至胜美达集团发展带来的巨大推动作用。同时也深深地感受到创新人才培育机制，无论是对于企业还是社会来说都是长期艰巨的任务。特别在当今跨国并购盛行的全球化竞争格局里，创新人才培育机制的建设任务更加艰巨。东莞胜美达创新人才培育机制的不足警示我们：创新人才培育机制是企业创新人才

2、摇篮。然而创新人才培育机制的建设应该处理好以下关系：传统观念与创新思维、企业文化与组织行为、长期目标与短期行为、社会责任与企业责任。关键词：胜美达创新创新人才培育机制VTHESTUDYONDEVELOPINGINNOVATIVETALENTSINDONGGUANSUMIDAELECTRICSABSTRACTItisauniqueandconstantcoregoalforanyproductivenessenterprisetopursuitcontinuouscompetitivenessinalltheirbusin

3、esstime.Today,thecompetitionamongallthemanufacturingrelatedfieldhasbeenpulledintoanincrediblestageaccompaniedbythetendencyofglobalmanufacturingcentertransferringtoAsiagradually.Alltheenterprisefacehowtobeingbuilduptheircorecompetence.Focusingonthedevelopmenthisto

4、ryofPealRiverDeltaindustrialarea,thepaperanalyzedthestagefeaturesandthenpointedoutthatcontinuousinnovationistheuniquesolutiononhowtowinthecompetitioninthisarea.Therebyallmajorindustriesrankedinnovationasoneoftheircompany’stopthreestrategicpriorities.Asarapiddevel

5、opingcompany,SumidaCorporationhasparticipatedinallthecompetitivepracticeprocessofelectroniccomponentfield.FocusedonSumida’soutstandingexperience,thestudyhassummarizedthepowerfulVIenginedevelopinginnovativetalents,whichwasandisdrivingSumidaCorporationfromsuccessto

6、excellenceduringalltheswiftofcoilsmanufacturingtransferstage.Thegreatbusinessachievementofcorporationdependsonthecreativeactionofinnovativetalentsmoreandmore.ThestudyoutlinedSumida’scorecompetencymoduleandthendeducedSumida’sdevelopinginnovativetalentsmodebasedont

7、heanalysisofhumanresourcepractice,innovativedemandrequirement,innovativetalentfeaturesandSumida’sinnovativetalentsstatus.Atthesametime,thepaperalsoexpoundstherelatedsolutionsandapproachonhowtoimprovedevelopinginnovativetalentsaccordingtotheproblematicandinsuffici

8、encyofSumida’ssystemasbenchmarking.Validationisthebasicmethodologyforthisstudy.Theauthor,astheeyewitnessservedforDongguanSumidaElectricsformorethan7years(April