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首页> 外文期刊>International journal of operations & production management >A systems perspective on the death of a car company
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A systems perspective on the death of a car company

机译：汽车公司死亡的系统视角

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Purpose - The aim of this paper is to understand how large and apparently successful organizations enter spirals of decline that are very difficult to reverse. The paper examines the case of Rover, once one of the largest car producers in the world, which collapsed in 2005. An analysis of strategic and operational choices made over a period of 40 years investigates the reasons for, and consequences of, a growing mismatch between the context faced by the company (industry dynamics, market conditions) and its operational capabilities, a mismatch that ultimately brought about the company's demise. Design/methodology/approach - The paper is based on interviews with 32 people, including senior managers (including four chief executives), government ministers and union officials who were key decision makers within, or close to, the company during the period 1968 and 2005. Secondary sources and documentary evidence (e.g. production and sales data) are used to build up a historical picture of the company and to depict its deteriorating financial and market position from 1968 onwards. Findings - The company was formed from a multitude of previously independent firms as part of a government-sponsored agenda to build a UK National Champion in the car industry. The merged company failed due to several factors including poor product development processes, poor manufacturing performance, difficult labour relations, a very wide product portfolio and a lack of financial control. Although strenuous efforts were made to address those issues, including periods of whole or part ownership by British Aerospace, Honda and BMW, the company's position deteriorated until eventually production volumes were too low for viable operation. Practical implications - The case of Rover highlights the importance of what has been termed "the management unit" in complex systems. The management unit comprises processes and routines to deal with challenges such as managing product portfolios, connecting strategic and operational choices, and scanning and responding to the environment. In the case of Rover, a number of factors taken together generated excessive load on a management unit frequently operating under conditions of resource scarcity. We conclude that viewing corporate failure from a systems perspective, rather than in terms of shortcomings in specific subsystems, such as manufacturing or product development, yields insights often absent in the operations management literature. Originality/value - The paper is of value by showing corporate failure from a systems perspective, rather than in terms of shortcomings in specific subsystems, such as manufacturing or product development; and yields insights often absent in the operations management literature. The Rover case featured in the paper demonstrates the usefulness of systems ideas to understanding at least some types of failure, not as an alterative to capability-based approaches, but in addition to them.
机译：目的-本文的目的是了解有多少规模大且看似成功的组织陷入衰退的螺旋状上升，而这些螺旋状上升很难逆转。本文研究了曾经是世界上最大的汽车生产商之一的罗孚（Rover）于2005年倒闭的情况。对40年来战略和运营选择进行的分析研究了不匹配加剧的原因和后果公司面临的环境（行业动态，市场状况）与其运营能力之间的错位最终导致了公司的灭亡。设计/方法/方法-本文是基于对1968年至2005年期间公司内部或附近关键决策者的高级管理人员（包括四名首席执行官），政府部长和工会官员等32人的采访而得出的。二手资料和书面证据（例如生产和销售数据）用于建立公司的历史图片，并描绘其自1968年以来不断恶化的财务和市场地位。调查结果-该公司由众多先前独立的公司组成，是政府资助的议程的一部分，目的是在汽车行业树立英国国家冠军。合并后的公司由于多种因素而失败，其中包括产品开发流程不良，制造性能不佳，劳资关系困难，产品组合非常广泛以及缺乏财务控制。尽管为解决这些问题做出了巨大的努力，包括英国航空航天，本田和宝马拥有全部或部分所有权的时期，但该公司的地位一直恶化，直到最终产量太低而无法进行可行的运营。实际意义-罗孚（Rover）案突显了复杂系统中所谓的“管理部门”的重要性。管理单元包括处理挑战的流程和例程，例如管理产品组合，连接战略和运营选择以及对环境进行扫描和响应。在流动站的情况下，许多因素加在一起会给经常在资源短缺的情况下运行的管理单元造成过大的负担。我们得出的结论是，从系统的角度来看公司的失败，而不是从特定子系统（例如制造或产品开发）的缺点方面来看，可以得出运营管理文献中通常没有的见解。原创性/价值-本文的价值在于从系统角度显示公司的失败，而不是从特定子系统（例如制造或产品开发）的缺点方面入手；并得出运营管理文献中经常缺少的见解。本文中的“漫游者”案例展示了系统思想对于理解至少某些类型的故障的有用性，这不是对基于能力的方法的替代，而是对它们的补充。

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