IT能力与组织管控促进复杂产品研发敏捷性研究

以东方红小卫星公司为案例对象，探讨企业如何实现复杂产品研发敏捷性的过程与机制。研究发现：在复杂产品研发的三个阶段，企业需要应对四类不确定性，即“混乱、不可预见与可预见的不确定性、偏差”。因而企业利用信息技术分别发展出“聚焦外部感知、内外部跨越、聚焦内部响应”的三种IT能力，并采取以“非正式管控为主、非正式管控加正式管控、正式管控为主”的组织管控机制，从而最终促进复杂产品研发的敏捷性。企业复杂产品研发各阶段的主要目标呈现出 “更注重创新、兼顾创新与可靠、更注重可靠”的动态变化特征。这些发现不仅有助于完善企业敏捷性的相关理论，对中国复杂产品企业利用信息技术促进研发敏捷性也具有重要参考价值。

IT Capability and Organizational Control Promoting Research and Development Agility of Complex Products

Taking Dongfanghong as a case company, this paper discusses the process and mechanism of how to promote the research and develop (R&D) agility of complex products. The main findings of this study are as follows: The research process of complex products can be divided into three phases: requirement identification and preliminary demonstration, overall design and module development, system integration and product testing. At different stages, enterprises need to deal with appropriate types of uncertainty, such as variation, foreseeable uncertainty, unforeseeable uncertainty and chaos. At the same time, enterprises need to develop the appropriate organizational IT capabilities, such as outside-in IT capabilities, spanning IT capabilities, inside-out IT capabilities, while enterprises need to take the organizational control, such as informal control, a portfolio of informal control and formal control, formal control. The main objective of the enterprise complex product development at various stages shows the dynamic characteristics, namely more attention to innovation, both innovation and reliability, and more attention to reliability. This paper not only helps to improve enterprise agility theory, but also has important reference value for China's complex product enterprises to leverage IT to promote R & D agility.