Shrinking Core, Expanding Periphery: The Relational Architecture of High-Performing Organizations
Shrinking Core, Expanding Periphery: The Relational Architecture of High-Performing Organizations
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缩小核心，扩大外围：高绩效组织的关系架构
DOI：
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发表时间：
2005
期刊：
影响因子：
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通讯作者：
David B. Kletter
中科院分区：
文献类型：
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作者：
R. Gulati;David B. Kletter
本文探讨了企业如何通过积极发展和管理与关键利益相关者的关系，同时关注其最高和最低底线，从而找到通往高绩效的途径。表现最好的公司正在收缩核心业务，同时扩大外围业务。与此同时，这些公司正在收缩其组织中心并将其活动的越来越多的部分外包出去，这些公司正在通过试图向客户提供更多的产品和服务来扩展其组织边界。随着公司重新聚焦，它们越来越依赖于加强与四组关键利益相关者的互利关系：客户、供应商、联盟伙伴和组织内部业务单位。在这些关系的每一个维度中，成功的公司都是沿着梯子往上爬，在梯子上，他们加强了与特定组成部分的合作努力。这种现象在许多行业都很明显，是一种新的运营模式的标志之一——以关系为中心的组织。
This article examines how firms find pathways to high performance with a simultaneous focus on their top and bottom lines by aggressively developing and managing their relationships with key stakeholders. Top-performing firms are shrinking their core while at once expanding their periphery. At the same time that they are contracting their organizational centers and outsourcing increasing portions of their activities, these firms are extending their organizational borders by trying to provide customers with greater sets of products and services. As companies refocus, they have become increasingly dependent on reinforcing mutually beneficial ties to four sets of critical stakeholders: customers, suppliers, alliance partners, and intra-organizational business units. In each of these relationship dimensions, successful firms work their way up a ladder in which they intensify their collaborative efforts with that particular constituent. This phenomenon, which is evident across an array of industries, is one of the hallmarks of a new operating model—the relationship-centered organization.