外企空降兵初期受到的挑战研究

本文通过调查众多中国华东地区的外商投资企业引进的高级管理人才(空降兵)在本企业怎样经历一系列的组织变革、文化变革等活动的阵痛过程,以及这些变革和阵痛如何深刻影响中国华东地区的外企"空降兵"的成长,同时结合管理学的组织和人力资源理论,跨国公司及战略管理理论并运用归纳总结法得出了"空降兵"人才战略在众多外企不同程度地取得了成功,同时也挖掘出了影响"空降兵"成功的几个关键因素,并在此基础上推导出了相应的"空降兵"的成长和业绩贡献模型。空降兵在一个组织工作6个月以上的话那么他们基本上就认可这家企业,空降兵也将长期工作下去,空降兵的黄金贡献时间也会渐渐展开,从第二年开始可持续5~6年。这些研究对当今外企和国内企业如何改变本企业的相关制度和文化建设来成功实施"空降兵"人才战略促进自己的发展具有重要的指导意义。

The Challenge of Foreign Airborne Early by Research

Based on management theory （organization and human resource, multinational management, and strategic manag- ement） and market survey （some painful organization reform and culture change activities） for many East-China FIE （foreigner investment enterprise） successful airborne employees strategy in multinational corporate, some key factors which deeply impact airborne employee were identified. Airborne work in an organization is more than 6 months so they basically approved the company and airborne troops will also be working on for a long time, airborne golden time will expand gradually, starting from the second year in a sustainable 5-6 years. The model for airborne employee development and their performance contribution was developed, and believe these studies and the model will also contribute more multination corporate and local corporate.