{"resolved":true,"match_type":"uuid","source_type":"original_book","book_id":"07d591c2-0f4c-45ac-a1d7-103c4807db8f","title":"数字经济：内涵与路径","author":null,"edition":null,"publisher":null,"year":null,"isbn":"9787521745023","requested_by":"printed_page","book":{"source_type":"original_book","book_id":"07d591c2-0f4c-45ac-a1d7-103c4807db8f","id":"07d591c2-0f4c-45ac-a1d7-103c4807db8f","uuid":"07d591c2-0f4c-45ac-a1d7-103c4807db8f","title":"数字经济：内涵与路径","normalized_title":"数字经济内涵与路径","author":null,"edition":null,"publisher":null,"year":null,"isbn":"9787521745023","isbns":["9787521745023"],"parsed":true,"ai_readable":true,"document_type":"book","page_count":361,"navigation_url":"https://workshop.closeclaw.top/ai/book/07d591c2-0f4c-45ac-a1d7-103c4807db8f","title_url":"https://workshop.closeclaw.top/ai/title/%E6%95%B0%E5%AD%97%E7%BB%8F%E6%B5%8E%EF%BC%9A%E5%86%85%E6%B6%B5%E4%B8%8E%E8%B7%AF%E5%BE%84","fixed_page_url_template":"https://workshop.closeclaw.top/ai/book/07d591c2-0f4c-45ac-a1d7-103c4807db8f/page/{printed_page}","path_api_url_template":"https://workshop.closeclaw.top/api/ai/book/07d591c2-0f4c-45ac-a1d7-103c4807db8f/page/{printed_page}","read_url":"https://workshop.closeclaw.top/api/ai/read/07d591c2-0f4c-45ac-a1d7-103c4807db8f","page_url":"https://workshop.closeclaw.top/api/ai/books/07d591c2-0f4c-45ac-a1d7-103c4807db8f/page","search_url":"https://workshop.closeclaw.top/api/ai/books/07d591c2-0f4c-45ac-a1d7-103c4807db8f/search"},"page":{"printed_page":123,"pdf_page":122,"physical_index":122,"physical_index_base":0,"printed_page_status":"recognized","page_sha256":"2c72732097e21cf8939dcbae82f4429a079ec9c5e6b4050532a075c436e5f568"},"chapter":"第四章数字生产关系","content":"数字时代，世界级企业都不约而同地探索一种新的组织形式，即“大平台+小团队”。一线小团队面对顾客，需要灵活应对问题、灵活决策，满足顾客瞬息万变的需求，并及时应对对手的竞争策略。小团队之所以作战能力强、敏捷性高，是因为它们有强大的平台支持，否则，一线团队就会在孤立无援中迅速溃败。平台需要支持前端的小团队迅速掌握信息，快速做出判断，敏捷调度中台甚至是后台的力量，从而引领整个组织为顾客创造价值。\n\n企业组织结构重组不再以企业为中心，而是以顾客需求和用户价值为中心，并为组织员工提供服务支持、资源供给、价值评估与愿景激励，从而使组织员工拥有更好的热度、资源和能力去满足顾客的需求。组织结构更具有灵活性和非结构化特征，组织结构的小单元、去中心化等特征使个体被充分激活。在这样的组织结构体系中，信息流向不再是单向或者双向的，而是网状的。\n\n（二）开放组织\n\n数字时代，适应性强的组织必须是开放的组织。这涉及组织的边界界定问题。任何一个组织中都存在三种边界：纵向边界、横向边界和外部边界。纵向边界与企业的管理层次和职位等级有关，管理层级和职位等级越多，纵向的边界距离越大。横向边界与部门的设计和工作专门化程度有关，横向部门越多、工作的专业化程度越高，横向边界的距离就越大。外部边界是企业与顾客、政府、供应商等外部组织之间的边界。构建开放型组织就是要在纵向边界、横向边界和外部边界三个方面思考如何走向开放。\n\n对开放型组织而言，信息、资源、创意、能量应该能够快捷顺利地穿越组织的纵向边界和横向边界，使整个企业内部的各部门真正融为一体；同时，外部环境中的资源、信息和能量也能够顺利穿越组织的外部边界，使企业能够和外部环境融为一体。\n\n123","previous_page":122,"next_page":124}