摘要
当今时代企业改革重组如同浪潮席卷中国大地。国有企业的改革重组正在不断深
化,经营性国资进一步集中到关系国家战略、国计民生、城市安全、基础资源领域,集
中到现代服务业、先进制造业、先导性产业等支柱产业或战略产业。但是实践证明,企
业改革重组充满着各种风险,失败率很高。其中,文化整合是导致企业改革重组成败的重
要因素。而在未来的市场竞争中,文化力的竞争必将成为企业竞争的关键所在,文化资
源必将成为企业发展最经济和最有价值的战略资源。谁拥有文化优势,谁就拥有竞争优
势和发展优势。不重视企业文化,企业注定不会走得太远。

科研院所是我国技术创新体系的重要组成部分。上世纪90年代末我国有超过一万
家的应用幵发类科研院所实施了企业化转制。在经历了从吃“皇粮”到自己在市场上求
生存“找饭吃”的洗礼后,此类科研院所往往会形成一种特有的文化。科研院所的改革
发展关系着我国的技术进步和创新体系的建设,因而始终受到国家有关方面的高度重
视。

2011年,A研究院由上海市无偿划转给中央企业H集团,从而由上海市国资委直
接管辖的一级企业,成为央企的二级企业,A研究院正经历着一场重大的变革。何况A
研究院有着几方面的特点:一是有着50多年的悠久历史,文化底蕴深厚,此次重组进
入的是成立仅4年多的央企,二是科研人员集聚,员工自主和民主意识强,三是当前经
济效益较好,职工平均工资水平处在较高水准,在一定程度上存在着自身改革动力不足
的问题。

重组对A研究院的影响是极其深远的,其深远的影响首先从文化变革开始,而文
化变革成功与否,将直接关系到重组的成败和今后的发展。本文在探讨企业文化和相关
变革理论的基础上,以A研究院为研究对象,通过问卷调研和访谈,深入分析和探讨企
业文化类型、成因和思辨企业文化刚性特征,研究A研究院在企业重组进入央企背景下
遇到的问题和瓶颈,寻出差异和关键,提出变革的对策。

本文希望通过对A研究院企业文化类型的分析和重组中文化变革的实践,探究转制
科研院所重组中文化变革的一般规律和方法,为处在当今不断变化的市场环境中的科研
院所,乃至高素质人才集聚的科技型企业在企业文化理念和文化变革策略方面提供可以
借鉴的管理模式与机制创新途径。

关键词:企业文化;重组;文化类型;文化刚性;文化变革
Abstract
Enterprise innovation and restructuring in current era is widely involved in all business
area in China, while innovation and restructuring of state-owned enterprises are deepening
gradually. The state-owned assets, especially business related, further focus on the area which
is closely related to the national strategy, the national welfare and the people's livelihood,
urban security, basic resources sector, and further concentrate to the pillar industries or
strategic industries in modern service industry, advanced manufacturing industries and other
forerunner industry etc. However, more and more real cases have proved that the enterprise
innovation and restructuring is full filled with all kinds of risks, which the failure rate of
restructuring is rather high. From all of related factors, it can be found that cultural
integration is an important factor which affects the consequence of enterprise innovation and
restructuring. In the future market competition, it can be foreseen that the competition of
culture power will become the key point in whole enterprise competition. Cultural resources
will be the most economical and valuable strategic resource for enterprises' development. The
one holds the competitive and development advantages is the one who shows the cultural
advantage. Without attention to corporate culture, enterprises won't last a long life cycle.
Research institutes are important parts of China's technology innovation system. In the
late 1990s, China has more than ten thousand Research and Development Institutes which
performed the restructuring from institutes' nature to enterprises' nature. After suffering from
relying on government support to surviving in the market independently, these institutes have
formed a unique culture. The innovation and development of these research institutes are
highly related to China's technological progress and the construction of innovation system,
therefore, the government always attached great importance to the development of these
Research institutes.
In 2011, Research Institute A was taken over by the Central enterprises from the
Shanghai Municipal State-own Assets Supervision and Administration Commission
(SMSASAC) with no charge, and then, Research Institute A was changed from primary
enterprises under SMSASAC to a secondary central enterprise. Research Institute A is
undergoing a major transformation. Moreover, Institute A has several characteristics: Firstly,
it has a long history. The institute has already lasted more than 50 years, and enjoys rich
cultural heritage, even though the reorganization just passed four years. Secondly, the
institute has a large number of researchers with highly independent and democratic thoughts;
thirdly, the institute is in a good financial status. The staffs' average wage is in a quite high
level, but lack of internal reforming momentum.
The impact of the reorganization on Institute A is far-reaching, and its impact is first
starting from the cultural change, while the success or failure of the reorganization depends
on the outcome of cultural change. This article explores the relevant theory of enterprises
culture and innovation, and set the Institute A as a study subject. The type of corporate culture
and causes will be examined, by virtue of the questionnaires and interviews, with the
consideration of culture rigidity. This article aims to study the problems and the phenomenon
of the reorganization when Institute A was transferred into central enterprise and further, to
address the difference and raise the reorganization countermeasures.
This article attempts to find out the general rules and methods during the reorganization
of Scientific Research Institutions, by analyzing the Institute A's type of corporate culture and
the practice of cultural change in reorganization, in order to provide management pattern, in
terms of the concept of corporate culture and cultural change strategy, to scientific research
institutes or other enterprises with high-quality talents in today's changing market
environment.
Keywords: corporate culture; reorganization; culture type; cultural rigidity; cultural change