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ABSTRACT
The sustainable long-term growth and survival of a corporation can only be achieved through the ongoing creation of innovative products and services. This is especially true in today’s global software industry, which is characterized by ever-shorter product cycles, intense global competition and knowledge-intense research and development (R&D). The effective organization and management of a corporate R&D function in a software enterprise has thus become a key success factor for sustainable competitive advantages.

概述
企業(yè)的可持續(xù)長期增長和生存只能通過以下方式實現(xiàn)： 不斷創(chuàng)造創(chuàng)新的產(chǎn)品和服務。 在當今的全球環(huán)境中尤其如此 軟件行業(yè)，其特點是產(chǎn)品周期越來越短，全球競爭越來越激烈 和知識密集型研究與開發(fā)（R＆D）。 有效的組織和 因此，軟件企業(yè)中企業(yè)R＆D功能的管理已成為關(guān)鍵的成功 持續(xù)競爭優(yōu)勢的因素。

This dissertation designs, implements and evaluates an organizational transformation and its supporting framework for a globally dispersed R&D organization in the software industry as part of a two-year longitudinal case study at SAP, one of world's largest software company.

本文設計，實施和評估了一個組織變革及其過程。 作為軟件開發(fā)的一部分，為軟件行業(yè)中遍布全球的研發(fā)組織提供支持框架 SAP是全球最大的軟件公司之一，為期兩年的縱向案例研究。

Based on the action design research methodology, this cross-disciplinary participatory study, which draws from the areas of strategic management, global R&D management, organizational theory and organizational change management, to take a systematic approach to investigate this phenomenon and obtain a normative model of global R&D organizational enhancements, thus informing managerial practice related to the improvement of global R&D networks. Although it focuses on global R&D network improvement in the software industry, the major research outcomes are likely to be generalized and applied to other industries that follow a globally distributed R&D model.

基于行動設計研究方法論，該跨學科參與性研究 從戰(zhàn)略管理，全球研發(fā)管理，組織理論和 組織變更管理，采取系統(tǒng)的方法來調(diào)查這種現(xiàn)象 并獲得全球研發(fā)組織增強的規(guī)范模型，從而告知 與改善全球研發(fā)網(wǎng)絡有關(guān)的管理實踐。 雖然它專注于 全球軟件產(chǎn)業(yè)研發(fā)網(wǎng)絡的改善，主要的研究成果可能會 推廣并應用于遵循全球分布式R＆D模型的其它行業(yè)。

The findings of this thesis indicate that the successful organizational transformation of a global R&D network requires that R&D network management be established as a new dynamic capability to achieve and secure competitive advantages in high-velocity environments. Dynamic capabilities are especially critical in responding to the frequent disruptive innovations, mergers and acquisitions and new business models that characterize the global software industry, as they allow for the ongoing reconfiguration of the firm's tangible and intangible assets. In this study, the dynamic capability of R&D network management is understood to comprise the key abilities of sensing, seizing and transforming threats in the tradition of Teece et al. (2009).

本文的研究結(jié)果表明，全球研發(fā)的成功組織轉(zhuǎn)型 網(wǎng)絡要求將研發(fā)網(wǎng)絡管理建立為一種新的動態(tài)功能， 在高速環(huán)境中獲得并確保競爭優(yōu)勢。 動態(tài)能力是 在應對頻繁的破壞性創(chuàng)新，合并和收購以及 代表全球軟件行業(yè)的新業(yè)務模型，因為它們允許持續(xù)不斷的發(fā)展 重新配置公司的有形和無形資產(chǎn)。 在這項研究中，動態(tài)能力 R＆D網(wǎng)絡管理應理解為包括感知，抓住和防御的關(guān)鍵能力。 Teece等人的傳統(tǒng)改變了威脅。 （2009）。

The case study conducted as part of this thesis describes how the enterprise under study established these key abilities through an organizational intervention. First, sensing incorporates the definition and frequent updating of location strategy for each of the three archetype business models (product,customer, infrastructure) found inside each company, including guidelines and policies for global work design and the allocation of R&D resources. Second, seizing provides geographical information system designs and the location-specific consolidation of internal and external key performance indicators to global organizational transparency and identify global location portfolio trends at an early stage.

作為本文一部分的案例研究描述了被研究企業(yè)如何建立 通過組織干預這些關(guān)鍵能力。 首先，感應結(jié)合了定義 并經(jīng)常更新三種原型業(yè)務模型（產(chǎn)品， 客戶，基礎架構(gòu)），包括每個公司的準則和政策 工作設計和研發(fā)資源的分配。 二，搶占提供地理信息 系統(tǒng)設計以及內(nèi)部和外部關(guān)鍵績效的特定于位置的合并 指標，以建立全球組織透明度并確定全球位置組合趨勢 早期階段。

Though the action design research, which the author actively conducted with a dedicated project team, the enterprise under study established the ability to seize by setting up a dedicated location management organization with cross-functional team members to run an integrated location management process in which individual location decisions are made and reviewed in accordance with location strategy and guidelines. The enterprise’s ability to transform itself in the global R&D network management context was achieved by defragmenting software development teams around the world, employing communication efficiency as efficiency criterion, principles of lean work organization as major design criteria and rationalizing historical locations that no longer fit the firm’slocation strategy.

盡管是筆者在一個專門的項目中積極進行的動作設計研究 團隊，被研究的企業(yè)通過建立一個專門的位置管理組織并具有跨職能團隊成員來運行集成位置，從而建立了搶占能力 管理過程，在該過程中，將根據(jù)個人位置決定并進行審查 以及地理位置策略和指南。 企業(yè)在全球研發(fā)中進行自我轉(zhuǎn)型的能力 網(wǎng)絡管理環(huán)境是通過對周圍的軟件開發(fā)團隊進行碎片整理來實現(xiàn)的 世界，以通信效率為效率標準，精益工作的原則 組織作為主要設計準則，并合理化不再適合該公司的歷史位置 區(qū)位策略。

This study makes a significant contribution to the strategy management field and its theory of dynamic capabilities by describing a model for implementing dynamic capabilities through organizational interventions. The study identifies the modular design of R&D networks as the next evolutionary stage in R&D globalization and shows how a fragmented global R&D organization was transformed into a modular global R&D function, an organizational form with significantly lower coordination costs. As global R&D networks continue to actively manage and reconfigure their global location portfolios and team allocations, this study shows how global R&D network management can be introduced as a dynamic capability through organizational interventions such as that implemented at SAP.
這項研究為戰(zhàn)略管理領(lǐng)域及其理論做出了重要的貢獻。 通過描述用于通過以下方式實現(xiàn)動態(tài)功能的模型來實現(xiàn)動態(tài)功能 組織干預。 這項研究確定了研發(fā)網(wǎng)絡的模塊化設計是下一個 研發(fā)全球化的發(fā)展階段，展示了分散的全球研發(fā)組織是如何發(fā)展的 轉(zhuǎn)變?yōu)槟K化的全球研發(fā)職能，這種組織形式的成本大大降低 協(xié)調(diào)費用。 隨著全球研發(fā)網(wǎng)絡不斷積極地管理和重新配置其全球 位置投資組合和團隊分配，這項研究顯示了全球研發(fā)網(wǎng)絡管理可以如何 通過諸如實施的組織干預作為動態(tài)能力被引入 在SAP。