大连理工大学专业学位硕士学位论文
摘
要
F集团是专业从事计算机、通讯、消费性电子等 6C产品研发制造，广泛覆盖数位
内容、汽车零组件、通路、云计算服务以及新能源、新材料开发与应用的综合性高新科
技企业。在信息化、数字化浪潮冲击下，国际国内市场竞争日益激烈，传统企业数字化
转型迫在眉睫。作为劳动密集型企业的 F集团，为加快转型升级步伐，F集团董事长亲
自布局“F1.0（现况优化）→F2.0（数字化转型）→F3.0（转型升级）”三步走的数字化
战略，亟需一批数字化人才作为支撑，于是将集团培训领头羊 F学院升级为 F企业大
学，将其作为集团数字化人才发展与创新培养的总基地。
然而，升级后的 F企业大学的组织战略和结构并未跟随集团战略进行相应地调整与
升级，现有的组织结构缺乏与集团战略相衔接的部门，也未设置承担培训需求开发的专
职部门，导致培训缺乏战略和业务导向，培训设计没有针对性，加之组织结构功能的不
尽完善，不能很好地匹配集团战略发展对数字化人才的需求。同时，由于 F企业大学在
数字化转型战略中的角色和职能定位也未跟随集团战略进行相应地转变，不能充分扮演
好员工发展顾问、业务伙伴、事务专家以及变革推动者的角色和职能，无法高效地为集
团数字化转型战略提供人才支持，急需进行组织结构优化设计。
本文便以 F企业大学面临 F集团数字化战略转型为背景，以 F企业大学在开展培训
过程中，体现出来的组织结构不能适应集团数字化转型需求典型案例为研究对象，应用
战略人力资源管理理论、ADDIE培训系统模型及组织结构设计理论对现状问题进行了
深入地剖析，从而提出建议和对策。论文首先通过 F企业大学培训组织管理案例的介绍
引出本文的研究焦点，随后通过对大量的国内外文献综述的梳理，利用这些理论进行问
题分析，找出 F企业大学的根本问题所在，主要包括：战略目标与角色定位未进行优化
与升级、组织业务缺乏需求导向导致针对性不足、部门之间缺乏统筹协作导致组织业务
运营效果差、缺乏有效的资源支持导致组织业务开展效率低等，最后，论文有针对性地
制定了相关对策和建议，帮助 F企业大学找到在集团数字化转型背景战略下，组织结构
优化设计的办法，使 F企业大学的角色定位、战略目标、部门结构及职能设计能更好地
支持培训业务有针对性地开展及培训价值度的提高，为企业数字化战略目标的实现培养
和储备人才。
关键词：企业大学；组织结构设计；数字化；战略人力资源管理
- I -

数字化转型下 F企业大学组织结构设计案例研究
A Case Study on Organizational Structure Design of F Enterprise
University under the Digital Transformation
Abstract
F Group is a comprehensive high-tech enterprise specializing in the R & D and
manufacturing of 6C products such as computers, communications and consumer electronics,
and widely involved in digital content, automotive components, channels, cloud computing
services, and the development and application of new energy and new materials. Under the
impact of informatization and digitization, the international and domestic market competition
is increasingly fierce, and the digital transformation of traditional enterprises is imminent. As a
labor-intensive enterprise, F Group, in order to accelerate the pace of transformation and
upgrading, the chairman of F Group personally laid out the digital transformation strategy,
which is divided into three steps: F1.0 (Current situation optimization), F2.0 (Digital
transformation), and finally F3.0 (Transformation and upgrading). The Group urgently needs a
group of digital talents as support for its digital transformation, therefore, F College, the training
leader of the Group, was upgraded to F Enterprise University, which is regarded as the general
base of the group's digital talent development and innovation training.
However, the organizational strategy and structure of the upgraded F Enterprise
University have not been adjusted and upgraded according to the group's strategy. The existing
organizational structure lacks a department connected with the group's strategy, and there is no
full-time department responsible for training needs development, resulting in the lack of
strategy and business orientation of training, the lack of pertinence of training design, and the
imperfect function of organizational structure, which can not well match the needs of the
group's strategic development for digital talents. At the same time, the role and function
orientation of F Enterprise University in the digital transformation strategy have not been
changed accordingly with the group strategy, so it can not fully play the roles and functions of
employee development consultants, business partners, affairs experts and change promoters,
and can not effectively provide talent support for the group's digital transformation strategy. So,
it is urgent to redesign the organizational structure.
Based on the background that F Enterprise University is facing the digital transformation
of F Group, taking the typical case that the organizational structure reflected by F Enterprise
University can not meet the needs of Group digital transformation in the process of training as
the research object. This thesis makes an in-depth analysis of the problem by using strategic
human resource management theory, ADDIE training system model and organizational
- II -

大连理工大学专业学位硕士学位论文
structure design theory, So as to put forward suggestions and countermeasures. Firstly, this
thesis introduces the training organization management case of F Enterprise University, which
leads to the research focus of this thesis, and then combs a large number of literature reviews
at home and abroad, uses these theories to analyze the problems, and finds out the fundamental
problems of F Enterprise University. It mainly includes: the strategic objectives and role
positioning are not optimized and upgraded, the lack of demand orientation of organizational
business leads to insufficient pertinence, the lack of overall coordination and cooperation
between departments leads to poor organizational business operation effect, and the lack of
effective resource support leads to low organizational business development efficiency. Finally,
the thesis formulates relevant countermeasures and suggestions to help F Enterprise University
find ways to optimize the design of organizational structure in the context of the group's digital
transformation strategy. By optimizing the organizational structure design, the role orientation,
strategic objectives, department structure, and functional design of F Enterprise University can
better support the targeted development of training business and the improvement of training
value, so as to cultivate and reserve talents for the realization of the digital strategic objectives
of the enterprise.
Key Words： Enterprise University; Organizational structure design; Digitization;
Strategic human resource management
- III -
。。。以下略