CAJ | 학술논문

本文对战略转型相关理论和文献做了回顾和评述，并以风华高科为案例，论述其把握金融危机后的发展机遇，通过战略整合成功实现战略转型。过去的风华高科出现通常具有的“大企业病”，“诸侯经济”特征明显：集团实行多元化战略，各分子公司各自为战，没有形成统一的合力。金融危机倒逼风华高科走上战略整合的发展道路，通过战略转型和组织管控优化，彻底扭转各分子公司的“散小乱”局面，使公司总部与分子公司紧密围绕着电子元器件产业链形成强大价值链竞争合力，发挥协同优势，应对竞争对手的技术升级、成本竞争和经营灵活性的挑战，实现可持续发展。
본문대전략전형상관이론화문헌주료회고화평술，병이풍화고과위안례，논술기파악금융위궤후적발전궤우，통과전략정합성공실현전략전형。과거적풍화고과출현통상구유적“대기업병”，“제후경제”특정명현：집단실행다원화전략，각분자공사각자위전，몰유형성통일적합력。금융위궤도핍풍화고과주상전략정합적발전도로，통과전략전형화조직관공우화，철저뉴전각분자공사적“산소란”국면，사공사총부여분자공사긴밀위요착전자원기건산업련형성강대개치련경쟁합력，발휘협동우세，응대경쟁대수적기술승급、성본경쟁화경영령활성적도전，실현가지속발전。
Based on the strategy transformation review in the case study of Fenghua-Advanced Group, this paper attempts to show how Chinese industrial firms grasp the opportunity through strategy transformation after the financial crisis. Formerly, the company executed the strategy of diversification, with each subsidiary enterprise operating independently without unified direction of development. The financial crisis has compelled the company to improve the situation of every subsidiary enterprise being ＂scattered＂ through strategy transformation and optimal adjustment of organizational control. The company has now formed competitive force by combining the company headquarters and subsidiaries around the electronic industry chain with synergic strategies concerning technology upgrades, cost and flexibility of production, thus ensuring its sustainable development.