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机制对于军工企业和科研院所来说相对稳定，在领导层掌握足够多的信息后，可以很快做出 决策，集中控制，促进效率；而民品外部环境相对不稳定，信息较为分散，市场营销方式亦 需要创新，这就造成了决策分散，使军品与民品不能在一个完全相同的机制内运作。所以很 440 多军工企业和科研院所选择组织变革来转型。单一的组织结构会使所有的子单元都聚焦在一 个任务上，整合型组织更容易分享同样的组织文化，而服务型军工企业都需要共享“顾客是 上帝”的经营理念。对于技术型军工企业来说，军品、民品技术标准的不同，采用松散耦合 型的组织则可以适应多样性的战略实施以及不同的市场营销方法。 4.2 研究展望 445 现阶段中，我国实施“军民战略”的阻碍仍然比较多，比如许多军工企业的员工市场观 念薄弱，军品与民品技术标准不一致，军品的保密机制，军用技术与民用技术信息不对称等 问题，造成我国军用技术与民用技术之间隔阂越来越深，重复研究，资源浪费严重，也造成 了效率的极度低下，回报亦有限。在我国军品与民品尚属于两个独立系统的特殊时期，特别 是在技术型军工企业和科研院所中，转变员工观念，认同军品与民品同样重要，通过建立松 450 散耦合型组织来减少外部环境对整个组织的影响是非常有必要的。 总之，“军民结合”战略的实施是一项涉及多部门、多方面因素交织在一起的复杂工程。 我国正处在经济高速发展的社会主义初级阶段，没有任何来自于其他国家可以借鉴的经验， 随着国民经济的持续、稳定的发展，“军民结合”战略实施的不断深入，还会产生更多新的 问题，对军工企业提出更高的要求。我国在本领域的研究尚处于探索阶段，进行军品、民品 455 技术的双向转化的机制、对民品员工进行激励等，都需要更加深入的研究。为了更有力的推 进“军民战略”的实施，我们应该在吸取国外先进经验的同时，结合我国的实际国情，探索 出一条适合我国军工企业实施“军民结合”战略的道路。 [参考文献] (References) 460 [1] 2012 年政府工作报告. 2012. [2] M.W. Peng, P.S. Health. The growth of the firm in planned economies in transition: Institutions. Organizations. and strategic choice[J]. 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