诺基亚公司管理策略及其环境应对措施_英文_

本栏目责任编辑：梁书中外文学文化研究1IntroductionOrganisations nowadays are increasingly embedded in a fast changing social world characterized by both internal and external forces influencing their actual operation.Alongside the trade lib -eralisation initiated via World Trade Organisation,business today takes into full swing.Nevertheless,precious opportunities bring new challenges.This is especially the case for multinational com -panies like Nokia.Long recognised itself as the market leader in mobile communications,the company has been persistently mak -ing known "connecting people"as its mission.Connecting people,more than just the buzz words,reflects Nokia's solid commitments to providing values to consumers,employees,and the whole com -munity while serving as a compass guiding its future direction (Nokia's Corporate Brochure 2005)[1].2Nokia's External Environment Response and In -ternal Adaptation2.1External Environment ResponseSince organisations are placed in different geographical lo -cations and are engaged in different business activities with dif -ferent customers,suppliers,market segments,their external envi -ronment is unique to them (Capon 2004)[4].At the macro level,ex -ternal environment consists of such prevailing aspects as politicalsector,economic situation,socio-cultural domain,technological in -novation,legal and ethical issue (known as PESTLE analysis).Re -fer back to Daft's (2004)[5]illustration,this is the general environ -ment organisations are set under.At the industry level,on the oth -er hand,factors funnelled down into more specific as their bear -ings on business performance are greater and more direct.For hi-tech industry like Nokia,this mainly comprises market size and movement,competitors,customer dynamics,relationship with vari -ous suppliers,and inner corporate ability in new products're -search and development.Market size and movement is one important peti -tion becomes intense when firms are aggressively keen to expand their market share.This is possible following the trend of globali -sation.For uprising firms,accessing to wider market will generate more economic return and achieve greater influence if they coor -dinate business well.Nokia's redirection from American market to the Asian Big Two reflects such pioneering vision.Noticing earlier that American and other high -growth markets move closer to maturity from annual turnover as well as from competitor's launch of hot-selling products,Nokia sensitively found potential in Asia's two most populous countries and focused on these markets to strengthen its leader position.The result proves to be blessing as sales went up substantially and as Nokia extended further by收稿日期：2009-12-26作者简介：牟微微（1982-），女，浙江台州人，助教，硕士，研究方向为国际商务。

诺基亚公司管理策略及其环境应对措施牟微微（浙江万里学院外语学院，浙江宁波315100）摘要：在当今激烈的国际市场环境下，企业在发展过程中面临各种各样的问题。

开放化的市场带给它们众多机遇，但同时也带来一系列的挑战。

为在全球市场占据一席之地，跨国企业纷纷出台一些政策来更好地管理公司内外事务，协调各组织管理层的关系，以不断满足全球消费者的需求。

该文主要以诺基亚公司为例，分析企业应对内外部环境能力的重要性。

关键词：诺基亚公司；策略；外部环境；内部调试中图分类号：F406文献标识码：A文章编号：1009-5039(2010)03-0114-02Nokia's Corporate Strategy and its Environmental Response MOU Wei-wei(Zhejiang Wanli University,Foreign Languages College,Ningbo 315100,China)Abstract:In the increasingly competitive global market today,companies faced lots of problems in the development process.Open market brings numerous opportunities for them while a series of challenges as well.To gain a solid position in the world market,companies launch many policies to deal with affairs and coordinate relations among managers so as to satisfy consumers'demand worldwide.This paper will take Nokia company as an example,analysing the importance of the company's capability to respond to external and internal environmental change.Key words:nokia company;strategy;external environment;internal adaptation1142010年3月Overseas English 海外英语中外文学文化研究本栏目责任编辑：梁书building factories and research centres in these two regions.2.2Nokia's Internal AdaptationConsideration of broad external environment is of impor -tance for business,but it needs to be balanced and integrated with company's internal resources and capabilities (Mellahi,Frynas,and Finlay 2005)[6].In reality,companies which can adeptly react to the outside environment usually have unique suitable internal system.In order to be efficient and effective,internal environment is shaped and reshaped to form a specific corporate identity.This is revealed in Nokia's mission,its strategy,business values and as a whole the corporate mitted itself to taking responsi -bilities to every potential stakeholder,Nokia aims at engendering customers'satisfaction through various interactive activities such as survey,focus group discussion,strengthening its brand reputa -tion,improving employee well -being as well as motivating their performance by offering comprehensive training programmes,es -tablishing good relationships with suppliers,and paying close at -tention to the social community (Nokia 2006)[2].What the corporate stresses is not simply the prominence in its product quality,innovation and operational efficiency,but it sees employees'needs,enthusiasm and their loyalty,together with contribution to an eco -society as equal vitality.This corporate culture,in relation to strategy and environment,is noted as adapt -ability culture (Daft 2004)[5]in which external strategic focus andflexibility are its main characteristics.Echoing to the industry's desirability for responsiveness,Nokia's cohesive corporate culture will reinforce the overall business undertaking.Nevertheless,with the rising number of potential competitors in this industry and the shorter period in the launch of new products,the market is featured as highly uncertain.In turn,it also signifies demanding task for Nokia to coordinate on basis of its internal competencies to forge continuously sound corporate image and gain increasing brand value.3ConclusionEvery business organisation carries with its own social char -acters.Its strategy,structure and value it treasures can only make sense in its typical operation context.No strategy can be said as the best without pinpointing the nature of industry in which it is adopted.Strategies are contingency -based.Against the global backdrop,the need for constantly judging and evaluating outside environment becomes more,not less,crucial.Nokia's development may offer as an insightful example in its implementation of strat -egy connecting with environment.Fully aware of the hi-tech in -dustry's complex and unstable external environment,the giant makes all the more importance the differentiation of its products.In emphasizing business mobility,Nokia considers business par -ty's interests and keeps the organisation in a state of flexibility.From an internal perspective,corporate resources and capability enable it to take an early move into Asia's two promising coun -tries.References:[1]Nokia's Corporate Brochure 2005.Listening to customers,seeing opportunities,doing things differently,about Nokia./BaseProject/Sites/NOKIA_MAIN_18022/CDA/Cate -gories/AboutNokia/Company/_Content/_Static_Files/bout_noki -a_uk.pdf (Accessed:25March,2006).[2]Nokia 2006.Nokia global./A402767(Ac -cessed:25March,2006).[3]Capon,C.2004.Understanding Organisational Context.London.[4]Daft,anization Theory and Design.United States of America.[5]Mellahi,K.Frynas,J.G.and Finlay,P.2005.Global Strategic Man -agement.Oxford.[6]Nokia 2006.Nokia global./link?cid=EDI -TORIAL_780(Accessed:25March,2006).[7]Mintzberg,H.1987.The strategy concept Ⅰ:five Ps for strategy,California Management Review,Fall:11-24.[8]Nokia-Connecting People 2005.Form 20-F 2005./NOKIA_COM_1/About_Nokia/Financials/noki -a_form_20f_2005.pdf (Accessed:28March,2006).115。