|
 |
|
|
|
|
|
| 組織生命週期各個階段的經營策略分析：台灣汽車整車製造公司的多個案研究 |
| The Analysis of Managing Strategy in Different Stages of Organization Life Cycle : A Multi-Cases Approach of Motor Firms in Taiwan |
|
|
| 截至目前，台灣共有13家汽車整車製造公司。這13家公司發展軌跡相關課題的討論，是一饒富學術性與實務性意涵的管理議題，對了解台灣汽車産業的發展有極爲深刻的意義。基於此，本研究以多個安討論的研究設計爲基礎，透過收集豐富的次級資料與公司內部的檔案資料，再畏以深度訪談方式，來進行三角交叉比對的探討，俾利解析台灣這13家汽車整車製公司的過去、變革與現狀。經由上述之研究過程，本研究提出下列命題：(1).在創立期，台灣汽車整車製造公司不是異業投入型、上\下游轉入型、或水平衍生型的經營策略，者易於存活。(2).在成長期，台灣汽車整車製造公司若能克服規模與資源的限制，擴充産品線廣度，深化品牌知名度，較易使公司穩定成長。(3).在成熟期，台灣汽車整車公司應打取先應式發展策略，提昇研發、製造的核心能耐，以維持競爭優勢。(4).在再生期，台灣汽車製造公司在面臨衰退的危機下，愈早自覺進入再生期，實施再造成菌的機率愈大。(5).在衰退期，應塑造企業整體形象包裝，創造産品的需求，提昇産品的品質、落實售後服務等戰術，避免陷入衰退的惡性循環。 |
|
|
| 台灣汽車整車製造公司、組織變革、組織發展、組織生命週期 |
|
|
Despite the large amount of extent research on some issues of OLC(Organizational Life Cycle), most researches have focused on how to distinguish the OLC stages of enterprises and given very little attention to what business model is satisficing at different OLC stages. There fore, this study extends prior research on OLC to reply two questions about Taiwanese motor firms (1). What problems would come up at each c4fferent OLC stage? (2). What strategy would be adopted to cope with those problems at c4fferent stages to upgrade firm c competitive advantage?
Up to now, there are 13 motor firms in Taiwan. Development orbit of them will be conducive to catch on the motor industry development in Taiwan. Such analysis has implications for both theory and practice. In view of this, first, this paper classify OLC into five stages inception stage, growth stage, mature stage, renewal stage, and atrophy stage. Second, on the basis of these five stages, we proposed some problems at different stages through rich secondary data, archival data, and depth interview for 13 motor firms in Taiwan. Finally, the paper adopts triangulation of multi-sources data to explore managing staratgies at different stages for these 13 motor firms in Taiwan.
This paper proposed 5 propositions by way of above research process (1). In inception stage, motor firms in Taiwan are easy to survive regardless of coming from any strategies of different business, up-down stream business, or horizonal business. (2). In growth stage, motor firms in Taiwan are able to steady by overcoming some constrains of organiztional domains and resources. (3). In mature stage, motor firms in Taiwan may adopt proactive strategy to maintain competition advantages through upgrading core competence of research and development and manufacture. (4). In renewal stage, the earlier motor firms in Taiwan were aware of getting to renewal stage, the higher successful possibility of organization reengineering was. (5). In atrophy stage, motor firms may keep off declining vicious cycle by crafting image package, raising product quality, and ascertaining services after selling. |
|
|
| Taiwanese Motor Firms, Organization Change, Organization Development, Organizational Life Cycle |
|
|
|
|
 |
|
|
|
|
|
