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題名 企業成長策略與組織關鍵活動之關聯探討–以多個案公司為例
A Study of Relationship between Business Growth Strategy and Organizational Critical Activities - Take many companies as example作者 莊易澄
Chuang, Yi-Cheng貢獻者 洪為璽<br>季延平
Hung, Wei-Hsi<br>Chi, Yen-Ping
莊易澄
Chuang,Yi-Cheng關鍵詞 組織關鍵活動
企業成長
成長策略
製造業
個案研究
Organizational critical activities
Enterprise growth
Growth strategy
Manufacturing
Case study日期 2021 上傳時間 10-二月-2022 13:25:03 (UTC+8) 摘要 長年來，製造業一直都是台灣產值最高的產業，不僅年年有高量的營業額，也帶領台灣不停的在成長，是非常重要的經濟命脈。企業為了成長會實施非常多的活動，包括內部相關、營銷相關、外部與組織相關、服務相關的活動等。組織關鍵活動(Organizational Critical Activities，OCAs)是「組織最優先考慮，投入大量資源，並且得到高階管理經常的監控及檢視，被視為短、中、長期不可或缺，所必須執行的活動」，也關係著企業是否能成功。本研究旨在探討企業成長策略與組織關鍵活動(OCAs)之關聯，並以多個案的次級資料法來進行研究。本研究以 2019 年天下雜誌兩千大調查結果為依據挑選個案公司，分別為電子業的鴻海(第一名)、食品業的統一(第十名)、紡織業的遠東(第二十名)，三間企業皆是台灣經濟成長至關重要的指標企業，同時也是各產業的領先者。首先，蒐集大量個案公司之相關的報章雜誌專欄、媒體報導等，經過分析、彙整，建構出企業成長策略的模式，最後分析在不同成長策略下的組織關鍵活動(OCAs)是否會有所不同。研究發現，企業在成長歷程的一開始，會以「市場滲透策略」為優先，在本業優先進行深耕，再依據內部條件或是外在環境的改變，而開始進行「產品開發策略」、「市場開發策略」或是「多角化策略」；而在進行「市場滲透策略」會以外部與組織間相關之 OCA 為主如垂直整合、「產品開發策略」會以內部相關之OCA 為主如創新與研發；「市場開發策略」會以營銷、服務相關之 OCA 為主如市場調查、維持客戶關係等、「多角化策略」會以內部、外部與組織間相關之 OCA為主如衡量成本、適應外部環境等。藉由分析成長策略與組織關鍵活動之關聯分析，建構有可遵循的模式，以利後續企業能做更有效的資源分配。
For many years, the manufacturing industry has always been the industry with the highest output value in Taiwan. It not only has a high turnover every year, but also leads Taiwan to continue to grow. It is a very important economic lifeline. In order to grow, enterprises will implement a lot of activities, including internal-related, marketing-related, external-organization-related, and service-related activities. Organizational Critical Activities (OCAs) are "the activities that the organization prioritizes, invests a lot of resources, and is regularly monitored and reviewed by senior management. It is regarded as indispensable in the short, medium and long term and must be performed" .It is also related to the success of the business. The purpose of this study is to investigate the association between firm growth strategies and Organizational Critical Activities (OCAs), using a multi-case secondary data approach. This study selects case companies based on the 2019 Top 2000 survey results of CommonWealth Magazine, which are Foxconn in the electronics industry (1st), Uni-President in the food industry (10th), and Far East in the textile industry (20th) , the three companies are all important indicators of Taiwan`s economic growth, and they are also leaders in each industries. First, this study collects a large number of relevant newspapers and magazines columns, media reports, etc. of a large number of case companies. After analysis and compilation, a model of enterprise growth strategy is constructed. Finally, it is analyzed whether the key organizational activities (OCAs) under different growth strategies will be different. The study found that at the beginning of the growth process, enterprises will give priority to "market penetration strategy", give priority to deep cultivation in their ownindustry, and then start to carry out "product development strategy", "market development strategy" or “diversification strategy”, according to changes in internal conditions or external environment. While in the “market penetration strategy”, external and inter-organizational related OCAs will be the main focus, such as vertical integration. The enterprise with “product development strategy” will focus on internal related OCAs, such as innovation and Research and development. The enterprise with "Market development strategy" will focus on OCAs related to marketing and services, such as market research, maintaining customer relationships, etc. The enterprise with "Diversified strategy" will focus on internal, external and inter-organizational related OCAs, such as measuring costs, adapting to external environment, etc. By analyzing the relationship between the growth strategy and the key activities of the organization, we can build a model to make suggestions for the follow-up enterprises to make more effective resource allocation.參考文獻 參考文獻中文部分1.方至民(民101)。策略管理。台北: 前程出版社2.天下調查中心 (民109)。2020《天下》兩千大調查，天下雜誌698期，127頁。3.司徒達賢(民68)，企業政策與策略規劃，台北：東華書局。4.司徒達賢(民90)。策略管理新論-觀念架構與分析方法。台北：智勝文化事業有限公司。5.門田安弘、蔡揚宗、黃至堅(民95)。由製造業主導流通系統的構築與支配之研究以統一企業為例:一體通路行銷整合 利基串聯實現綜效。會計研究月刊，200605 (246期)，52-62,64-65頁。6.林民頤(民99)。遠東集團多角化經營策略與績效探析。國立交通大學管理學院碩士在職專班科技管理組碩士論文，新竹市。7.陳芃婷(民92)。鴻海企業經營策略之研究。國立交通大學科技管理研究所碩士論文，新竹市。8.許文琇(民98)。組織關鍵活動與組織策略類型關聯性之研究：以高科技產業為例。國立中正大學資訊管理研究所碩士論文，嘉義縣。9.陳怜潔(民101)。食品業集團的發展策略與分析。國立中山大學管理學院國際經營管理碩士學程碩士論文，高雄市。10.遠東集團60 周年慶籌備委員會出版組(民98)。遠東集團60 周年特刊，遠東集團，台北。11.劉冠宏(民109)。導入工業4.0支援組織關鍵活動之促進與阻礙因素。國立政治大學資訊管理研究所碩士論文，台北市。參考網站王一芝(民109年5月18日)。營收超過家樂氏、明治，全球第12大的統一曾經是一艘「破船」？。天下雜誌。民110年8月25日，取自：https://www.cw.com.tw/article/5100302?template=transformers。王榮章(民99年1月7日)。遠東四大將暢談2010年新布局。今周刊。民110年8月20日，取自：https://www.businesstoday.com.tw/article/category/183016/post/201001070006/%E9%81%A0%E6%9D%B1%E5%9B%9B%E5%A4%A7%E5%B0%87%E6%9A%A2%E8%AB%872010%E5%B9%B4%E6%96%B0%E5%B8%83%E5%B1%80。統一集團。公司年報，2016~2020。民110年8月10日，取自：https://www.ir-cloud.com/taiwan/1216/irwebsite_c/index.php?mod=annual 。陳曉夫(民99年9月16日)。彭博商周郭台銘專訪完整轉載。今周刊。民110年8月20日，取自：https://www.businesstoday.com.tw/article/category/154685/post/201009160011/%E5%BD%AD%E5%8D%9A%E5%95%86%E5%91%A8%E9%83%AD%E5%8F%B0%E9%8A%98%E5%B0%88%E8%A8%AA%E5%AE%8C%E6%95%B4%E8%BD%89%E8%BC%89。遠東集團。公司年報，2016~2020。民110年8月10日，取自：https://investor.fenc.com/report.aspx?lang=zh&id=80 。經濟部統計處。製造業產值統計。民110年8月5日，取自：https://www.moea.gov.tw/Mns/dos/bulletin/Bulletin.aspx?kind=7&html=1&menu_id=6726&bull_id=8460。熊毅晰(民103年10月14日)。遠東新世紀 一條龍研發，翻轉老靈魂。天下雜誌。民110年8月20日，取自：https://www.cw.com.tw/article/5061885。蔡宗憲(民105年9月19日)。鴻海併購其實是「構」、「竝」 與併入公司並肩作戰。鉅亨網。民110年8月20日，取自：https://tw.news.yahoo.com/%E9%B4%BB%E6%B5%B7%E4%BD%B5%E8%B3%BC%E5%85%B6%E5%AF%A6%E6%98%AF-%E6%A7%8B-%E7%AB%9D-%E8%88%87%E4%BD%B5%E5%85%A5%E5%85%AC%E5%8F%B8%E4%B8%A6%E8%82%A9%E4%BD%9C%E6%88%B0-104948458.html。謝明玲(民103年10月14日)。統一企業 品牌管理，養出金牛。天下雜誌。民110年8月25日，取自：https://www.cw.com.tw/article/5061891 。鴻海集團。公司年報，2016~2020。民110年8月10日，取自：https://www.honhai.com/zh-tw/investor-relations/financial-information/annual-reports。英文部分1.Aaker, D.A.(1984). 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國立政治大學
企業管理研究所(MBA學位學程)
109363066資料來源 http://thesis.lib.nccu.edu.tw/record/#G0109363066 資料類型 thesis dc.contributor.advisor 洪為璽<br>季延平 zh_TW dc.contributor.advisor Hung, Wei-Hsi<br>Chi, Yen-Ping en_US dc.contributor.author (作者) 莊易澄 zh_TW dc.contributor.author (作者) Chuang,Yi-Cheng en_US dc.creator (作者) 莊易澄 zh_TW dc.creator (作者) Chuang, Yi-Cheng en_US dc.date (日期) 2021 en_US dc.date.accessioned 10-二月-2022 13:25:03 (UTC+8) - dc.date.available 10-二月-2022 13:25:03 (UTC+8) - dc.date.issued (上傳時間) 10-二月-2022 13:25:03 (UTC+8) - dc.identifier (其他 識別碼) G0109363066 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/139017 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 109363066 zh_TW dc.description.abstract (摘要) 長年來，製造業一直都是台灣產值最高的產業，不僅年年有高量的營業額，也帶領台灣不停的在成長，是非常重要的經濟命脈。企業為了成長會實施非常多的活動，包括內部相關、營銷相關、外部與組織相關、服務相關的活動等。組織關鍵活動(Organizational Critical Activities，OCAs)是「組織最優先考慮，投入大量資源，並且得到高階管理經常的監控及檢視，被視為短、中、長期不可或缺，所必須執行的活動」，也關係著企業是否能成功。本研究旨在探討企業成長策略與組織關鍵活動(OCAs)之關聯，並以多個案的次級資料法來進行研究。本研究以 2019 年天下雜誌兩千大調查結果為依據挑選個案公司，分別為電子業的鴻海(第一名)、食品業的統一(第十名)、紡織業的遠東(第二十名)，三間企業皆是台灣經濟成長至關重要的指標企業，同時也是各產業的領先者。首先，蒐集大量個案公司之相關的報章雜誌專欄、媒體報導等，經過分析、彙整，建構出企業成長策略的模式，最後分析在不同成長策略下的組織關鍵活動(OCAs)是否會有所不同。研究發現，企業在成長歷程的一開始，會以「市場滲透策略」為優先，在本業優先進行深耕，再依據內部條件或是外在環境的改變，而開始進行「產品開發策略」、「市場開發策略」或是「多角化策略」；而在進行「市場滲透策略」會以外部與組織間相關之 OCA 為主如垂直整合、「產品開發策略」會以內部相關之OCA 為主如創新與研發；「市場開發策略」會以營銷、服務相關之 OCA 為主如市場調查、維持客戶關係等、「多角化策略」會以內部、外部與組織間相關之 OCA為主如衡量成本、適應外部環境等。藉由分析成長策略與組織關鍵活動之關聯分析，建構有可遵循的模式，以利後續企業能做更有效的資源分配。 zh_TW dc.description.abstract (摘要) For many years, the manufacturing industry has always been the industry with the highest output value in Taiwan. It not only has a high turnover every year, but also leads Taiwan to continue to grow. It is a very important economic lifeline. In order to grow, enterprises will implement a lot of activities, including internal-related, marketing-related, external-organization-related, and service-related activities. Organizational Critical Activities (OCAs) are "the activities that the organization prioritizes, invests a lot of resources, and is regularly monitored and reviewed by senior management. It is regarded as indispensable in the short, medium and long term and must be performed" .It is also related to the success of the business. The purpose of this study is to investigate the association between firm growth strategies and Organizational Critical Activities (OCAs), using a multi-case secondary data approach. This study selects case companies based on the 2019 Top 2000 survey results of CommonWealth Magazine, which are Foxconn in the electronics industry (1st), Uni-President in the food industry (10th), and Far East in the textile industry (20th) , the three companies are all important indicators of Taiwan`s economic growth, and they are also leaders in each industries. First, this study collects a large number of relevant newspapers and magazines columns, media reports, etc. of a large number of case companies. After analysis and compilation, a model of enterprise growth strategy is constructed. Finally, it is analyzed whether the key organizational activities (OCAs) under different growth strategies will be different. The study found that at the beginning of the growth process, enterprises will give priority to "market penetration strategy", give priority to deep cultivation in their ownindustry, and then start to carry out "product development strategy", "market development strategy" or “diversification strategy”, according to changes in internal conditions or external environment. While in the “market penetration strategy”, external and inter-organizational related OCAs will be the main focus, such as vertical integration. The enterprise with “product development strategy” will focus on internal related OCAs, such as innovation and Research and development. The enterprise with "Market development strategy" will focus on OCAs related to marketing and services, such as market research, maintaining customer relationships, etc. The enterprise with "Diversified strategy" will focus on internal, external and inter-organizational related OCAs, such as measuring costs, adapting to external environment, etc. By analyzing the relationship between the growth strategy and the key activities of the organization, we can build a model to make suggestions for the follow-up enterprises to make more effective resource allocation. en_US dc.description.tableofcontents 目錄第一章 緒論 ...................................... 1第一節 研究背景與動機...............................1第二節 研究目的與問題...............................2第三節 研究架構與流程...............................3第二章 文獻探討 ................................... 5第一節 成長策略.....................................5第二節 多角化策略...................................7第三節 組織關鍵活動 ................................10第三章 個案分析 ....................................19第一節 鴻海集團.....................................19一、組織介紹........................................19二、業務範疇........................................20三、事業發展歷程....................................20第二節 統一集團.....................................22一、組織介紹........................................22二、業務內容及其營業比重.............................24三、集團重要發展歷程 ................................25第三節、遠東集團....................................26一、組織介紹 .......................................26二、業務範圍 .......................................28三、事業發展歷程 ...................................28第四章 研究分析與討論 .............................. 31第一節 研究分析.....................................31第二節 研究發現.....................................48一、成長策略之選擇..................................48二、成長策略以及組織關鍵活動之關聯....................49第五章 結論 ....................................... 54第一節 研究結論......................................54第二節 研究貢獻......................................55第三節 研究限制以及未來研究建議.......................55參考文獻 .......................................... 57中文部分............................................57參考網站............................................58英文部分............................................60附錄一 次級資料索引表 .............................. 64 zh_TW dc.format.extent 2583368 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0109363066 en_US dc.subject (關鍵詞) 組織關鍵活動 zh_TW dc.subject (關鍵詞) 企業成長 zh_TW dc.subject (關鍵詞) 成長策略 zh_TW dc.subject (關鍵詞) 製造業 zh_TW dc.subject (關鍵詞) 個案研究 zh_TW dc.subject (關鍵詞) Organizational critical activities en_US dc.subject (關鍵詞) Enterprise growth en_US dc.subject (關鍵詞) Growth strategy en_US dc.subject (關鍵詞) Manufacturing en_US dc.subject (關鍵詞) Case study en_US dc.title (題名) 企業成長策略與組織關鍵活動之關聯探討–以多個案公司為例 zh_TW dc.title (題名) A Study of Relationship between Business Growth Strategy and Organizational Critical Activities - Take many companies as example en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 參考文獻中文部分1.方至民(民101)。策略管理。台北: 前程出版社2.天下調查中心 (民109)。2020《天下》兩千大調查，天下雜誌698期，127頁。3.司徒達賢(民68)，企業政策與策略規劃，台北：東華書局。4.司徒達賢(民90)。策略管理新論-觀念架構與分析方法。台北：智勝文化事業有限公司。5.門田安弘、蔡揚宗、黃至堅(民95)。由製造業主導流通系統的構築與支配之研究以統一企業為例:一體通路行銷整合 利基串聯實現綜效。會計研究月刊，200605 (246期)，52-62,64-65頁。6.林民頤(民99)。遠東集團多角化經營策略與績效探析。國立交通大學管理學院碩士在職專班科技管理組碩士論文，新竹市。7.陳芃婷(民92)。鴻海企業經營策略之研究。國立交通大學科技管理研究所碩士論文，新竹市。8.許文琇(民98)。組織關鍵活動與組織策略類型關聯性之研究：以高科技產業為例。國立中正大學資訊管理研究所碩士論文，嘉義縣。9.陳怜潔(民101)。食品業集團的發展策略與分析。國立中山大學管理學院國際經營管理碩士學程碩士論文，高雄市。10.遠東集團60 周年慶籌備委員會出版組(民98)。遠東集團60 周年特刊，遠東集團，台北。11.劉冠宏(民109)。導入工業4.0支援組織關鍵活動之促進與阻礙因素。國立政治大學資訊管理研究所碩士論文，台北市。參考網站王一芝(民109年5月18日)。營收超過家樂氏、明治，全球第12大的統一曾經是一艘「破船」？。天下雜誌。民110年8月25日，取自：https://www.cw.com.tw/article/5100302?template=transformers。王榮章(民99年1月7日)。遠東四大將暢談2010年新布局。今周刊。民110年8月20日，取自：https://www.businesstoday.com.tw/article/category/183016/post/201001070006/%E9%81%A0%E6%9D%B1%E5%9B%9B%E5%A4%A7%E5%B0%87%E6%9A%A2%E8%AB%872010%E5%B9%B4%E6%96%B0%E5%B8%83%E5%B1%80。統一集團。公司年報，2016~2020。民110年8月10日，取自：https://www.ir-cloud.com/taiwan/1216/irwebsite_c/index.php?mod=annual 。陳曉夫(民99年9月16日)。彭博商周郭台銘專訪完整轉載。今周刊。民110年8月20日，取自：https://www.businesstoday.com.tw/article/category/154685/post/201009160011/%E5%BD%AD%E5%8D%9A%E5%95%86%E5%91%A8%E9%83%AD%E5%8F%B0%E9%8A%98%E5%B0%88%E8%A8%AA%E5%AE%8C%E6%95%B4%E8%BD%89%E8%BC%89。遠東集團。公司年報，2016~2020。民110年8月10日，取自：https://investor.fenc.com/report.aspx?lang=zh&id=80 。經濟部統計處。製造業產值統計。民110年8月5日，取自：https://www.moea.gov.tw/Mns/dos/bulletin/Bulletin.aspx?kind=7&html=1&menu_id=6726&bull_id=8460。熊毅晰(民103年10月14日)。遠東新世紀 一條龍研發，翻轉老靈魂。天下雜誌。民110年8月20日，取自：https://www.cw.com.tw/article/5061885。蔡宗憲(民105年9月19日)。鴻海併購其實是「構」、「竝」 與併入公司並肩作戰。鉅亨網。民110年8月20日，取自：https://tw.news.yahoo.com/%E9%B4%BB%E6%B5%B7%E4%BD%B5%E8%B3%BC%E5%85%B6%E5%AF%A6%E6%98%AF-%E6%A7%8B-%E7%AB%9D-%E8%88%87%E4%BD%B5%E5%85%A5%E5%85%AC%E5%8F%B8%E4%B8%A6%E8%82%A9%E4%BD%9C%E6%88%B0-104948458.html。謝明玲(民103年10月14日)。統一企業 品牌管理，養出金牛。天下雜誌。民110年8月25日，取自：https://www.cw.com.tw/article/5061891 。鴻海集團。公司年報，2016~2020。民110年8月10日，取自：https://www.honhai.com/zh-tw/investor-relations/financial-information/annual-reports。英文部分1.Aaker, D.A.(1984). 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