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題名 相關多角化企業共享活動與控制方式之探討
作者 吳政達
Wu, Cheng-Ta
貢獻者 于卓民<br>林淑姬
<br>
吳政達
Wu, Cheng-Ta
關鍵詞 相關多角化
共享活動
總公司控制方式
日期 2004
上傳時間 18-Sep-2009 13:37:35 (UTC+8)
摘要 由於成長的壓力以及全球化趨勢成形，國內有越來越多的企業開始從事多角化擴張，由單一事業/產品跨足到多事業/產品領域，策略的層次也由事業單位策略(business strategy)提升到總體策略(corporate strategy)。國內探討多角化之研究如雨後春筍般陸續出現，然而，過去的文獻多半集中於探討各種不同多角化策略與績效間的關係，甚少討論多角化策略執行的議題(implementation)，也就是多角化企業之總公司如何透過適當的組織機制，管理與旗下事業單位(business unit)之間的關係。整理過去討論多角化企業組織機制的文獻，本研究選擇總公司控制方式為主要的探討變數，包括了『事業單位自主權』與『績效評估方式』。
由於無相關多角化企業之事業單位間的相關程度極低，因此，大多數的研究都同意總公司應給予事業單位高度自主權與採客觀績效指標評估之，較無太多的討論空間；而相關多角化企業之事業單位相關程度高，單位間具有共享的價值活動達成規模/範疇經濟的效益，例如共享研發、製造、業務等活動，其管理之複雜度遠高於無相關多角化企業。因此，本研究主要探討相關多角化與總公司控制方式之關係，以及此關係受到哪些權變因素之影響，使得不同企業採取的控制方式不同。
本研究採取個案研究法，針對國內六家相關多角化企業之高階主管進行深入的訪談。研究結果發現，相關多角化與總公司控制方式之關係會受到六個權變因素之影響，本研究所歸納之命題分述如下：
（1） 在相關多角化企業中，當事業單位相關程度越高，則總公司給予事業單位的自主程度越低；反之，自主程度則越高。
（2） 事業單位規模：當事業單位規模越大，即使事業單位間相關程度高，各事業單位仍會採取設立專屬活動之方式，進而使得總公司給予事業單位較高之自主權，並採用客觀之評估方式。
（3） 產業環境不確定性：當產業環境變動劇烈，即使事業單位間之相關程度高，仍應給予事業單位較高之自主權，並採用客觀之評估方式。反之，產業環境穩定，即使事業單位之相關程度低，則仍『有可能』給予事業單位較低之自主權。
（4） 共享活動供需差距：共享活動之供給量越多，則事業單位間爭奪資源程度越低，即使事業單位相關程度高，總公司仍應給予事業單位較高之自主權，並採用客觀之評估方式。
（5） 共享資源型態：事業單位所共享之活動如屬於無形之資源，由於其協調與妥協成本低，即使事業單位相關程度高，總公司仍應給予事業單位較高之自主權，並採用客觀之評估方式。
（6） 事業單位之競爭策略：當事業單位差異化/低成本是源自於專屬活動時，即使事業單位相關程度高，總公司應給予較大之自主權與採取客觀方式評定事業單位之績效。反之，則還需視共享活動供需差距與資源型態採用適合的控制方式。
（7） 事業單位之策略性任務：當事業單位負有策略性任務時，即使事業部間的關聯性不高，總公司仍會給予事業單位較低之自主權與採主觀之績效評估方式。
（8） 文化控制：當事業單位間擁有共享互助的文化時，總公司可給予事業單位較高之自主權，降低其介入營運性決策的可能性與爭奪資源的衝突，增加決策之速度與彈性。

雖然過去多數的研究都同意相關多角化事業單位之自主權會低於無相關多角化，然而，由本研究之命題可知，在某些條件下，相關多角化企業之事業單位仍可享有高度之自主權。總公司應綜合考量這些可能的權變因素，權衡共享活動所帶來的效益與機會成本，採取適當的控制方式。
參考文獻 中文部分
1.司徒達賢，策略管理新論，智勝出版社，2001年
2. 朱文儀 & 莊正民，”決策自主程度對多角化企業之事業單位經營績效之影響：情境觀點與文化控制觀點之探討”，亞太管理評論，第四卷第四期，1999年，頁345-356。
3. 莊永順，”企業國際化策略之研究--以台灣工業電腦產業為例”，國立台灣大學國際企業學研究所未出版之碩士論文，民91年。
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5. Collis & Montgomery, “創造企業優勢”, 企業策略:哈佛商業評論，天下文化出版社，李芳齡譯，1998年，頁1-34
6. Michael Porter，競爭優勢(上)(下)，天下遠見出版社，李明軒、邱如美譯，1985年
7. 瑞傳科技91年度公開說明書
8. 惠普科技1994年年報
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10. 緯創資通91年度公開說明書
英文部分
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描述 碩士
國立政治大學
企業管理研究所
91355011
93
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0913550111
資料類型 thesis
dc.contributor.advisor 于卓民<br>林淑姬zh_TW
dc.contributor.advisor <br>en_US
dc.contributor.author (Authors) 吳政達zh_TW
dc.contributor.author (Authors) Wu, Cheng-Taen_US
dc.creator (作者) 吳政達zh_TW
dc.creator (作者) Wu, Cheng-Taen_US
dc.date (日期) 2004en_US
dc.date.accessioned 18-Sep-2009 13:37:35 (UTC+8)-
dc.date.available 18-Sep-2009 13:37:35 (UTC+8)-
dc.date.issued (上傳時間) 18-Sep-2009 13:37:35 (UTC+8)-
dc.identifier (Other Identifiers) G0913550111en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/35035-
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zh_TW
dc.description (描述) 91355011zh_TW
dc.description (描述) 93zh_TW
dc.description.abstract (摘要) 由於成長的壓力以及全球化趨勢成形，國內有越來越多的企業開始從事多角化擴張，由單一事業/產品跨足到多事業/產品領域，策略的層次也由事業單位策略(business strategy)提升到總體策略(corporate strategy)。國內探討多角化之研究如雨後春筍般陸續出現，然而，過去的文獻多半集中於探討各種不同多角化策略與績效間的關係，甚少討論多角化策略執行的議題(implementation)，也就是多角化企業之總公司如何透過適當的組織機制，管理與旗下事業單位(business unit)之間的關係。整理過去討論多角化企業組織機制的文獻，本研究選擇總公司控制方式為主要的探討變數，包括了『事業單位自主權』與『績效評估方式』。
由於無相關多角化企業之事業單位間的相關程度極低，因此，大多數的研究都同意總公司應給予事業單位高度自主權與採客觀績效指標評估之，較無太多的討論空間；而相關多角化企業之事業單位相關程度高，單位間具有共享的價值活動達成規模/範疇經濟的效益，例如共享研發、製造、業務等活動，其管理之複雜度遠高於無相關多角化企業。因此，本研究主要探討相關多角化與總公司控制方式之關係，以及此關係受到哪些權變因素之影響，使得不同企業採取的控制方式不同。
本研究採取個案研究法，針對國內六家相關多角化企業之高階主管進行深入的訪談。研究結果發現，相關多角化與總公司控制方式之關係會受到六個權變因素之影響，本研究所歸納之命題分述如下：
（1） 在相關多角化企業中，當事業單位相關程度越高，則總公司給予事業單位的自主程度越低；反之，自主程度則越高。
（2） 事業單位規模：當事業單位規模越大，即使事業單位間相關程度高，各事業單位仍會採取設立專屬活動之方式，進而使得總公司給予事業單位較高之自主權，並採用客觀之評估方式。
（3） 產業環境不確定性：當產業環境變動劇烈，即使事業單位間之相關程度高，仍應給予事業單位較高之自主權，並採用客觀之評估方式。反之，產業環境穩定，即使事業單位之相關程度低，則仍『有可能』給予事業單位較低之自主權。
（4） 共享活動供需差距：共享活動之供給量越多，則事業單位間爭奪資源程度越低，即使事業單位相關程度高，總公司仍應給予事業單位較高之自主權，並採用客觀之評估方式。
（5） 共享資源型態：事業單位所共享之活動如屬於無形之資源，由於其協調與妥協成本低，即使事業單位相關程度高，總公司仍應給予事業單位較高之自主權，並採用客觀之評估方式。
（6） 事業單位之競爭策略：當事業單位差異化/低成本是源自於專屬活動時，即使事業單位相關程度高，總公司應給予較大之自主權與採取客觀方式評定事業單位之績效。反之，則還需視共享活動供需差距與資源型態採用適合的控制方式。
（7） 事業單位之策略性任務：當事業單位負有策略性任務時，即使事業部間的關聯性不高，總公司仍會給予事業單位較低之自主權與採主觀之績效評估方式。
（8） 文化控制：當事業單位間擁有共享互助的文化時，總公司可給予事業單位較高之自主權，降低其介入營運性決策的可能性與爭奪資源的衝突，增加決策之速度與彈性。

雖然過去多數的研究都同意相關多角化事業單位之自主權會低於無相關多角化，然而，由本研究之命題可知，在某些條件下，相關多角化企業之事業單位仍可享有高度之自主權。總公司應綜合考量這些可能的權變因素，權衡共享活動所帶來的效益與機會成本，採取適當的控制方式。		zh_TW
dc.description.tableofcontents 中文摘要 I
目 錄 IV
表目錄 V
圖目錄 VI
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究問題與目的 3
第三節 研究架構與流程 5
第二章 文獻探討 7
第一節 多角化之定義、種類、綜效與績效表現 7
第二節 總公司與事業單位之關係 16
第三節 多角化策略與各項組織設計之關係 23
第三章 研究架構與研究方法 45
第一節 研究架構 45
第二節 研究方法 51
第四章 個案分析 55
第一節 訪談之個案與分析流程 55
第二節 工業電腦產業分析 56
第三節 瑞傳科技 59
第四節 研華科技 70
第五節 惠普科技 78
第六節 信邦電子 85
第七節 技嘉科技 93
第八節 緯創資通 101
第九節 命題發展 106
第五章 結論與建議 116
第一節 研究結論 116
第二節 管理之涵意 120
第三節 研究限制與未來研究方向 122
附錄 訪談問卷 124
參考文獻 126		zh_TW
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dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0913550111en_US
dc.subject (關鍵詞) 相關多角化zh_TW
dc.subject (關鍵詞) 共享活動zh_TW
dc.subject (關鍵詞) 總公司控制方式zh_TW
dc.title (題名) 相關多角化企業共享活動與控制方式之探討zh_TW
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 中文部分zh_TW
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