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題名 企業生命週期階段成長策略與管理控制之探討-以某家用裝飾止滑業公司為例
The Study of Lifecycle Stage Growth Strategies and Management Control
作者 何玉美
貢獻者 李仁芳
何玉美
關鍵詞 企業生命週期
成長策略
管理控制
Business Life Cycle
Growth Strategies
Management & Control
日期 2009
上傳時間 3-Sep-2013 11:41:01 (UTC+8)
摘要 本研究乃基於塑化原料價格維持高檔下，且中國政策改變營運成本大幅增加，如何提升營運成效的背景動機而投入進行。而本研究的目的，乃期瞭解企業生命周期與策略管理之關連、確認大陸台商塑膠製品公司之產品方向、掌握大陸台商塑膠製品公司各階段之成長策略與管理控制。
為促使本研究的周延，乃從企業生命週期面、企業策略管理面、企業成長面之能力與管控企三方面進行文獻探討，藉以獲得正確的研究知識與並啟發基礎的研究觀念，進而奠立本研究的研究架構與實施步驟，以促研究的有序進行。
另外，基於本研究議題之敏感，且願意公開的大陸台商塑膠製品公司家數甚少，再加上本研究主題乃台商塑膠製品公司前往大陸發展自然演變而產生，故本研究採取探索性的個案研究。而研究架構，乃以公司生命周期階段、公司策略架構、公司管理控制設計三方面為主發展。而研究方法，主要採行文獻探討與個案研究。
對於個案公司的分析，首先從個案內部現況進行分析、其次針對個案階段發展進行分析、再者就個案的外部環境、策略模型、成長發展進行分析、最後，再從個案管理控制投入分析。
經過上述的個案研究，本研究提出如下的結論：
(一)個案公司成長階段的確認。
(二)個案公司產業競爭的分析。
(三)個案公司成長策略的訂定。
(四)個案公司管理控制模式的發展。
本研究對個案公司提出如下的建議：
(一)人力資源的培育
(二)營運模式的調整
(三)核心能耐的掌握
至於，對未來研究的建議：
(一)研究個案的增加
(二)研究方法的改變
(三)研究方向的拓展
The background of the study was the plastic-material price was high, the Chinese policy was changing and the operating costs was increasing. The motivation of the study was how to enhance operate effectively of the industry. The purpose of the study was listed as follow, to understand the connecting the business life cycle with strategic management, to confirm the product direction of Taiwanese plastics companies, to grasp the growth strategy and management control of the companies at all stages.
The analysis architecture of the study based on 6 directions of the case: the operation situation, the development strategy, the external environment, strategic model, growth development and management &control. Because the issue of the study was sensitive and the industry was unique, the study approach was the case study.
The conclusion of the study presented 3 directions:
1.To confirm the growth stage of the case.
2.To analysis the industry competitiveness of the case.
3. To plan the growth strategy of the case.
4.To development the management control model of the case.
The suggestion of the study presented 2 directions:
1. To the case:
The case had to cultivate the human resource, adjust the operation model, grasp the core competence.
2.To the future study:
a. To increase the research data-
to help comparing kinds of study results.
b. To change the research method-
to help verifying the theory and physical situations.
c. To explore new research directions-
to help building the concepts of the acquiring & merging for our business.
參考文獻 A. Caruana, M.H. Morris, and A.J. Vella, The Effect of Centralization and Formalization on Entrepreneurship in Export Firms, Journal of Small business Management, Jan. 1998, pp.16-29.
A. Y. Lewin and H. W. Voloberda, Prolegomena on Coevolution: A Framework for Research on Strategy and New Organizational Forms, Organization Science, Oct. 1999, pp519.-534.
C. Farrell, K. Rebello, R.D. Hof, and M. Maremont, The Boom in IPOs, Business Week, Dec.18, 1995, pp.64-72.
C.Havens and E. Knapp, “Easing into Knowledge Management,” Strategy & Leadershop, March/April 1999, pp4-9.
C.V. Callahan and B. A. Pasternack, “Corporate Strategy in the Digital Age,” Strategy & Business, Issue 15(2nd Quarter1999), p.3.
C. W.Hofer and D. Schendel, Strategy Formulation:Analytical Concepts, St. Paul. MN:West Publishing Co.. 1978, p.77.
D.A.Garvin, Building a Learning Organization, Harvard Business Review, July/August 1993, p80.
D.J. Hickson, R.J. Butler, D. Cray, G.R. Mallory, and D.C. Wilson, Top Decisions: Strategic Decision-Making in Organizations, Jossey-Bass, 1986, pp.26-42.
E. Corcoran, The E Gang, Fortune, July 24,2000, p.146.
E. Turban, J. K. Lee, D. King, J. McKay, and P. Marshall, Electronic Commerce: A Managerial Perspective 5/e, Pearson Education , 2008.
F. W. Gluck, S. P. Kaufmanm and A. S. Walleck, “The Four Phases of Strategic Management,” Journal of Business Strategy(Winter 1982), PP.9-21
Greiner. Evolution and Revolution as organization Grow. Harvard Business Review,1972.
H.Aldrich, Organizations Evolving, Sage 1999,pp43-74.
H. Mintzberg, The Structuring of Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1979), 215-297.
H. Mintzberg, "Organization Design: Fashion or Fit?" Harvard Business Review 59 (January-February 1981): 103- 116.
H.Mintzberg, “Strategy-Making in Three Modes,” California Management Review, Winter 1973, pp.44-53.
I. Adizes, Managing Corporate Lifecycles, Prentice Hall; September, 1999.
J.A.C. Baum, Organizational Ecology, Handbook of Organization Stuudies, edited by S.R. Clegg, C. Handy, and W.Nord, Sage,1996, pp77-114.
J. B. Quinn, Strategics for Change: Logical Incrementalism, Homewood, I11:Irwin, 1980, p.58.
J. B.T homas, S.M. Clark, and D.A. Gioia, Strategic Sensemaking and Organizational Performance:Linkage Among Scanning, Interpretaion, Action, Outcomes, Academy of Management Journal, April 1993, pp.239-270.
J.W. Petty and W.D. Bygrave, What Does Finance Have to Say to the Entepreneur? Journal of Small Business Finance, Spring 1993, pp.125-137.
K.D. Brouthers, F. Andriessen, and J. Nicolaes, Driving Blind: Strategic Decision-Making in Small Companies, Long Range Planning, Feb. 1998, pp.130-138.
M. Haire, Biological Models and Empirical Histories in the Growth of Organizations[D]. New York：John Wiley，1959：1-5.
M. E.Porter , “What is Strategy?” Harvard Business Review, Nov-Dev 1996
N.C. Churchill and V. L. Lewis, The Five Stages of Small Business Growth, Harvard Business Review, May-June 1983, pp.30-50.
R. A. D’Aveni, Hypercompetition, New York, Free Press, 1994.
P.M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization, New York. Doubleday, 1990.
R.M. Kanter, “Managing the Extended Enterprise in a Globally Connected World,” OrganizationalE Dynamics (Summer 1999), pp7-23.
R. N. Anthony and V. Govindarajan, Management Control Systems, McGraw-Hill/Irwin; 12 edition , 2006.
R.S.M. Lau, Strategic Flexibility: A New Reality for World-Class Manufacturing. SAM Advanced Management Journal, Spring 1996, pp 11-15.
S. M. Puffer, Global Executive: Intel’s Andrew Grove on Competitiveness, Academy of Management Executive, Feb. 1999, pp.15-24.
T. L. Wheelen and D. L. Hunger, Strategic Management & Business Policy, 12/e, Prentice Hall, 2009.
描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
95932421
98
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0095932421
資料類型 thesis
dc.contributor.advisor 李仁芳zh_TW
dc.contributor.author (Authors) 何玉美zh_TW
dc.creator (作者) 何玉美zh_TW
dc.date (日期) 2009en_US
dc.date.accessioned 3-Sep-2013 11:41:01 (UTC+8)-
dc.date.available 3-Sep-2013 11:41:01 (UTC+8)-
dc.date.issued (上傳時間) 3-Sep-2013 11:41:01 (UTC+8)-
dc.identifier (Other Identifiers) G0095932421en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/59652-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 95932421zh_TW
dc.description (描述) 98zh_TW
dc.description.abstract (摘要) 本研究乃基於塑化原料價格維持高檔下，且中國政策改變營運成本大幅增加，如何提升營運成效的背景動機而投入進行。而本研究的目的，乃期瞭解企業生命周期與策略管理之關連、確認大陸台商塑膠製品公司之產品方向、掌握大陸台商塑膠製品公司各階段之成長策略與管理控制。
為促使本研究的周延，乃從企業生命週期面、企業策略管理面、企業成長面之能力與管控企三方面進行文獻探討，藉以獲得正確的研究知識與並啟發基礎的研究觀念，進而奠立本研究的研究架構與實施步驟，以促研究的有序進行。
另外，基於本研究議題之敏感，且願意公開的大陸台商塑膠製品公司家數甚少，再加上本研究主題乃台商塑膠製品公司前往大陸發展自然演變而產生，故本研究採取探索性的個案研究。而研究架構，乃以公司生命周期階段、公司策略架構、公司管理控制設計三方面為主發展。而研究方法，主要採行文獻探討與個案研究。
對於個案公司的分析，首先從個案內部現況進行分析、其次針對個案階段發展進行分析、再者就個案的外部環境、策略模型、成長發展進行分析、最後，再從個案管理控制投入分析。
經過上述的個案研究，本研究提出如下的結論：
(一)個案公司成長階段的確認。
(二)個案公司產業競爭的分析。
(三)個案公司成長策略的訂定。
(四)個案公司管理控制模式的發展。
本研究對個案公司提出如下的建議：
(一)人力資源的培育
(二)營運模式的調整
(三)核心能耐的掌握
至於，對未來研究的建議：
(一)研究個案的增加
(二)研究方法的改變
(三)研究方向的拓展		zh_TW
dc.description.abstract (摘要) The background of the study was the plastic-material price was high, the Chinese policy was changing and the operating costs was increasing. The motivation of the study was how to enhance operate effectively of the industry. The purpose of the study was listed as follow, to understand the connecting the business life cycle with strategic management, to confirm the product direction of Taiwanese plastics companies, to grasp the growth strategy and management control of the companies at all stages.
The analysis architecture of the study based on 6 directions of the case: the operation situation, the development strategy, the external environment, strategic model, growth development and management &control. Because the issue of the study was sensitive and the industry was unique, the study approach was the case study.
The conclusion of the study presented 3 directions:
1.To confirm the growth stage of the case.
2.To analysis the industry competitiveness of the case.
3. To plan the growth strategy of the case.
4.To development the management control model of the case.
The suggestion of the study presented 2 directions:
1. To the case:
The case had to cultivate the human resource, adjust the operation model, grasp the core competence.
2.To the future study:
a. To increase the research data-
to help comparing kinds of study results.
b. To change the research method-
to help verifying the theory and physical situations.
c. To explore new research directions-
to help building the concepts of the acquiring & merging for our business.		en_US
dc.description.tableofcontents 第一章 緒論……………………………………………………………1
第一節 研究背景與研究動機…………………………………1
第二節 研究目的………………………………………………4
第二章 文獻探討………………………………………………………6
第一節 策略管理………………………………………………6
第二節 企業生命週期 ………………………………………63
第三節 不同策略下的管理控制 ……………………………95
第三章 研究架構與方法 ……………………………………………114
第一節 研究架構……………………………………………114
第二節 研究方法……………………………………………114
第三節 研究流程……………………………………………116
第四節 研究限制……………………………………………117
第四章 個案說明……………………………………………………118
第一節 產業概況分析………………………………………118
第二節 個案公司分析………………………………………127
第五章 結論建議……………………………………………………148
第一節 結論…………………………………………………148
第二節 建議…………………………………………………150
參考文獻………………………………………………………………154

圖目錄
圖1-1原油價格走勢圖…………………………………………………1
圖1-2主要塑膠原料價格走勢圖………………………………………3
圖2-1是策略決策過程 ………………………………………………18
圖2-2PEST分析 ………………………………………………………22
圖2-3影響行業競爭性的五種力量 …………………………………27
圖2-4價值鏈 …………………………………………………………31
圖2-5價值鏈系統 ……………………………………………………35
圖2-6SWOT分析圖示 ………………………………………………39
圖2-7SPACE矩陣………………………………………………………40
圖2-8SPACE矩陣多種的組合…………………………………………43
圖2-9波士頓顧問公司的成長一佔有率矩陣 ………………………45
圖2-10理想的發展次序 ………………………………………………47
圖2-11市佔率契機圖 …………………………………………………49
圖2-12競爭者的成長速度 ……………………………………………50
圖2-13BCG的優勢矩陣 ………………………………………………52
圖2-14產業矩陣 ………………………………………………………55
圖2-15外部因素分析彙總(EFAS)矩陣 ………………………………57
圖2-16內部因素分析彙總(IFAS)矩陣 ………………………………60
圖2-17SFAS矩陣………………………………………………………62
圖2-18企業規模成長對組織結構的影響 ……………………………91
圖2-19策略實施架構 …………………………………………………96
圖3-1研究架構圖 ……………………………………………………114
圖3-2研究流程圖 ……………………………………………………116
圖4-1塑膠製品簡要製造流程 ………………………………………118
圖4-2個案公司香港分公司組織圖 …………………………………129
圖4-3個案公司總部組織圖 …………………………………………130


表目錄
表2-1SWOT—潛在的關鍵因素………………………………………37
表2-2不同研究對生命週期階段數目的劃分 ………………………65
表2-3企業生命週期各階段比較 ……………………………………86
表2-4企業不同生命週期階段的組織結構與管理體制選擇模式 …94
表2-5不同公司策略的組織結構含義 ………………………………98
表2-6不同的公司策略的管理控制含義……………………………101
表2-7不同的策略使命的策略規劃過程的含義……………………104
表2-8不同的策略使命的預算的含義………………………………106
表4-1塑膠皮、板、管材製造業之細項產業定義及其產品項目表119
表4-2塑膠皮製造業產品項目………………………………………119
表4-3塑膠布製造業產品項目………………………………………120
表4-4塑膠管板製造業產品項目……………………………………120
表4-5塑膠皮、板、管材製造業產品銷售值比重…………………124
表4-6前五大出口國家/地區 ………………………………………125
表4-7部門職務表……………………………………………………130		zh_TW
dc.format.extent 977909 bytes-
dc.format.mimetype application/pdf-
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0095932421en_US
dc.subject (關鍵詞) 企業生命週期zh_TW
dc.subject (關鍵詞) 成長策略zh_TW
dc.subject (關鍵詞) 管理控制zh_TW
dc.subject (關鍵詞) Business Life Cycleen_US
dc.subject (關鍵詞) Growth Strategiesen_US
dc.subject (關鍵詞) Management & Controlen_US
dc.title (題名) 企業生命週期階段成長策略與管理控制之探討-以某家用裝飾止滑業公司為例zh_TW
dc.title (題名) The Study of Lifecycle Stage Growth Strategies and Management Controlen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) A. Caruana, M.H. Morris, and A.J. Vella, The Effect of Centralization and Formalization on Entrepreneurship in Export Firms, Journal of Small business Management, Jan. 1998, pp.16-29.
A. Y. Lewin and H. W. Voloberda, Prolegomena on Coevolution: A Framework for Research on Strategy and New Organizational Forms, Organization Science, Oct. 1999, pp519.-534.
C. Farrell, K. Rebello, R.D. Hof, and M. Maremont, The Boom in IPOs, Business Week, Dec.18, 1995, pp.64-72.
C.Havens and E. Knapp, “Easing into Knowledge Management,” Strategy & Leadershop, March/April 1999, pp4-9.
C.V. Callahan and B. A. Pasternack, “Corporate Strategy in the Digital Age,” Strategy & Business, Issue 15(2nd Quarter1999), p.3.
C. W.Hofer and D. Schendel, Strategy Formulation:Analytical Concepts, St. Paul. MN:West Publishing Co.. 1978, p.77.
D.A.Garvin, Building a Learning Organization, Harvard Business Review, July/August 1993, p80.
D.J. Hickson, R.J. Butler, D. Cray, G.R. Mallory, and D.C. Wilson, Top Decisions: Strategic Decision-Making in Organizations, Jossey-Bass, 1986, pp.26-42.
E. Corcoran, The E Gang, Fortune, July 24,2000, p.146.
E. Turban, J. K. Lee, D. King, J. McKay, and P. Marshall, Electronic Commerce: A Managerial Perspective 5/e, Pearson Education , 2008.
F. W. Gluck, S. P. Kaufmanm and A. S. Walleck, “The Four Phases of Strategic Management,” Journal of Business Strategy(Winter 1982), PP.9-21
Greiner. Evolution and Revolution as organization Grow. Harvard Business Review,1972.
H.Aldrich, Organizations Evolving, Sage 1999,pp43-74.
H. Mintzberg, The Structuring of Organizations (Englewood Cliffs, N.J.: Prentice-Hall, 1979), 215-297.
H. Mintzberg, "Organization Design: Fashion or Fit?" Harvard Business Review 59 (January-February 1981): 103- 116.
H.Mintzberg, “Strategy-Making in Three Modes,” California Management Review, Winter 1973, pp.44-53.
I. Adizes, Managing Corporate Lifecycles, Prentice Hall; September, 1999.
J.A.C. Baum, Organizational Ecology, Handbook of Organization Stuudies, edited by S.R. Clegg, C. Handy, and W.Nord, Sage,1996, pp77-114.
J. B. Quinn, Strategics for Change: Logical Incrementalism, Homewood, I11:Irwin, 1980, p.58.
J. B.T homas, S.M. Clark, and D.A. Gioia, Strategic Sensemaking and Organizational Performance:Linkage Among Scanning, Interpretaion, Action, Outcomes, Academy of Management Journal, April 1993, pp.239-270.
J.W. Petty and W.D. Bygrave, What Does Finance Have to Say to the Entepreneur? Journal of Small Business Finance, Spring 1993, pp.125-137.
K.D. Brouthers, F. Andriessen, and J. Nicolaes, Driving Blind: Strategic Decision-Making in Small Companies, Long Range Planning, Feb. 1998, pp.130-138.
M. Haire, Biological Models and Empirical Histories in the Growth of Organizations[D]. New York：John Wiley，1959：1-5.
M. E.Porter , “What is Strategy?” Harvard Business Review, Nov-Dev 1996
N.C. Churchill and V. L. Lewis, The Five Stages of Small Business Growth, Harvard Business Review, May-June 1983, pp.30-50.
R. A. D’Aveni, Hypercompetition, New York, Free Press, 1994.
P.M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization, New York. Doubleday, 1990.
R.M. Kanter, “Managing the Extended Enterprise in a Globally Connected World,” OrganizationalE Dynamics (Summer 1999), pp7-23.
R. N. Anthony and V. Govindarajan, Management Control Systems, McGraw-Hill/Irwin; 12 edition , 2006.
R.S.M. Lau, Strategic Flexibility: A New Reality for World-Class Manufacturing. SAM Advanced Management Journal, Spring 1996, pp 11-15.
S. M. Puffer, Global Executive: Intel’s Andrew Grove on Competitiveness, Academy of Management Executive, Feb. 1999, pp.15-24.
T. L. Wheelen and D. L. Hunger, Strategic Management & Business Policy, 12/e, Prentice Hall, 2009.		zh_TW