策略與組織的適配性研究：以華碩及其子公司為例

Abstract

企業經營一段時間後成長的幅度總是會達到飽和，如何找到新的方向讓企業持續成長是每一個公司企業必需面對的問題。透過企業轉型，找出第二成長曲線以及做好變革管理成為必經的過程。本研究藉由相關理論與深入探討目前台灣最大的個人電腦製造廠商－「華碩電腦股份有限公司」從一開始採用策略聯盟的方式與異業合作進入IPC產業、接著再併購IPC同業、最後再自行成立事業群轉型發展自有品牌拓展AIOT業務的完整過程。透過三階段（學習模仿期、磨合適應期、主導發展期）的分析歸納出以四個洞見： 1.ＡＩ是趨勢，也是電腦設備商下一階段的勝負關鍵 2.母子公司間的組織協同能力為企業成長關鍵 3.雙軌轉型，以求綜效 4.策略適配性問題環環相扣，應作全局規劃 以及探討當企業為適應不同環境而制訂出不同的策略時，對應經營策略而調整其組織結構後所產生的適配性問題，並針對這些問題提出解決方法的建議。

After a period of operation, the growth of a business often reaches saturation. Finding new directions for continuous growth becomes a challenge that every company must face. Through business transformation, identifying a second growth curve and managing change effectively becomes an essential process. This study, based on relevant theories, delves into the complete process of how ASUS, the largest personal computer manufacturer in Taiwan, initially entered the IPC industry through strategic alliances and cross-industry cooperation, then acquired IPC peers, and finally established its own business group to develop its own brand and expand AIOT business. Through the analysis of three stages (learning and imitation period, adaptation period, and leading development period), four insights are summarized:

1.AI is a trend and a key factor for the next stage of success for computer equipment manufacturers. 2.Organizational synergy between parent and subsidiary companies is crucial for business growth. 3.Dual-track transformation aims for synergy. 4.Strategic fit issues are interconnected and should be planned holistically.

Additionally, this study explores the compatibility issues that arise when a company adjusts its organizational structure to align with different strategies formulated to adapt to various environments and provides suggestions for solving these issues.