母公司與子公司國際營運協調機制之研究-以宏碁集團主從架構為例

Abstract

由於1970年代後期全球資訊產品市場快速成長，台灣廠商以優越的商品化與量產能力在世界產業舞台上取得重要地位。其中以宏碁集團在產品多角化與營運國際化的策略與組織的選擇與表現最具代表性。宏碁集團以獨特的「主從架構」創造出有「跨國企業」特色的「整合型網路組織」，達到集團「分工整合」的好處。 本研究屬於縱向的探索性個案研究，目的在於瞭解以宏碁集團為例的母公司與子公司國際營運協調機制。透過初級與次級資料的蒐集，配合相關人員訪談進行，重建個案並加以分析並提出命題。個案時間從宏碁創始的1976年到「二造」之後的2000年。 宏碁集團是屬於「內部市場型」的「網路組織」，母公司與子公司，子公司與子公司之間的交易透過「主從架構」產生依賴，但是當個人電腦產業全球效率的競爭加劇，「市場統治」成為主流，會造成集團內購生產成本比市場高。而當集團內部因為權力過度分散，又缺乏契約關係規範權利義務，誘發怠責與無彈性，也會造成內部交易成本高。這些缺點，會影響集團「全球品牌行銷」的表現。 本研究提出以下五大命題： 一、在高科技產業快速變遷的環境下，能採取意圖策略而又成功是非常少見的，因此大部分公司的策略都是意圖策略與突現策略的綜合體。 二、在高科技產業快速變遷的環境下，有網路組織特性的SBU與RBU分工整合機制，有助於產品多角化發展。 三、當產品已經標準化，而且競爭者透過全球供應練管理做跨國的全球效率競爭時，企業會偏向採用全球產品事業部制。 四、如果集團旗下子公司獨立上市，則產品線劃分協調的困難度會增加。 五、當產品圍繞在幾個標準化平台，而且競爭是跨國界，消費者使用偏好趨同，因為品牌是公司重要資產，「全球品牌領導」的統籌將有助於提升競爭優勢。

With the rapid growth of global IT industry since late 1970s, Taiwanese firms truly have the opportunity to play a key role on a global scale thanks to their extraordinary capabilities in commercialization and mass-production. When it comes to product diversification and internationalization, Acer group’s strategy and organization choices and thus the performance are representative among firms in developing countries. Acer group uses an unique “client-server” organization structure to create an “integrative network organization” that is characteristic of “transnational corporation,” and to achieve the benefits of “disintegration.” This research is a longitudinal exploratory case study to understand the internationalization coordination mechanism of HQ-subsidiary of Acer group. The case is conducted by collecting primary and secondary data, coupled with interviews. The case covers Acer’s inception in 1976 through its “Second Reconstruction” in 2000. This study categories Acer’s “client-server” as internal-market network organization. Through imposed interdependence, Acer gained presence both in global market and PC related product proliferation fast. However, due to the lack of contractual processes, and to the fact that some of the subsidiaries are publicly listed, this laissez-faire network organization is prone to challenges like shirking, inflexibility and higher transaction cost. Main propositions of this research are summarized as followings: 1. In a rapid changing high-tech industry, success based on intended strategy is rare. Rather, most firms employ the mixture of both intended strategy and emergent strategy. 2. In a rapid changing high-tech industry, the disintegration between RBU and SBU that is characteristic of network organization helps product diversification. 3. When product standardization is the norm, and firms compete through supply chain management on global efficiency across boarders, firms will opt for global product division organization. 4. If the subsidiaries are publicly listed, it is more difficult to coordinate the assignment of a new product line among competing subsidiaries. 5. When the products are built around several platforms, competition across boarders, and when customers preference converge, such as in consumer electronics and PC industry, brands are key assets. It calls for “global brand leadership”