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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
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dc.contributor.advisor | 李吉仁 | |
dc.contributor.author | Jung-Fu Chien | en |
dc.contributor.author | 簡榮富 | zh_TW |
dc.date.accessioned | 2021-06-15T13:25:03Z | - |
dc.date.available | 2019-07-06 | |
dc.date.copyright | 2016-07-06 | |
dc.date.issued | 2016 | |
dc.date.submitted | 2016-06-02 | |
dc.identifier.citation | 范博宏,2014,交托之重,北京,東方出版社。
范博宏,2015,關鍵世代,北京,東方出版社。 劉順仁,2015,財報與孫子兵法講義,台北,台灣大學。 湯明哲,李吉仁,黃崇興,2013,管理相對論,台北,高見文化。 湯明哲,2014,策略精論基礎篇,台北,旗標出版。 謝明慧,2015,行銷管理與品牌決策講義,台北,台灣大學。 Chandler Jr., A. D.1962. Strategy and structure: Chapters in the history of the industrial enterprise, Cambridge, MA: M.I.T. Press Gersick, K. E. 1997. Generation to generation: Life cycles of the family business, Cambridge, MA: Harvard Business School Press. Prahalad, C. K. and G. Hamel. 1990. The Core Competence of the Corporation, Harvard Business Review. | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/51092 | - |
dc.description.abstract | 台灣絕大多數的公司屬於中小企業,其中絕大部分都是家族企業。過去台灣隨著亞洲崛起的機會,藉由加工出口、創匯而成長。然而,隨著台灣工資成本上漲,東南亞及大陸的崛起,大部份的中小企業都外移到工資及資源相對低廉的鄰近國家,以持續發展企業競爭力。但台灣中小企業在産業價值鏈中,大部分還是處於加工加值位階,夾在上游原物料供應商及下游一,二階組裝廠之間,以成本及效率賺取微薄的加工利潤,如何轉型成長、以及如何傳承,係本研究所關切的議題。
本研究以個案研究方法,針對一家典型的台灣中小企業,S公司,進行研究。S公司自草創以來,一直以低成本,高營運效率為其核心競爭力,但成本降低的效益則隨產品生命期而遞減;公司因此逐步發展能突破地緣限制的'在地生產,就近服務'策略,在台灣各客戶群聚區,設多個生產基地,並在七個國家設置25個據點,提供即時與客製化的服務,成功地以拉式行銷取代推式行銷。 S公司成功的跨國佈局與快速的成長,逐漸凸顯公司內部無法培養足夠的興業經理人的問題,從而造成進一步成長的限制。本論文乃建議S公司從改變公司的核心股東家族對公司治理的影響力著手,逐步建立家族治理,規劃集團經營的永續發展架構,以家族治理與公司治理的雙層架構,讓家族治理與公司治理能夠互補,進而架構家族經理人,專業經理人,內外部利益關係人的共營,共榮,共享平台,以突破內部成長制約,引進外部資源,讓已經站上國際舞台的S公司,能永續的為世界各地客戶提供優質的産品與服務。 | zh_TW |
dc.description.abstract | From 1970, Taiwan, Hong Kong, Singapore, and Korea (known as the Four Asian Dragons) led the Asian economic markets with unprecedented rapid growth rates. Taiwan's strength during this era of industrialization was its ability to efficiently export processed goods to earn foreign currencies. In recent years, however, domestic labor costs in Taiwan became more expensive than the fast industrialization of other Southeast Asian countries (including China). Most of Taiwanese companies are pertaining to small-and-medium sized firms, the majority of which are family owned entities. Many of these companies are now forced to move manufacturing abroad to neighbor countries where labor and resources are relatively less expensive in order to stay competitive. Furthermore, most of these companies are stuck in an unfavorable position within the supply chain as contractual manufacturing suppliers earning slim margins between the upstream materials supplier and the downstream tier-one and tier-two manufacturing factories. How to transform themselves from such a situation in order to stay going concern becomes a critical issue for research exploration.
In the present thesis, we undertake a case study approach on S company to respond our research inquiry. Since its very beginning, S Company has focused on using a combination of low cost with high efficiency as its core competence to build up its competitive advantage. Forty years ago, the company had the insight to establish the innovative strategy of bringing local production and services to its customers. After careful analysis of its Taiwan customer base, the company set up five factory locations to cater to clients from different regions across the island. In order to arm-length and customized service for its international customers, the company set up service sites in twenty locations within six different countries. The company has succeeded in implementing its pull strategy to replace its old push marketing strategy. Despite its success, fast growing and expansion of the company challenges both the quantity and quality of entrepreneurial managers that the company can internally furnish, a limitation which restricted the speed of the firm’s growth. Based on in-depth case study on the governance structure and management inventory, we suggest the company establish a sustainable structure which balances both family governance and corporate governance and to create an ecosystem which invites internal and external stakeholders to share resources, efforts, and the results together as a way to overcome the restriction of internal resources. Ultimately, this thesis looks to further strengthen the company's current international infrastructure so that it may continue to offer premium products and services to its customer in the future. | en |
dc.description.provenance | Made available in DSpace on 2021-06-15T13:25:03Z (GMT). No. of bitstreams: 1 ntu-105-P02750023-1.pdf: 2511101 bytes, checksum: 268149af3bb09c17930a4b52bb338eb5 (MD5) Previous issue date: 2016 | en |
dc.description.tableofcontents | 目錄
誌謝 i 摘要 ii Abstractiii 目錄iv 圖目錄 vi 表目錄 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 2 第三節 研究目的 4 第四節 研究方法 5 第五節 本文架構 9 第二章 文獻探討 10 第一節 企業經營架構的發展 10 第二節 家族企業/家族治理 12 第三節 公司治理轉型成功的實例 17 第三章 個案公司分析 18 第一節 歷史沿革 18 第二節 發展與成長 20 第三節 成長挑戰 25 第四節 産品/市場/區域 34 第四章 經營架構與公司治理 37 第一節 集團經營管理架構之設計 37 第二節 組織架構 39 第三節 S公司經營架構發展的沿革 40 第五章 家族治理與集團企業發展架構 48 第一節 家族治理 48 第二節 家族治理與公司治理的主要差異點 51 第六章 結論與建議 62 第一節 結論 62 第二節 實務及研究意涵 63 第三節 對未來研究建議 65 參考文獻 66 圖目錄 圖1研究流程圖 7 圖2企業總部與事業部關係 10 圖3企業策略三個領域 12 圖4不同類型企業分布圖 13 圖5個案公司成長足跡圖 19 圖6核心競爭力根源圖 20 圖7成長的策略規劃邏輯圖 22 圖8第二成長曲線的管理挑戰圖 24 圖9公司的組織架構形成的關鍵因素圖 37 圖10各廠獨立運作模式改為水平分工 41 圖11組織架構圖(I) 44 圖12組織架構圖(II) 44 圖13構思能產生綜效的集團架構 45 圖14企業內家族成員衝突的原因圖 49 圖15四種不同的傳承模式 54 圖16家族一代、二代、三代面對企業不同階段生命期之對應圖 55 圖17家族傳承示意圖 56 圖18家族企業3D發展模式 57 圖19家族企業後續發展的模式 58 圖20家族治理與集團企業雙層規劃架構之設計 58 表目錄 表1家族vs企業差異表 61 | |
dc.language.iso | zh-TW | |
dc.title | 中小型家族企業經營架構、公司治理與
家族治理之個案研究 | zh_TW |
dc.title | A Case Study on the Corporate Management, Corporate Governance and Family Governance Structure of A Small and Medium Family Business | en |
dc.type | Thesis | |
dc.date.schoolyear | 104-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳俊忠,凌鴻,孔愛國 | |
dc.subject.keyword | 中小企業,經營架構,家族治理,公司治理, | zh_TW |
dc.subject.keyword | Small-and-Medium Enterprise,Corporate Management,Family Governance,Corporate Governance, | en |
dc.relation.page | 66 | |
dc.identifier.doi | 10.6342/NTU201600290 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2016-06-03 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 臺大-復旦EMBA境外專班 | zh_TW |
顯示於系所單位: | 臺大-復旦EMBA境外專班 |
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