探討興業精神如何湧現：W公司個案研究

Abstract

台灣的電子產業企業多已邁向三十年，面臨著企業接班傳承的過程，可是企業經營環境愈加嚴峻，企業轉型的壓力更為高漲，但是轉型失敗率統計卻高達70%，需要審慎評估又要大膽投入，善用現有的有限資源來做轉型發展。 本研究藉由個案研究，藉由觀察訪問與資料搜集進行學理上邏輯性彙整分析，提供成熟企業轉型升級過程作為參考。研究中發現成熟企業發展新事業時，最大的阻力來自於企業的利害關係人，如何藉由有效的管理手法讓利害關係人轉動起來，形塑企業內的興業精神。 本個案為成立三十二年的電子公司，在公司劇烈虧損之後二代接班調整體質，轉虧為盈並且成立兩個新事業部門。針對個案研究中，討論新事業發展關鍵問題：如何整合外部資源？如何選擇經理人？針對新事業的屬性評估是否獨立成為新公司？如何校準成熟企業與新事業的組織差異？研究結果歸納出：轉型企業的文化衝突與融合、新舊事業發展一樣重要、利害關係人應當調整的心態、企業轉型的成功關鍵在CEO。 實務上發現企業在發展新事業的過程，透過有計劃性的培養新事業總經理成熟發展，刺激激勵原有團隊，並使成熟企業重新形塑興業精神。期盼著更多CEO帶領企業重塑興業精神，帶動台灣企業轉型發展，重新回到成長的正循環，邁向企業第二曲線。

Many electronics companies in Taiwan are reaching the thirty-year mark and are facing the process of corporate succession. However, the corporate environment is growing more and more challenging, and there is also increasing need for corporations to innovate; statistics show that the rate of failed corporate transformations is as high as 70%, proving that corporations should assess prudently, invest boldly, and utilize existing though limited resources when facilitating transformations. This study uses the case study method to provide logical integration and analysis from an academic perspective through observations and data collection, and this serves as a reference for mature corporations undergoing the corporate transformation and upgrading process. During the course of this study, we discovered that when matured corporations are developing new businesses, the biggest obstacle comes from the corporation’s stakeholders. Therefore, we need to know how to use effective management approaches to inspire stakeholders and form an internal spirit of entrepreneurship. This case study explores the example of an electronics company that was founded 32 years ago. Following severe losses, a second-generation successor came on board to change the organizational structure of the company and ended up not only turning a profit but also establishing two new business units. In this case study, discussion is made of the key questions for development of new businesses: how to integrate external resources, how to select managers, depends on the attribute evaluation of new businesses to determine whether the business should be spun off, and how to calibrate organizational differences between the mature corporation and the new business. Results of the study found that the corporate culture of transformed companies was both conflicting and harmonious, development of both new and old businesses were equally important, stakeholders needed to adjust their attitudes, and the key success factor for corporate transformations lies in CEOs In practical terms, we found that during the process of developing new businesses, it is important for corporations to plan cultivation and development of CEOs for new businesses, stimulate and incentivize existing teams, and also help mature corporations to reshape a spirit of entrepreneurship. We hope that many more CEOs can lead their companies in reshaping an entrepreneurship spirit, drive corporate transformations within the Taiwanese industry, form a virtuous growth cycle, and move towards a second business life cycle.