跨國企業轉型之組織變革工程分析

Abstract

跨國性的大型企業應該如何同時兼顧全球化規模所帶來的優勢，與國家地域間的差異化價值，以有效掌握市場成長機會，一直是跨國性企業營運的關鍵挑戰。過去研究雖提供諸多管理理論與分析工具，如CAGE 模型、跨國營運模式、3P模型 ( Purpose-Process-People；目的¬¬¬-流程-人)，但較為缺乏透過跨時的組織深度研究，理解企業在面對環境變化進行調適的過程中，如何達成前述規模與差異的優勢。本研究採取個案研究方法，以飛利浦集團長時間的策略轉型為系絡，探討轉型過程中的組織調適作為與關鍵成功因素，以豐富化既有學理模型之不足。 本研究首先探討企業經營策略的選擇和組織運作模式之間的關係，了解企業在轉型過程中，企業經營策略的選擇和組織運作模式的決定，如何相輔相成，相互連動的過程。企業策略的選擇決定組織運行的模式，組織運行的模式支持企業策略的實現。其次，本研究探討組織變革的流程，並且研究跨國企業如何將第一線市場組織人員的意見納入決策體系，並以合作和整合的運作模式，來同時追求對本土市場的反應速度提升和全球化的整合效率優勢。藉由質性研究，本論文也探討了跨國企業的組織變革工程，不應僅僅從改變組織架構的思維，更應考量組織內的決策模式，責任範圍，協調和合作的模式，溝通模式，文化的建立，及組織內相互依存關係的建立等面向來思考。第三，本研究探討組織變革工程從傳統3S架構下的策略¬-組織結構-管理系統(Strategy-Structure-System)，轉變到強調以組織內在的目的¬-流程¬-人(Purpose-Process-People)考量下的成功因素，同時也發現一個成功的組織變革工程應深入考慮這些包括目的性、流程和人的組織軟性層面的改造。最後，本研究也探討跨國企業建立分散並相互依賴組織能力的重要，及如何調整組織以追求建立這些組織能力後所帶來的優勢。

It’s always a critical organizational challenge on how multinational corporation (MNCs, hereafter) develop strategies to optimize the balance between global efficiency, national responsiveness to capture business opportunities in local market. Undertaking a case-based approach with conceptual supports from various theories in the extant literature, such as CAGE model, Transnational Management Model, and 3P model, this thesis provides a qualitative analysis on how a MNC initiates business transformations, what is the organizational reengineering to support the transformation, and what are the key success factors of a successful transformation, among others. This research takes Dutch-based MNC, Royal Philips, as a case example to firstly identify the relationships between business strategies and different types of the organizational structure for MNCs. The business strategy determines the organizational structure, and in turn the organizational structure supports the implementation of business strategy. Secondly, the research unravels the process of corporate transformation and how such a process embraces front-line opinions into the decision making process by a cooperative and integrated model between Markets and Business Groups to balance the national responsiveness and global efficiency. The organizational change should not only focus on the organizational structure change but starts from the deep dive toward various processes like decision making, responsibilities, the model of cooperation, communication, culture nurturance and building the interdependency among internal units. Thirdly, this research identifies the success factors for organizational reengineering from traditional Strategy-Structure-System model to Purpose-Process-People model, and indicates that a successful organizational reengineering should deeply consider the factors from the perspectives of purpose, process and people. Last but not the least, this research indicates the importance of the advantage of distributed and interdependent capability in MNCc and how to adjust organizations toward the advantages.