創業團隊與專業經理人價值契合歷程之研究-以台灣高科技公司為例

Abstract

台灣高科技的創業精神是這一時期產業策略推進與經濟發展的重要現象。本研究針對專注於少量多樣的利基型產業中，兩家分別已上市的公司，創業團隊在專業人才引進的議題上進行研究，依據研究結果希望就創業團隊的組織策略與成功關鍵提出具體建議。 本研究藉著探討兩個規模不同的個案，在組織的成長管理、經濟酬賞方式與社會化模式的差異比較下，創業團隊與經理人的價值觀契合，是否能提升組織經營效能，作更深入的分析與探討，並補充了企業成長的各個階段，因應組織規模、管理複雜度與核心競爭力不同，所需求的專業經理人的階層、來源特質與契合模式也有所不同的觀點。 台灣高科技企業創業團隊在面臨全球化的競爭與國際化的佈局，透過引進優秀的專業經理人，藉其多元的專業經驗，系統化、有計畫的帶領組織持續改進。創業團隊成員也透過不斷的學習「專業經理人化」，在不同成長階段訂定績效目標與清楚的獎酬配套，並將短期與長期的績效目標與公司利益相結合，來增強專業經理人的工作動機並提供專業經理人有潛力的內部發展空間。而專業經理人則透過與創業者興業價值的契合，建立夥伴關係的信任機制，共同提出創新的組織文化與願景，努力達成組織的經營績效與對組織的長期承諾。

Entrepreneurship of the high-tech industry is an important phenomenon of the industrial strategy and economy development in Taiwan. The purpose of this thesis is to provide advice on high-tech companies’ organizational policies and key successful factors through the examples of professionals recruitment with the venture teams of two listed companies, which can be categorized as multi-product and small-volume niche business type. This study analyzes whether the value synthesis between the venture teams and professional managers in the two companies of different business scales, organizational development management, economical rewards systems, and socialization, leads to greater management effectiveness. The analysis reveals that a company requires professional managers of different levels, strengths and backgrounds at different growth stages, and that the degree of value synthesis for each stage differs. In the face of global competition and complex logistic management, the venture teams of high-tech companies in Taiwan rely on quality experienced professional managers to achieve continuous organization evolution with proper systems and plans. In the process the members of the venture teams also learn to become professional managers to develop performance goals and incentive programs. By matching individual performance with corporate benefit, providing career development plans, and offering internal corporate venture opportunities, professional managers can be strongly motivated, and the degree of value synthesis between the venture team and professional managers can be further strengthened. As partnership and trust are established within the company, the venture teams and professional managers can jointly create innovated organizational culture and vision, and achieve long-term commitment to the enterprise’s operation performance