跨國性企業變革與經營績效之個案研究－以H公司為例

Abstract

在經濟環境快速變化、天然災害頻傳與不確定的情況下，企業面對永續經營之生存競爭，企業變革已成為一個企業生存的必然趨勢。企業改革無非就是要改善作業流程、重新設計制度、落實組織文化核心理論，以強化組織內部管理與外部環境的挑戰。以企業組織而言，企業改革的成功與否表現在經營績效。 目前國內學者在企業變革的領域研究方向，大多以單一次的企業改革作為研究主題。個案公司為全球前500企業，學生在個案公司服務20年來，歷經第一位外聘執行長至今加上拆分後執行長總共五次的變革，將每一任執行長的變革原因，經營團隊、策略、裁員及併購、組織文化與成效為模型以個案研究方法將所收集資料整理、歸納。 從2019年回顧評估拆分的成效，財務面股價、營收、產品市占率皆成長。主要原因有三：1.拆分之後公司規模變小決策相對靈活，對於發展方向可以針對主要產品部門的需求。2.列印市場是利潤豐厚，擁有核心技術，但需要經費長期研發創新。PC市場雖利潤不好，但是一個現金製造機，兩大部門可互補。3.拆分之後可以自主決定研發創新經費。 購併與拆分是企業變革常見的策略，未來若有其他研究者欲探討相關領域之研究，建議可以從公司變革若不朝拆分進行，而是在內部組織再造，或用集團控股的方式，可以持續擴大公司的規模，又可以兼顧各產品事業部的發展及延續，以及要如何訂定策略及績效管理之研究。

With rapid changing in the economic environment, frequent natural disasters and uncertainty, organization faces the competition of sustainable operations, and organizational change transformation has become an inevitable trend for the survival of an organization. The purpose of organizational is for improving operating procedures, redesigning systems, and implementing the core theories of organizational culture to strengthen the internal management of the organization and the challenges of the external environment. And the performance of organizational change is reflected in operating performance. Currently, the research field in Taiwan were more in one time case of organizational change. This case is top 500 enterprise in the world that I work in the company 20 years. From 1999 to now I experienced 5 organizational change. The change reasons for each CEO and the strategies, organization culture and organizational structure and effectiveness are sorted and summarized in the form of this case studies. From 2019 performance reviewed and evaluation of the separation strategy. In financial sides, stock price, and revenue, and product market share have all grown. There are three reasons: 1. The entity scale becomes smaller and the decision-making is flexible. 2. The printing and PC product are complementary. Printing needs funds for long-term R D and innovation while PC is cash flow. 3. R D funding can focus on printing and PC. M A and separation are common strategies for organizational change. In the future, researchers want to discuss research in this fields, it is recommended that, and how to develop strategies from internal transformation instead of M A or separation, which can continue to expand the scale of the organization, and develop and continue of each product business unit.