產業轉型之組織行為及架構研究：以面板業為例

Abstract

台灣TFT-LCD產業歷經20多年的發展，度過多次的景氣循環，在幾次的供需失衡中，造成整體產業鉅額虧損，也因此促成多次的公司整併。近年來，中國以國家政策補助當地的TFT-LCD業者，快速擴大中國企業的全球市占率，使得台灣面板業者遭遇企業無法持續經營的風險，國內兩家主要面板業者，群創光電與友達光電各自以不同的轉型策略因應整體產業變局。 本研究將以群創光電的雙軌轉型策略為研究範本，以PEST分析TFT-LCD產業競爭環境、以五力分析說明整體產業競爭趨勢。透過了解產業趨勢後，說明群創光電的轉型策略是以解析自身擁有哪些核心競爭能力，再依據其核心能力架構出相關多角化應用。透過競爭策略理論及生態系競爭策略窺探，了解其如何透過相關多角化策略進行企業轉型再造，以追求永續經營的目標。 企業推動轉型時，除了規劃未來的策略外，需要思考如何透過調整現有的企業文化、組織分工及人員定位來增強執行力，本研究將以C-SOP模型說明群創光電如何透過文化形塑、策略布局、組織協同及興業領導四大面向，逐步實現轉型策略，並以組織變革三階段及八步驟說明整體變革的歷程。期望本研究的系統性評估架構能為待轉型的企業帶進些許建議。

The TFT-LCD industry in Taiwan has undergone over 20 years of development, weathering multiple economic cycles. During several instances of supply-demand imbalances, the industry suffered significant losses, leading to multiple rounds of company mergers. In recent years, China has rapidly expanded the global market share of its TFT-LCD companies with subsidies from national policies, posing a risk of unsustainable operations for Taiwanese panel manufacturers. In response to the changing industry landscape, the two major panel manufacturers in Taiwan, AUO Corporation and Innolux Corporation, have each adopted different transformation strategies. This study takes Innolux's dual-track transformation strategy as a research template, using a PEST analysis to examine the competitive environment of the TFT-LCD industry and employing Porter's Five Forces analysis to illustrate overall industry competitiveness trends. After understanding industry trends, the study explains Innolux's dual-track transformation strategy by analyzing its core competitive capabilities and developing relevant diversification applications based on these capabilities. Through an exploration of competitive strategy theory and ecosystem competition strategies, the study reveals how Innolux undergoes corporate transformation and restructuring through relevant diversification strategies to pursue sustainable operations. When driving transformation, besides planning future strategies, it is essential to consider how to strengthen execution by adjusting existing corporate culture, organizational roles, and personnel positioning. This study employs the C-SOP model to illustrate how Innolux achieves its transformation strategy through culture, strategy, organization, and people, outlining the process of overall transformation through three stages and eight steps of change. The systematic evaluation framework presented in this study aims to provide some recommendations for enterprises undergoing transformation.