English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 91280/121421 (75%)
Visitors : 25391105      Online Users : 56
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/35035
    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/35035


    Title: 相關多角化企業共享活動與控制方式之探討
    Authors: 吳政達
    Wu, Cheng-Ta
    Contributors: 于卓民
    林淑姬



    吳政達
    Wu, Cheng-Ta
    Keywords: 相關多角化
    共享活動
    總公司控制方式
    Date: 2004
    Issue Date: 2009-09-18 13:37:35 (UTC+8)
    Abstract: 由於成長的壓力以及全球化趨勢成形,國內有越來越多的企業開始從事多角化擴張,由單一事業/產品跨足到多事業/產品領域,策略的層次也由事業單位策略(business strategy)提升到總體策略(corporate strategy)。國內探討多角化之研究如雨後春筍般陸續出現,然而,過去的文獻多半集中於探討各種不同多角化策略與績效間的關係,甚少討論多角化策略執行的議題(implementation),也就是多角化企業之總公司如何透過適當的組織機制,管理與旗下事業單位(business unit)之間的關係。整理過去討論多角化企業組織機制的文獻,本研究選擇總公司控制方式為主要的探討變數,包括了『事業單位自主權』與『績效評估方式』。
    由於無相關多角化企業之事業單位間的相關程度極低,因此,大多數的研究都同意總公司應給予事業單位高度自主權與採客觀績效指標評估之,較無太多的討論空間;而相關多角化企業之事業單位相關程度高,單位間具有共享的價值活動達成規模/範疇經濟的效益,例如共享研發、製造、業務等活動,其管理之複雜度遠高於無相關多角化企業。因此,本研究主要探討相關多角化與總公司控制方式之關係,以及此關係受到哪些權變因素之影響,使得不同企業採取的控制方式不同。
    本研究採取個案研究法,針對國內六家相關多角化企業之高階主管進行深入的訪談。研究結果發現,相關多角化與總公司控制方式之關係會受到六個權變因素之影響,本研究所歸納之命題分述如下:
    (1) 在相關多角化企業中,當事業單位相關程度越高,則總公司給予事業單位的自主程度越低;反之,自主程度則越高。
    (2) 事業單位規模:當事業單位規模越大,即使事業單位間相關程度高,各事業單位仍會採取設立專屬活動之方式,進而使得總公司給予事業單位較高之自主權,並採用客觀之評估方式。
    (3) 產業環境不確定性:當產業環境變動劇烈,即使事業單位間之相關程度高,仍應給予事業單位較高之自主權,並採用客觀之評估方式。反之,產業環境穩定,即使事業單位之相關程度低,則仍『有可能』給予事業單位較低之自主權。
    (4) 共享活動供需差距:共享活動之供給量越多,則事業單位間爭奪資源程度越低,即使事業單位相關程度高,總公司仍應給予事業單位較高之自主權,並採用客觀之評估方式。
    (5) 共享資源型態:事業單位所共享之活動如屬於無形之資源,由於其協調與妥協成本低,即使事業單位相關程度高,總公司仍應給予事業單位較高之自主權,並採用客觀之評估方式。
    (6) 事業單位之競爭策略:當事業單位差異化/低成本是源自於專屬活動時,即使事業單位相關程度高,總公司應給予較大之自主權與採取客觀方式評定事業單位之績效。反之,則還需視共享活動供需差距與資源型態採用適合的控制方式。
    (7) 事業單位之策略性任務:當事業單位負有策略性任務時,即使事業部間的關聯性不高,總公司仍會給予事業單位較低之自主權與採主觀之績效評估方式。
    (8) 文化控制:當事業單位間擁有共享互助的文化時,總公司可給予事業單位較高之自主權,降低其介入營運性決策的可能性與爭奪資源的衝突,增加決策之速度與彈性。

    雖然過去多數的研究都同意相關多角化事業單位之自主權會低於無相關多角化,然而,由本研究之命題可知,在某些條件下,相關多角化企業之事業單位仍可享有高度之自主權。總公司應綜合考量這些可能的權變因素,權衡共享活動所帶來的效益與機會成本,採取適當的控制方式。
    Reference: 中文部分
    1.司徒達賢,策略管理新論,智勝出版社,2001年
    2. 朱文儀 & 莊正民,”決策自主程度對多角化企業之事業單位經營績效之影響:情境觀點與文化控制觀點之探討”,亞太管理評論,第四卷第四期,1999年,頁345-356。
    3. 莊永順,”企業國際化策略之研究--以台灣工業電腦產業為例”,國立台灣大學國際企業學研究所未出版之碩士論文,民91年。
    4. 廖曜生, ”The Role of Resource Sharing, Corporate Control Strategy and Human Resource Management Control System: An Empirical Study for Subsidiary of Conglomerates in Taiwan”,國立成功大學企業管理學系未出版博士論文,民90年
    5. Collis & Montgomery, “創造企業優勢”, 企業策略:哈佛商業評論,天下文化出版社,李芳齡譯,1998年,頁1-34
    6. Michael Porter,競爭優勢(上)(下),天下遠見出版社,李明軒、邱如美譯,1985年
    7. 瑞傳科技91年度公開說明書
    8. 惠普科技1994年年報
    9. 技嘉科技91年度年報
    10. 緯創資通91年度公開說明書
    英文部分
    1. Ansoff, H. I., “Strategies for diversification”, Harvard Business Review, Vol.35, Iss.5, 1957, p.113-124.
    2. Amit, R. & Livant, J., “Diversification strategies, business cycle, and economic performance.” Strategic Management Journal, Vol.9, Iss.2, 1988, p.99-110
    3. Ansoff, H. I., Corporate Strategy, New York, MA:McGraw-Hill, 1965
    4. Baiman, S., ”Agency research in managerial accounting: A survey”, Journal of Accounting Literature, Vol.1, 1982, p.124-153.
    5. Berry, C. H., Corporate growth and Diversification, NJ, MA: Princeton University Press, 1975.
    6. Bercerra M., “How much do MNC corporate headquarters matter? ”, working paper, Michigan State University, 1997.
    7. Besanko, D., Dranove, D., & Shanley, M., Economics of Strategy, J. Wiley: New York, 2000.
    8. Bowman E. H. & Helfat C. E., “Does corporate strategy matter?”, Strategic Management Journal,Vol.22, 2001, p.1-23.
    9. Booz, Allen & Hamilton, Diversification: A survey of European Chief Executive, New York, MA: Booz, Allen & Hamilton, Inc., 1985.
    10. Brush, T. H., Bromiley, P., & Hendrickx, M., “The relative influence of industry and corporation on business segment performance: An alternative estimate.” Strategic Management Journal, Vol.20, 1999, p.519-547.
    11. Burns, T. & Stalker, G. M., The management of Innovation, London, MA: Tavistock Publication, 1961.
    12. Campell A., Goold, M., & Alexander, M., “Corporate strategy: the quest for parenting advantage”, Harvard Business Review, March-April, 1995, p.120-142.
    13. Chandler, A. D. Jr., Strategy and Structure, Cambridge, Mass: MIT Press, 1962.
    14. Collis, D. J. & Montgomery, C. A., Corporate Strategy: Resources and the Scope of the firm. Chicago, MA: Irwin, 1997.
    15. Coase, R. H., The nature of the firm, New York, MA: Oxford University Press, 1937/1991.
    16. Donaldson, G., Corporate Restructuring: Managing the change process from within, Boston, MA: Harvard Business School Press, 1994.
    17. Ezzamel, M. A. & Hilton, K., “Divisionalization in British industry: A preliminary study”, Accounting and business Research, Vol.10, 1980, p.197-211.
    18. Eisenhardt & Galunic, “Coevolving--at last, a way to make synergies work”, Harvard Business Review, Jan.-Feb., 2000, p.91-101.
    19. Goold, M. and A. Campbell, “Taking Stock of Synergy: A Framework for Assessing Linkages between Businesses,” Long Range Planning, 33, 2000, p.72-96.
    20. Goold, M. & Campell, A., “Desperately seeking synergy”, Harvard Business Review, Sep.-Oct., 1998, p.130-143.
    21. Govindarajan V. & Fisher J., “strategy, control system, and resource sharing: effects on business-unit performance”, Academy of Management Journal, Vol. 33, No. 2, 1990, p.259-285.
    22. Gort, M., Diversification and Integration in America Industry, Princeton, NJ, Princeton University Press, 1962.
    23. Gupta, A. K. & Govindarajan, V., “Linking control systems to business unit strategy: Impact on performance.” Accounting, organization, and Society, Vol.10, 1985, p.51-66.
    24. Gupta, A. K. & Govindarajan V., “Resource sharing among SBUs: strategic antecedents and administrative implications”, Academy of management journal, Vol. 29, No. 4, 1986, p.685-714.
    25. Gupta, A. K., “SBU strategies, corporate-SBU relations, and SBU effectiveness in strategy implementation”, Academy of management journal, Vol.30, No.3, 1987, p.477-500.
    26. Hill, C. W. & Hoskisson, R. E., “Strategy and Structure in the multiproduct firm”, The Academy of Management Review, April, Vol.12, Iss.2, 1987, p.331-341.
    27. Hill, C. W., “internal capital market controls and financial performance in multidivisional firms”, The journal of industrial economics, September, Vol. 37, No.1, 1988, p.67-83.
    28. Hill, C. W., Hitt, M. A. & Hoskisson R. E., “cooperative versus competitive structures in related and unrelated diversified firms”, Organization Science, Vol.3, No.4, 1992, p.501-521
    29. Kamien, M. I. & Schwartz, N. L., “Market structure and innovation: a survey”, Journal of Economic Literature, Vol.13, March, 1975, p.1-37.
    30. Kerr, J. L., “Diversification strategies and managerial rewards: an empirical study”, Academy of Management Journal, Vol.28, No.1, 1985, p.155-179.
    31. Markides, C. C. & Williamson, P. J., “Related diversification, core competence and corporate performance”, Strategic Management Journal, Vol.15, Summer, Special Issue, 1994, p.149-165.
    32. Markides, C. C. & Williamson, P. J., “Corporate diversification and organizational structure: A resource-based view”, Academy of Management Journal, Vol. 39, Iss.2, April, 1996, p.340-369.
    33. Markides, C. C., “Corporate Strategy: The Role of the Centre”, in Andrew Pettigrew, Howard Thomas, and Richard Whittington (eds.), Handbook of strategy & management, London, MA:SAGE, 2002.
    34. Martin, J. A. & Eisenhardt, K. M., “Cross-business synergy: Source, process, and the capture of corporate level”, Academy of Management Proceedings, Working paper, 2001.
    35. Montgomery, C. A., “Corporate diversification” The Journal of Economic Persepectives, Vol.8, Iss.3, 1994, p.163-178.
    36. Montgomery, C. A. & Wernerfelt, B., “Diversification, Ricardian Rents, and Tobin’s q”, Rand Journal of Economics, Vol.19, Iss.4, 1988, p.623-632.
    37. Ouchi, W., “A conceptual framework for the design of organization control mechanisms”, Management science, Vol.25, 1979, p.833-848
    38. Perrow, C., “A Framework for the Comparative analysis of organization”, American Sociologic Review, Vol.32, No.2, 1967, p.194-208.
    39. Pitts, R. A., ”Incentive compensation and organization design”, Personnel Journal, Vol. 53, 1974, p.338-344.
    40. Pitts, R. A., ”Diversification strategies and organization policy of large diversified firms”, Journal of economics and business, Vol.28, 1976, p.181-188.
    41. Pitts, R. A., “Strategies and structures for diversification”, Academy of Management Journal, Vol.20, No.2, 1977, p.197-208.
    42. Pitts, R. A. & Hopkins, H. D., “Firm diversity: conceptualization and measurement”, Academy of Management Review, Vol.7, 1982, p.620-629.
    43. Prahalad, C. K., Hamel, G., ”The core competence of the corporation”, Harvard Business Review, May-June, Vol.68, Iss.3, 1990.
    44. Ramanujam V. & Varadarajam P., “Research on corporate diversification: A synthesis”, Strategic management Journal, Nov-Dec, Vol.10, No.6, 1989, p.523-551.
    45. Rumelt, R. P., Strategy, Structure and Economic Performance, Cambridge, MA: Harvard University Press, 1974.
    46. Rumelt, R. P., “How much dose industry matter? ”, Strategic Management Journal, Vol.12, Iss.3, 1991, p.167-185.
    47. Rowe W. G. & Wright P. M., “related and unrelated diversification and their effect on human resource management controls”, Strategic Management Journal, Vol.18, No.4, 1997, p.329-338.
    48. Salter, M. S., “Tailor incentive compensation to strategy”, Harvard Business Review, March-April, 1973, p.95-102.
    49. Schmalensee R. 1985, “Do markets differ much? ”, American Economic Review, Vol.75, pp.341-351
    50. St. John, C. H. & Harrison J. S., “Manufacturing-based relatedness synergy, and coordination”, Strategic Management Journal, Vol.20, 1999, p.129-145.
    51. Steer, P. & Cable, J., “Internal organization and profit: An empirical analysis of large U. K. companies”, Journal of Industrial Economics, 1978, p.13-30.
    52. Teece, D. J., “Internal organization and economic performance: An empirical analysis of the profitability of principle firms”, Journal of Industrial Economics, No.2, 1981, p.173-199.
    53. Thompson, R. S., “Internal organization and profit: A note”, Journal of Industrial Economics, 1981, p.201-211.
    54. Vancil, R. F., Decentralization: Managerial ambiguity by design, New York, MA: Financial executives research foundation, 1980.
    55. Verdin, P.J. & P.J. Williamson, “Core competency, market analysis and competitive advantage: Forging the links”. In G. Hamel and A. Heene (eds.), Sustainable Competitive Advantage through Core Competency. Wiley, New York, forthcoming, 1994
    56. Williamson, O., Market and hierarchies, New York: Free Press, 1975.
    57. Wrigley, L., “Divisional Autonomy and Diversification”, Doctoral Dissertation, Harvard Business School, 1970.
    Description: 碩士
    國立政治大學
    企業管理研究所
    91355011
    93
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0913550111
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

    Files in This Item:

    File Description SizeFormat
    55011101.pdf6KbAdobe PDF737View/Open
    55011102.pdf6KbAdobe PDF701View/Open
    55011103.pdf14KbAdobe PDF776View/Open
    55011104.pdf67KbAdobe PDF912View/Open
    55011105.pdf102KbAdobe PDF7585View/Open
    55011106.pdf37KbAdobe PDF1435View/Open
    55011107.pdf173KbAdobe PDF2903View/Open
    55011108.pdf24KbAdobe PDF863View/Open
    55011109.pdf27KbAdobe PDF1582View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback