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| Title: | 組織例規與企業營運：以TU公司為例
Organizational Routine and Business Operation： A Case Study of TU Company |
| Authors: | 秦禮洋
Chin, Li-Yang |
| Contributors: | 傅浚映
劉世慶
Fu, Jun-Ying
Liu, Shih-Ching
秦禮洋
Chin, Li-Yang |
| Keywords: | 組織例規
企業營運
組織慣性
組織適應性
核心能力陷阱
誘因機制
員工意識
行為模式
Organizational routines
Business operations
Organizational inertia
Organizational adaptation
Core competence traps
Incentives
Employee awareness
Pattern of actions |
| Date: | 2021 |
| Issue Date: | 2021-03-02 14:58:41 (UTC+8) |
| Abstract: | 本研究目的就是為了瞭解組織例規對於企業營運的影響。首先從組織例規的演進觀點來看，此次研究發現組織例規會對企業營運帶來兩種影響力，分別為穩定性及適應性。藉由個案研究法，選擇一家台灣電子材料產業內的個案公司進行實地觀察及質化訪談，以探索穩定性及適應性如何在企業內產生並發揮作用。最後則是分析這兩種因素在企業中的相互作用及探索誘因機制在組織例規中的角色，並提出研究結論以提高企業日常營運的效率。
透過此次研究，可發現在大而穩定的企業中，組織例規帶來的穩定性通常優先於適應性，而且，穩定性對於組織例規的影響比適應性更加明顯。因此，也導致了組織例規內的慣性問題及營運效率不佳。除此之外，當一家企業在特定領域中已經佔有極高的市場份額時，即使在策略目標更新的期間，高階管理者也很容易陷入核心能力陷阱，因為這些管理者會認為有必要維持現有的組織例規，所以核心能力陷阱反而會增強組織慣性；另一方面，組織例規的相互作用也可能增加組織慣性的強度。最後，在組織慣性及核心能力陷阱的約束下，企業高層可能會簡單地認為，只要建立誘因機制就能夠維持組織例規的效率。但是，建立員工意識和發展員工「當責制」更為重要。
其他研究發現則反應了非正式關係對組織例規執行的負面影響。除此之外，組織內資訊化程度則顯示出非人類因素在組織例規研究中的重要性漸增，最後，此次研究也確實有著研究上的限制；同時也替未來的研究方向提供了一些新的研究途徑。
The purpose of this study is to realize how organizational routines impact business operations. From the evolutionary perspective of organizational routines, the research finds that organizational routines have two impacts on business operations, namely stability and adaptability. Utilizing the case study method, I select one firm in Taiwan’s electronic materials industry. I conduct on-site observations and qualitative interviews to explore how stability and adaptability emerge and function in an enterprise. Finally, I analyze the interaction of the two factors in an enterprise and explore the role of incentives in the organizational routines. I also provide research conclusions and several ways to improve the efficiency of daily business operations.
Through the research, I find that the stability brought by organizational routines usually takes precedence over adaptability in large and stable enterprises. Moreover, the impact of stability on organizational routines is more pronounced than adaptability. Hence, this leads to inertia problems in organizational routines and operation inefficiency. In addition, when a company already has a very high market share in a particular field, it is easy for top managers to fall into the core competency trap even during a period of strategic renewing since these managers find it necessary to maintain existing organizational routines. So the core competence trap will increase the organizational inertia. On the other hand, the interaction of organizational routines may also increase the strength of organizational inertia. In the end, under the constraints of organizational inertia and core competence traps, corporate executives might simply believe that the establishment of an incentive mechanism alone could maintain the efficiency of the organizational routines. However, it is much more important to establish employee awareness and develop employee “Accountability.”
Other research findings show the negative impact of informal relationships on the implementation of organizational routines. Moreover, the degree of informatization within the organization indicates the growing importance of non-human factors in research on organizational routines. Finally, the research does has the limitations but able to provide several future research avenues. |
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| Description: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
107363061 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0107363061 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU202100279 |
| Appears in Collections: | [企業管理研究所（MBA學位學程）] 學位論文
|
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