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    Title: 台灣傳統中小型企業之轉型策略探討:以林三益公司為例
    Exploring the Transformation Strategy of Traditional Small and Medium-sized Enterprise in Taiwan: A Study of Lam Sam Yick Company
    Authors: 江俐穎
    Chiang, Li-Ying
    Contributors: 郭曉玲
    江俐穎
    Chiang, Li-Ying
    Keywords: 企業轉型
    傳統產業
    中小型企業
    多角化策略
    組織營運調整
    Corporate transformation
    Traditional industries
    Small and medium-sized enterprises
    Diversification strategy
    Organizational operational adjustments
    Date: 2024
    Issue Date: 2024-02-01 11:35:06 (UTC+8)
    Abstract: 本研究的重點為傳統中小型企業的企業轉型作為,其中包括轉型策略的實施以及因組織追隨策略所進行的組織營運調整。首先針對企業轉型的動機、種類以及策略執行情況進行整理,並以個案研究的研究方法,以「林三益股份有限公司」作為研究對象,針對傳統產業中小型企業實行企業轉型之動機、策略與行動方式進行觀察與訪談,並進一步探討轉型的策略實施對經營績效指標以及組織營運的影響為何,以更全面的角度剖析個案公司在策略規劃、執行及轉型後整合的不同階段的決策與行動,接著再將個案公司與國內、外傳統中小型企業企業轉型進行比較,分析在實務上企業轉型的策略與執行方法是否因企業個體差異需求而有所異同,最後針對上述內容進行建議與結論。
    本研究結論有三。其一,環境衝擊是中小型企業推動企業轉型的關鍵原因,而透過轉型策略,足以大幅改善個案公司的獲利情況。其二,相關多角化策略有助於降低公司在單一產業經營方面的風險並帶來競爭優勢,且未來在決策中需降低認知偏誤。其三,個案公司與其他公司比較,在產業競爭力方面相對較弱,然而經營者高風險承擔能力與在決策和執行方面迅速,使公司能夠實現顯著獲利改善。
    本研究針對傳統中小型企業之個案公司提出的實務管理意涵有三。其一,目前應優先解決原事業人員對新事業轉型的抗拒,可透過漸進調整績效指標,並藉由獎金與績效連結之方式,與組織內部不斷溝通修正達成。其二,以內部創業作為多角化的進入方式風險評估不足,在目標與決策之前應先評估多種可能的策略執行方式,並且在進入新市場前,宜先進行競爭力分析評估,並利用合資方式來提高互補資源,從而降低進入新產業失敗的風險。其三,應根據目前績效表現和未來短、中、長期策略目標調整指標方向,以強化組織目標與績效指標之間的聯結。
    The focus of this study is on the corporate transformation of traditional small and medium-sized enterprises, including the implementation of transformation strategies and organizational operational adjustments resulting from the pursuit of these strategies. Initially, motivations, types, and the execution status of corporate transformation are systematically organized. Employing a case study methodology, "Lam Sam Yick., Ltd." is chosen as the research subject to observe and interview traditional small and medium-sized enterprises in the industry, investigating the motivations, strategies, and actions taken during the corporate transformation. Furthermore, the study delves into the impact of strategic implementation of transformation on business performance indicators and organizational operations, thoroughly analyzing decision-making and actions taken at different stages of strategic planning, execution, and post-transformation integration for the case company. Subsequently, a comparative analysis is conducted between the case company and traditional traditional small and medium-sized enterprises domestically and internationally, analyzing whether the strategies and execution methods of corporate transformation in practice differ due to individual differences among enterprises. Finally, recommendations and conclusions are provided based on the aforementioned content.
    The conclusions of this study can be summarized into three main points. First, environmental impacts are a key driver for companies to undergo corporate transformation, and through strategic transformation, significant improvements in the profitability of the case company can be achieved. Second, the adoption of relevant diversification strategies helps reduce the risks associated with single-industry operations and brings about a competitive advantage. It is essential to mitigate cognitive biases in future decision-making. Third, while the case company may be relatively weaker in industry competitiveness compared to others, the high risk-taking capacity of the management, coupled with swift decision-making and execution, enables the company to realize significant improvements in profitability.
    The practical management implications of this case study can be summarized in four points. First, it is crucial to address the resistance of existing employees to the transition to the new business. This can be achieved through a gradual adjustment of performance indicators and continuous communication within the organization. Second, before entering new markets, a competitiveness analysis should be conducted, and a joint venture approach should be utilized to enhance complementary resources, thereby reducing the risk of failure in entering new industries. Third, the direction of indicators should be adjusted based on current performance and future short, medium, and long-term strategic goals to strengthen the connection between organizational objectives and performance indicators. Lastly, using internal entrepreneurship as a diversification entry method lacks sufficient risk assessment, and it is recommended to evaluate various possible strategy execution methods before setting goals and making decisions.
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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)
    110363103
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0110363103
    Data Type: thesis
    Appears in Collections:[企業管理研究所(MBA學位學程)] 學位論文

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