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| Title: | 跨國企業亞太總部遷移的組織變革探討 — 以A公司電動自行車系統事業體為例
Exploring Organizational Change in the Relocation of a Multinational Corporation's Asia-Pacific Headquarters: A Case Study of Company A's eBike Systems Business Unit |
| Authors: | 張瓊心
Chang, Chiung-Hsin |
| Contributors: | 黃國峯
傅浚映
Huang, Kuo-Feng
Fu, Jyun-Ying
張瓊心
Chang, Chiung-Hsin |
| Keywords: | 組織變革
Lewin變革三步驟
個案研究
Organizational Change
Lewin's Organization Change Theory
Case Study |
| Date: | 2025 |
| Issue Date: | 2025-08-04 13:44:30 (UTC+8) |
| Abstract: | 在全球市場競爭加劇與地緣政治風險升高的背景下，跨國企業面臨營運據點與組織布局的重大調整壓力。本研究以 A 公司電動自行車系統事業體（eBike Systems）亞太總部由中國蘇州遷移至台灣台中的組織變革歷程為研究對象，運用 Lewin 變革三步驟模型、Kruger 變革管理冰山理論及Kotter 變革八步驟，深入探討其變革推動過程中的關鍵作為、阻力與應對策略。
本研究採用質化研究法與個案研究法，透過次級資料分析與深度訪談，分析企業遷移背後的內外部驅動因素，包括中國市場對高端產品接受度不足、中美貿易戰帶來的地緣政治壓力、供應鏈去中化趨勢與台灣完整的自行車產業聚落優勢。研究發現，A 公司透過高層主導、標準化溝通流程、職能發展與文化整合機制，成功推動組織遷移與再定位，並在疫情衝擊下展現出彈性調整與持續優化的管理韌性。
然而，變革過程亦面臨跨文化溝通負荷、人才適應壓力與制度落地挑戰。本研究提出，未來組織變革應重視危機感營造與一致性溝通，強化雙向回饋與即時調整機制，並結合制度與文化的雙軌推動，以鞏固變革成果並提升組織韌性。
Amid intensifying global market competition and rising geopolitical risks, multinational corporations face increasing pressure to adjust their operational locations and organizational structures. This study examines the organizational transformation of Company A’s eBike Systems division, focusing on the relocation of its Asia-Pacific headquarters from Suzhou, China to Taichung, Taiwan. Utilizing Lewin's Three-Step Model of Change, Kruger’s Iceberg Model of Change Management, and Kotter's Eight-Step Model of Change, this research explores the key actions, resistance factors, and strategic responses during the change process.
Adopting a qualitative case study approach, the study integrates secondary data analysis and in-depth interviews to investigate internal and external drivers behind the relocation. These include limited market acceptance of high-end products in China, geopolitical tensions stemming from the U.S.-China trade war, the trend of supply chain decoupling from China, and Taiwan’s well-established bicycle industry cluster. The findings reveal that Company A successfully executed the relocation and repositioning by leveraging top-down leadership, standardized communication protocols, competency development, and cultural integration mechanisms. Despite the COVID-19 disruptions, the company demonstrated managerial resilience through agile adjustments and continuous improvement.
Nevertheless, the transformation also encountered challenges such as cross-cultural communication burdens, employee adaptation stress, and implementation difficulties. This study concludes that future organizational change efforts should emphasize the cultivation of a sense of urgency, consistent and transparent communication, bidirectional feedback loops, and real-time adjustment mechanisms. A dual-track approach that integrates institutional and cultural change is recommended to consolidate transformation outcomes and enhance organizational resilience. |
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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)
112363032 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112363032 |
| 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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