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題 名 | 從組織設計觀點探討多國籍公司持久競爭優勢之創造=An Organizational Design View of the Creation of Sustainable Competitive Advantages for Multinatinal Enterprise |
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作 者 | 梁文貴; | 書刊名 | 大同學報 |
卷 期 | 28 1998.11[民87.11] |
頁 次 | 頁55-63+443 |
分類號 | 553.78 |
關鍵詞 | 組織設計; 多國籍公司; 競爭優勢; |
語 文 | 中文(Chinese) |
中文摘要 | 企業競爭求勝之關鍵,並非在於優異策略制定,而是策略的執行。策略制定除需反映企業所處之經營環境,並需有助於組織資源與獨特能力之蓄積。而以核心能力(core competency)為基礎之組織結構設計,普遍成為企業重拾競爭優勢之再造焦點。對於面臨國際分工日益發展下之多國籍公司,其需同時經由機能、地區與事業管理之能力,以達到全球效率、適時回應當地市場所需,與核心能力得以於不同據點間移轉。從ABB公司實證,發現:組織結構之調整,需以核心資源與能力建構為基礎,發展具彈性之網路組織,並經由最高經營者藉社會化(socialization)過程,建立跨國公司世界一家之企業文化,方能確保企業之持久競爭優勢。 |
英文摘要 | The key to success for companies in the intense competition lies not in the great strategy formulation, but in strategy implementation. Strategy formulation, reflecting the firm's operating environment, ought to facilitate companies to accumulate resources and cultivate core competencies. Organizational design, based on core competency, has been the focus of business reengineering to regain its competitive advantages. Encountering the reality of international division of labor, a multinational should develop capabilities of functional, regional and business management to achieve global efficiency, responsiveness to local demands and core competency transfer among affiliates dispersed around the world. From the case study on ABB, it reveals that organizational structure adaptation should be based on core resources and capabilities in order to build a flexible network. Furthermore, the top management must establish through socialization process an unified organizational culture across borders to ensure company's sustainable competitive advantages. |
本系統中英文摘要資訊取自各篇刊載內容。