頁籤選單縮合
題名 | 國公營事業開發新事業之困難與經營型態之研究=A Study on the Obstacles of Diversification Strategy and Organizational Modes |
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作者 | 俞慧芸; | 書刊名 | 公營事業評論 |
卷期 | 1:1 1998.10[民87.10] |
頁次 | 頁91-122 |
分類號 | 553.61 |
關鍵詞 | 國公營事業; 新事業開發; 組織型態; Public enterprises; Diversification strategy; Organization modes; |
語文 | 中文(Chinese) |
中文摘要 | 國公營事業的多角化或新事業開發被賦予提高市場競爭力,並創造工作機會,以 減少民營化抗爭的任務。本研究選擇具有多角化經驗之中鋼、台糖、台鹽、中油和台電為研 究對象,探討國公營事業開發新事業遭遇的困難,並歸納國公營事業開展新事業的組織型態 ,期能提供其它國公營事業開發新事業之參考。本研究所稱之新事業係指國公營事業向新產 品、新市場、新技術或新方法等領域延伸經營觸角。國公營事業在管制的年代中,擁有可觀 的資源卻未善加應用,因此新事業之構思可循外購轉自製或自用轉為對外銷售,來創造可能 的新事業。從國公營事業實際進行之新事業,不難發現國公營事業因為受到相關法規的重重 限制,在新事業項目的選擇上偏向利用既有實體資源,發展新能力進入新市場,以規避因預 算程序所造成之阻礙。由於開展新事業不是組織的例行活動又需集合各種不同的專業能力, 根據本研究對台糖、中油、台鹽、中鋼和台電負責新事業開發相關同仁之訪談結果顯示,國 公營事業在原有專業分工及保守服從的組織結構與文化下,推動新事業的主要困難有三,分 別為策略限制、組織限制和體制限制。選擇合適的組織型態與配合部,子公司係在公司完成 籌備工作之後即為一獨立法人,因此母公司的管理重點,措施有利於克在營運前是如何動員 內部資源,進行完善的夢設規劃; 在營運後則是如何協調控管子公司與公司問的關係,以發 揮集團企業的綜效。事業部的運作模式係企業組織的擴編,增加管理上的複雜度和協調的困 難度,但也容易發揮管理或資源應用上的規模經濟。 |
英文摘要 | The purposes of diversification strategy for public enterprises are to create exployment opportunities and to achieve the goal of privatization. This study tries to explore the barriers of diversification and proposes appropriate organization modes to guide the direction of diversification. The objects of this research include five big public enterprises, they are the China Steel Corporation (CSC), Taiwan Sugar Corporation (TSC), Chinese Petroleum Corporation (CPC), Taiwan Power Company (TPC), and Taiwan Salt Industrial Corporation. In regulated environment, the public enterprise owned abundant and idle resources. Now facing competitive pressure, these public enterprise are forced to find new ways to take advantage of these resources to enhance the relative competitive advantage and find vacancy to transfer redundant employees. Owing to various legal constraints, these public enterprises incline to build up new capabilities to use existing physical resources to serve new markets. From structural interview of 20 units in five big public enterprises, this research summarizes the barriers for the public enterprise including strategic obstacle, organizational obstacle and institutional obstacle. Choosing a fit organizational mode is good to cope with above obstacles. There are two typical modes for diversification for public enterprises, one is SBU, and the other is independent company invested by Mother Company. Different modes have different kinds of management issues. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。