遠東航空重整成功個案之研究

這是一個企業重整成功的個案。過去的遠東航空公司，因高層管理者人謀不臧，且未善盡公司治理責任，導致於2008年2月爆發財務危機，同年5月停止營運，違背公司專業經理人應有的「企業社會責任」，亦即企業在創造利潤、對股東利益負責的同時，還要承擔對員工、對社會與環境的社會責任，包括遵守商業道德、生產安全、職業健康、保護勞動者的合法權益、與節約資源等。本研究是探討樺福集團，秉持企業社會責任與同理心，如何由公親變事主接手整治遠東航空，繼而展開重整邁向成功之路。而重整後的遠東航空，又該如何適時、配套與運用行銷策略，方可在嚴峻的航空市場上佔有一席之地，且做到「安全、貼心、服務、您信賴的遠東航空」，重拾消費者的信心。本研究為「單一個案研究分析」，若能將此研究結果轉為企業個案分析的教學應用教材，方能進一步培養經理人的獨立思考、問題解決、與分析決策的能力。

關鍵字

遠東；財務危機；企業社會責任；重整；個案研究

並列摘要

This is a successful case of corporate reorganizing. In the past, Far Eastern Air Transport (FAT), because of the executives failed in planning carefully and responsibilities of corporate governance, it led to the financial crisis at February, 2008, and stopping operating in May, violating the Corporate Social Responsibility (CSR) as a professional manager. The purpose of this research is to investigate how did the Huafu group, a neutral mediator, became involved in the dispute and succeeded in reorganizing FAT with Corporate Social Responsibility and sympathy. And how FAT should do with the marketing strategies to earn a place in competitive aviation market and become the safe, caring, and trustful Far Eastern Air Transport to regain consumers’ trusts. This is a case study, if the result can convert to teaching materials of the enterprise analyzing, it can train managers’ abilities of independent thinking, problems solving, and policy analyzing.