提昇製造部門的積極性－資訊硬體產業之實證

Enhancing Manufacturing Proactiveness: An Empirical Research of Information Hardware Industry

陳嵩(Song Chen)

《管理評論》 21卷4期 (2002/10) Pp. 47-75

https://doi.org/10.6656/MR.2002.21.4.CHI.47

摘要

許多製造策略學者主張，製造部門唯有採取未來導向的思考、積極參與的態度，企業經營績效才能提昇。目前已有許多研究探討製造部門的策略角色、或製造部門的積極性對企業經營績效的影響，實證結果亦支持製造策略學者的主張。惟就實務涵義而言，如何提昇製造部門的積極性或策略角色，這或許才是企業高階主管關心的問題。遺憾的是，此一問題至今仍乏學術上的探討與實證。本研究主要探討企業高階主管對製造部門的重視及跨部門整合機制對製造部門積極性的影響，並以台灣50家資訊硬體產品製造廠商為實證對象。研究結果顯示，高階主管對製造部門的重視及部門整合機制皆顯著的影響製造主管決策參與的積極性。最後，研究者對實證結果在管理上的意義及後續研究做一些討論及建議。

關鍵字

製造部門積極性 ； 高階主管 ； 跨部門整合機制

並列摘要

Scholars of manufacturing strategy suggest that, only manufacturing departments have a future-oriented thinking and an attitude of proactiveness, business performance could improve. There have been a lot of researches investigating the influence of manufacturing proactiveness, or manufacturing's strategic role on business performance. Consequently, empirical results support those scholars' theories. But, how to promote manufacturing proactiveness may this is the problem top managers most concern about. With regret, there has been lack of in-deep researches on the above-mentioned problem. This paper explores the impacts of interdepartmental integration mechanisms and respect for manufacturing by top managers on manufacturing proactiveness. Fifty manufacturers from information hardware industry in Taiwan were sampled as empirical subjects. The empirical results show that respect for manufacturing by top managers and interdepartmental integration mechanisms are the primary factors affecting manufacturing proactiveness. Finally, the implications for management and recommendations for future research are discussed.

並列關鍵字

manufacturing proactiveness ； top managers ； interdepartmental integration mechanisms

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