以故事三幕劇結構探討企業成長路徑

故事之所以受人矚目，因為有其紮實的敘述結構。企業之所以成功經營，因為有其穩健的成長路徑。企業經營的策略和路徑，一直都是管理學所關注的議題。過去以來，許多學者從不同的角度，包含企業構型、企業能耐、成長策略等議題，來探討企業成長。本研究分析故事結構及企業成長路徑的相關性，試著了解其中的關聯性，建立關聯性後，期能透過故事的撰寫，協助企業推測成長路徑，為企業持續成長，從不同的角度，注入動力。本研究選擇以射出成型之車用物件為產品的臺灣隱形冠軍企業為分析對象，其長達卅多年來的成功經營路徑，依照「初創期」、「成長期」及「成熟期」，分析其經營策略，對照故事三幕劇的結構，以探討「故事三幕劇」及「企業成長路徑」的關聯。經由分析，本研究發現成功企業的成長路徑，在每一發展期間，有「初創期」、「成長期」及「成熟期」三個階段，與故事三幕劇結構的「鋪陳期」、「衝突期」與「解決期」有極大關聯性，因此可以推論，成功的企業路徑，除了符合管理學的三個階段，同時也貼近故事三幕劇的結構。企業的初創到成熟，除了資金和人力的投入外，還需要有合適的策略，帶領企業成長。當故事結構可以推測企業成長路徑時，企業經理人就得以透過撰寫「企業未來故事」，來給團隊一個想像，這個想像，將導引企業產生「願景」及「目標」，讓企業的前進與成長，有具體的方向。

關鍵字

故事；三幕劇結構；企業成長；成長路徑；企業構型；第二成長曲線；成長策略

並列摘要

A story receives attention it merits because of its solid narrative structure. Similarly, the reason an enterprise runs successful operation is because of its steady growth path. Business strategy and path have always been the subject of management concerns. In the past, many scholars explore business growth from different perspectives, including enterprise configuration, business capability, growth strategy, etc.. This study analyzes the correlation between structure of a story and growth path of an enterprise, and tries to understand associated relevance. Once the relevance have been established, this study can assist an enterprise forecast growth strategy, continuously grow the business, and drive various aspects of stimulating forces. In this study, we selected the “invisible” champion enterprises in Taiwan that products are bumper bar for automobiles as candidates for our analysis. From “start-up period" to "growth period" then eventual "maturity period" across 30+ years of successful operation, we studied the business strategy and explore the association between " enterprise growth" and the "three-act structure" of a story. According to the study, our analysis found that the growth path of every successful enterprises comprise of "start-up period", "growth period" and "maturity period" and that these 3 development phases are strongly correlated with the three-act structure of a story (i.e. “setup period", "conflict period", and "resolution period"). Consequently, it can be inferred that successful business path of an enterprise not only meets the three stages of management theory is also closely correlated with the three-act structure of a story. From startup to maturity, in addition to capital and human resources, enterprises also need to have the appropriate strategy to lead business growth. When the story structure can forecast the path of business growth, business executives should be able to write story of the "business future” to drive imagination for the team. This imagination will guide the enterprise to drive "the vision" and "the target", providing a solid growth path forward.

並列關鍵字

story ； 3-act structure ； enterprise growth ； growth path ； the second curve ； Enterprise configuration ； growth strategy

參考文獻

許皓白，2007，企業能耐演化之個案研究，國立臺灣大學國際企業研究所碩士論文。

周鐵東譯，Robert Mckee原著，1997，Story 故事（Substance, Structure, Style and the Principles of Screenwriting）。

Adizes,1999, Managing Corporate Lifecycles.

Chialin Chen, Jun Zhang, Ruey-Shan Guo, 2016, The D-day, V-day, and bleak days of a disruptive technology: A new model for ex-aunt evaluation of the timing of technology disruption, European journal of operational research.

Danny Miller, Peter H. Friesen, 1984, A longitudinal study of the corporate life cycle, Management science.

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以故事三幕劇結構探討企業成長路徑

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