控股集團子公司戰略協同之個案研究

A Case Study on the Strategic Synergy of Own Subsidiaries of A Holding Group Company

毛燕華(Yan-hua Mao)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/臺大－復旦EMBA境外專班/碩士(2017年)

https://doi.org/10.6342/NTU201800057

摘要

隨著社會和經濟的不斷發展，管理學的理論和實踐內容也在不斷豐富，其中一個顯著進步就是集團公司管控模式的發展，當一家企業發展到成熟階段，形成一定規模時，企業會形成集團母子公司的模式，集團公司是一個明顯的雙層管理架構，上層是發揮總體控制作用的母公司，而下層則是負責具體業務單元的子公司。母子公司之間存在相輔相成、相互影響、相互滲透的關係，母公司的戰略方向直接影響子公司的未來發展，子公司未來的發展前景反過來又影響母公司的長期可持續發展，因此，母子公司間的協調有序發展成了現代管理學家和企業家不斷研究探索的領域。
母公司作為企業集團的核心主導力量，需要肩負起領導、管理、監督、協調、戰略制定及實施等重任，集團總部將會涉及多個業務組合，並在每個領域設立專屬的子公司，從而加強集團母公司對子公司的管理和控制，實現“1+1>2”的規模效益。集團管控是一個多元化、動態匹配的過程，涉及下屬子公司的戰略管理、行銷管理、財務管理、經營管理、文化建設等方面。
母子公司實施戰略協同的目的是為了實現公司總體戰略目標，充分發揮母公司的“母合優勢”，以及充分調配子公司的資源和專業能力，使得內部組織之間的運作效率更高，集團效益達到最大化。本文具體通過對A集團公司的分析，基於母子公司戰略協同的三大理論基礎：交易費用理論，價值鏈理論和企業資源能力理論，分析當前A集團公司在戰略協同方面的不足及原因，探討能使A集團公司達到整體效益最大化的協同措施，包括人力資源、技術資源、有形資產、管道資源、貨幣資源、組織結構、文化資源七大方面。

關鍵字

母子公司 ； 協同效應 ； 戰略協同 ； 協同措施 ； 母合優勢 ； 多元化經營

並列摘要

With the development of society and economy, the theories and contents of management also become increasing rich. Among this, one impressive progress is the development of the management and control mode of parent-subsidiary company. When an enterprise grows into mature stage, the entity will become the format of parent-subsidiary, the entity is comprised by 2-tier management framework, the top tier is parent company which exerts the overall control, the bottom tier is subsidiary company which is responsible for specific business unit. Parent and subsidiary company complement each other. The strategic direction of parent company affects the future of subsidiary company, and then the subsidiary company will affect the long-term sustainable development of parent company vice versa. Thus, coordinated and orderly development of company becomes the key field which interests contemporary management scientists and entrepreneur.
As the core power of a group, the parent company shall undertake the duty including lead, management, supervision, coordination and strategy formulation. The group headquarter involves many business portfolios, setting up exclusive subsidiary company for each portfolio, so that parent company can enhance management and control for subsidiary company and achieve ‘1+1>2’ scale effect. The management and control of parent company is a diversified and dynamic process, covering strategic management, marketing management, finance management, culture management and so on.
The goal of parent-subsidiary strategic collaboration is to realize the overall strategic goal, allow parent company to fully play parent advantage and subsidiary company fully give resource and profession potential, so that the internal organization can operate more effectively and efficiently, the group benefit can be maximized. The thesis targets at A group company, based on 3 parent-subsidiary company strategic theories: transaction cost theory, value chain theory and enterprise capacity and resource theory, analysis the current situation, problems and reasons of A group, discussing the best synergy strategies for A group, including 7 parts: human resources, technology resources, tangible assets, channel resources, organization structure and culture resources.

並列關鍵字

Parent-Subsidiary Group ； Synergy Effect ； Strategic synergy ； Synergy measures ； Parenting advantage ； Business diversification

參考文獻

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