隱形冠軍企業之價值鏈研究--以台灣、香港、德國企業個案為例

Value Chain Management by Hidden Champions --Using Business Cases in Taiwan, Hong Kong and Germany

王安倫(An-Luen Wang)

指導教授 ： 郭瑞祥

國立臺灣大學/工學院/工業工程學研究所/碩士(2016年)

https://doi.org/10.6342/NTU201600208

摘要

本研究以隱形冠軍跨國企業之價值鏈管理為研究範疇，藉著探討三個區域不同（台灣、香港、德國）、產業不同（高科技、國際貿易、傳統產業）、營運模式不同（上市、非上市）、經營核心價值不同（自有品牌產銷、區域總代理）的個案，研究其關鍵成功因素與在隱形冠軍跨國企業核心價值、價值鏈、公司治理、產銷協調機制、國際人力資源管理、組織設計、接班人計畫、家族企業與經理人價值觀契合度的差異比較之下，隱形冠軍企業母公司與海外據點分權管理、公司治理、價值鏈管理、協調控制系統與國際人力資源管理。依據研究結果希望就隱形冠軍跨國企業之成功因素、成功模式、最佳實務與策略成功關鍵因素提出見解與建議。
根據德國學者赫曼･西蒙(Hermann Simon，1992)的定義，隱形冠軍是指一個公司須符合以下三個條件：
（一）在全球市場名列前三名、或是在該州的第一名。
（二）營收不超過50億歐元。
（三）鮮為公眾所知。
本研究學術理論根據德國學者赫曼･西蒙(Hermann Simon，1992) 的研究及隱形冠軍企業的整體戰略目標十大特點、十大條件、市場領導之十大定義、七大特質、五大特色，套用在本研究之台灣、香港、德國三個隱形冠軍企業個案，以作為驗證與探討，並在分析歸納與研究建議中輔以「平衡計分卡」與「人力資源計分卡」作為本研究之結論與建議。
本研究發現台灣隱形冠軍跨國企業管理最大矛盾點與瓶頸處即在於家族企業之所有權與經營權之衝突（公司治理），組織設計（母公司與海外據點）、組織溝通（跨文化管理）分權管理（不確定性規避）。本個案研究也發現德國與台灣隱形冠軍跨國企業在控制系統面（作業流程標準化）優於香港隱形冠軍跨國企業，香港隱形冠軍跨國企業在組織溝通（跨文化管理）、彈性、效率與創新優於台灣與德國隱形冠軍跨國企業。而德國隱形冠軍跨國企業則在所有權與經營權之分離治理，明顯優於臺灣與香港隱形冠軍跨國企業。

關鍵字

隱形冠軍 ； 價值鏈 ； 公司治理 ； 家族企業 ； 關鍵成功因素 ； 競爭優勢 ； 組織設計 ； 國際人力資源管理 ； 接班人計畫

並列摘要

The research focuses on the value chain management by cross-country hidden champions. Case studies have been conducted on companies in different geographic areas (Taiwan, Hong Kong and Germany) which are engaged in different industries (high-technology, international trade and traditional industries) and have different operational styles (listed or unlisted) and core business value (self-branding or acting as regional general agent). In addition to probing their key success factors, the author also compares the difference among these cross-country hidden champions in terms of their core business values, value chain, corporate governance, production-marketing coordination, international human resources management, organizational design, succession plans, as well as the differences of the value consensus between business managers and the family business. Research was also undertaken on the operation styles between the parent company and the overseas offices of these hidden champions, including decentralized management, corporate governance, value chain management, coordination and control systems and international human resources management. The objective of this study is to provide opinions and recommendations based on the findings of cross-country hidden champions, including the key success factors, outstanding business models, best practices, and the critical reasons for the strategic success.

According to the definition provided by Hermann Simon, a German Scholar, in 1992, a hidden champion should meet the following three criteria:
(1) Number one, two, or three in the global market, or number one on the company's continent.
(2) Revenue below EUR 5 billion
(3) Low level of public awareness.
The theories used in this study are based on the research results of Hermann Simon, in 1992. Reference was also undertaken into the ten key factors and ten conditions of the overall strategic objectives of hidden champions, as well as the ten major definitions, seven features and five key factors of the market leaders. For the purposes of verification and exploration, these have been applied to the three hidden champion of this research, respectively in Taiwan, Hong Kong, and Germany. The concepts of “Balanced Score Card” and “HR Score Card” have been applied in the process of analysis and induction, so as to reach a conclusion for the research and provide recommendations accordingly.

The research results suggest that the most contradictory situations or most serious bottlenecks faced by the Taiwanese hidden champions are the conflict between the ownership and the management power of the family business (corporate governance), the organizational design (i.e., the organization of the parent company and the overseas offices), organizational communication (cross-cultural management), and the decentralized management (uncertainty avoidance). It is also found in the research that the hidden champions in Germany and Taiwan have better controlling systems (Operational Process Standardization) than the one in Hong Kong. On the other hand, the hidden champion in Hong Kong outperforms the ones in Taiwan and Germany in organizational communication (cross-cultural management), flexibility, efficiency and innovation. In terms of the decentralized management between ownership and management power, the cross-country hidden champions in Germany show obvious superiority when compared with those in Taiwan and Hong Kong.

並列關鍵字

Hidden Champion ； Value Chain ； Key Success Factors（KSF） ； Critical Success Factors（CSF） ； Corporate Governance ； Family Business ； International Human Resources Management ； Power Distance ； Organizational Design ； Succession Plan

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