家族集團企業成長與經營主導邏輯之關係:共同演化架構的探索性研究

Relationships between the Growth of Family Business Group and the Dominant Logic of Decision Makers: An Exploratory Study in the viewpoint of Co-evolution.

張凌嘉(Linc-Chia Chang)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/國際企業學研究所/碩士(2004年)

https://doi.org/10.6342/NTU.2004.02302

摘要

如何在競爭的市場中保持成長與合理報酬，是經營者關心的核心議題，更是策略研究的焦點；過去的研究文獻，多集中於探討企業成長的動機、時機、方向、模式、績效間的關係，尤其是事業擴張的相關性的衡量，內容多側重於經濟理性的決策邏輯。Prahalad and Bettis（1986）提出主導邏輯（Dominant Logic）的論點，強調企業經營者對環境的認知與過去經驗所構成的決策化約邏輯，可能對於企業成長方向有更大的影響。此一論點雖然有趣，但受限於構念具象化的難度，並未有許多的實證驗證。
本研究的目的在以個案研究的途徑，引用共同演化架構，實證探索主導邏輯的形成結構、以及其對企業成長軌跡與事業發展成敗的影響。基本上，本研究認為企業經營的主導邏輯在企業成長的組織演化過程中，扮演某種程度的選擇機能，從而造成事業選擇與組織改變。
本研究選擇國內知名的家族集團企業，華新麗華公司，作為個案標的。
本研究針對個案企業早年以來的事業發展背景、個案公司所經營的事業範疇、組織機構、與經營管理階層的價值觀與信念等，建構一個共演化互動的關係，發現個案公司以家族家長（創始人）為主要決策者，其主導邏輯呈現：
運用關係網絡（如：合資、技術移轉）獲取資源、資訊與機會，順勢掌握政府政策及產業趨勢，傾向以低負債的方式投注高資金門檻的上游製造業，相信自己的權威、經驗與決策能力等內涵。當其主導邏輯涉入經營特質差異較大的產業時，相對於熟悉該產業的專業經理人或技術團隊，會產生無法及時且適當回應的決策限制。
本研究認為，從環境、產業、企業與個人等構面綜合分析，可以歸納出企業經營決策者的主導邏輯。主導邏輯在台灣家族企業中，存在於家族家長
一人心中，而非一群管理團隊的共同主導邏輯。決策者的主導邏輯影響了企業的策略選擇、對產業環境變化的回應行動、內部組織運作與經營績效。

關鍵字

共同演化 ； 家族企業 ； 主導邏輯 ； 企業成長 ； 集團企業

並列摘要

Sustaining continuous growth is a critical mission to managers and has been a central issue of concern in the field of strategic management.
Previous research has been focusing on the motives, directions, modes, and consequence of business growth strategies, with substantial efforts put on the research on relatedness. Most of these research were taking economic and rational decision approach. Prahalad and Bettis (1986) proposed that dominant logic, which refers to a general manager’s cognitive and simplification process of decision making, could be a sensible factor to understand a firm’s diversified move. However, very little follow up empirical research can be found in the growth literature.
The purpose of this research is to undertake in-depth case approach and apply co-evolution framework to explore how a firm’s general management dominant logic will affect its growth evolution. We argue that dominant logic could serve as a selection mechanism in the organizational evolution within environmental and industrial context.
Based on a longitudinal case research focusing on one family business group, Walsin-Lihwa, we are able to document how its dominant logic was formed. The dominant logic existed in the patriarch of the family, not a group of general managers, which in turn affected the group’s business development, internal organization operation, and finally the performance. Dominant logic may help the decision makers more efficiently, but also may become the limit to the decision makers.Implications and suggestions based on the explorative results are
discussed.

並列關鍵字

Family Business ； Co-evolution ； Dominant Logic ； Business Group ； Business Growth

參考文獻

嚴奇峰（1996），「台灣家族企業文化與結構關係研究：雙元系統模型及相關管理問題」，中原學報，24(4): 1-9。

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