跨國公司海外建廠經營成功關鍵因素探討-以在台某外商化工廠為例

The Key Factors to the Success of the MNE Operations Using a Foreign-invested Chemical Plant as a Case Study

林正福(Cheng-Fu Lin)

指導教授 ： 尤 克 強

元智大學/管理學院/管理研究所/碩士(2004年)

摘要

摘 要
由於外在環境的劇烈變動、國際企業間的激烈競爭以及全球化的力量，企業為持續保有其原有之競爭優勢或是創造競爭優勢機會，跨國公司莫不爭相進入前往市場成長快速或資源取得容易、低廉的國家，以強佔先進入者的優勢，以確保永續經營。然化工業由於環保意識的抬頭及開發中旳國家往往設定較嚴格的進入門檻，這使化工業不易擴充邁向國際化。本研究目的在探討跨國化學公司經營成功的關鍵因素，並以某外商化工廠在台設廠經營成功為案例，透過深入訪談及問卷方式蒐集資料，再用麥肯錫組織七要素的架構去作分析探討，期能發現其成功之關鍵因素，以供其他化工業經營之參考。
研究此外商化工廠經營成功的關鍵因素得到有下面四個啟示:
一、 一個成功的經營必須在組織七要素的每一構面做均衡的重視，且企業具特殊專業技能者較易成功，所以企業應選擇在其專業的領域發展。
二、 明確的核心價值有助於培養其企業文化；而企業化所營造出的共享價值對組織的績效的影響力遠在其他六個組織要素之上。
三、 公司的核心價值若與其經營業務之特性相關，較易於發展其共享價值。
四、 企業追求卓越的安全績效，助於養成員工優良的操作紀律，進而影響組織績效，這與Jim Collins在「從A到A+」書中強調紀律的文化是一致的。

關鍵詞：企業文化、組織績效、麥肯錫7S架媾

關鍵字

企業文化 ； 組織績效 ； 麥肯錫7S架媾

並列摘要

ABSTRACT

Under the current environment of fast change, acute competition of global marketing and the tendency of globalization, the MNE’s are moving fast to the developing countries where have high demand, the low labor cost or abundant raw materials so as to gain the early-mover advantages and sustain their competitive advantages. But, it makes the entry more difficult for the Chemical Operation because of the raise of environmental consciousness and the higher threshold established by the host country government. The objective of this search is to find out the key factors to the success of the MNE’s operations using a successful foreign-invested chemical plant as a case study. The in-depth interview and developed questionnaire were adopted to collect the data and information, and then using the McKinsey’s 7-S framework to examine and analyze. Some key contributors to the successes are expected to identify for the reference of other Chemical Operation.

The result of the research reveals that the success of the case chemical plant operation can be concluded as following:
1. A successful operation has to be evenly emphasized/developed in each organization element of 7S, and the enterprise with core competences tends to get success and need to insist on the competences.
2. . Clear core values help developing the organizational culture and eventually generate the shared values. The organizational shared value is the most powerful contributor to the performance.
3. If the core value is something complies with the specialty of the business they run, the shared values can be formed much easier.
4. Pursuing SHE excellence promoted the good operational discipline and that eventually contributed to the organization performance. This finding complies with the Jim Collins’ theory mentioned in his book of “From Good to Great”.

Key words: Organization Culture, Organization Performance, McKinsey 7S framewok

並列關鍵字

Organization Culture ； Organization Performance ； McKinsey 7S framewok

參考文獻

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