台灣前五大汽車整車製造公司組織發展歷程之分析

裕隆、中華、國瑞、福特與三陽等五家公司佔據國產汽車90%的市場。這五大公司的發展軌跡，是一饒富學術性與實務性意涵的管理議題，對了解台灣汽車產業的發展有極為深刻的意義。基於此，本研究以多個案討論的研究設計為基礎，透過收集豐富的次級資料與公司內部的檔案資料，再輔以深度訪談後的內容分析，來進行三角交叉比對的歸納，俾利解析這五家汽車整車製造公司的過去、變革與現狀。經由上述之研究過程，本研究提出下列命題供台灣汽車整車製造公司參考：（1）．台灣汽車整車製造公司不論是異業投入型、上＼下游轉入型、或水平衍生型的經營策略，都較易於存活。（2）．台灣汽車整車製造公司若能克服規模與資源的限制，擴充產品線廣度，深化品牌知名度，較易使公司穩定成長。（3）．台灣汽車整車製造公司應採取先應式發展策略，提昇研發、製造的核心能耐，以維持競爭優勢。（4）．台灣汽車整車製造公司在面臨衰退的危機下，愈早自覺進入再生期，實施再造成功的機率愈大。

關鍵字

台灣汽車整車製造公司；組織變革；組織發展；組織生命週期

並列摘要

Yulon, China, Sanyang, Ford, and Kuozui firms occupied 90% market share in Taiwanese motor industry. Development orbit of them will be conducive to catch on the motor industry development in Taiwan. Such analysis has implications for both theory and practice. In view of this, this paper adopts multi-cases approach to explore past patterns, changes, and present of these 5 motor firms through rich secondary data, and depth interview. By way of above research process, this paper proposed 4 propositions: (1).Motor firms in Taiwan are easy to survive regardless of coming from any strategies of different business, up-down stream business, or horizontal business. (2). Motor firms in Taiwan are able to steady by overcoming some constrains of organizational domains and resources. (3). Motor firms in Taiwan may adopt proactive strategy to maintain competition advantages through upgrading core competence of research and development and manufacture. (4). The earlier motor firms in Taiwan were aware of getting to renewal state, the higher successful possibility of organization reengineering was.