企業多角化經營策略探討-以H集團為例

THE EXPLORATION OF ENTERPRISES’DIVERSIFICATION MANAGEMENT STRATEGY –A CASE STUDY OF H GROUP ENTERPRISE

曾康維(Kang-Wei Tseng)

指導教授 ： 李弘暉

元智大學/管理學院/管理研究所/碩士(2006年)

摘要

企業為維持競爭力，進行產業變革；為分散風險，擴大經營規模追求成長，或經營到某一瓶頸，因而採取多角化策略。企業進行多角化的因素相當多，而進行多角化雖然可使企業追求成長，內部資源可充分利用，降低風險，惟並不能保證多角化後均能如預期成功。大多數的企業進行多角化策略所浪費的價值，常超過其所創造出的價值。
本研究主要是在探討台灣集團企業的多角化策略經營模式，並以個案公司為例，探討企業進行多角化後之績效對企業之影響，並試圖對個案公司尋求未來之發展策略。

關鍵字

多角化；集團企業；策略

並列摘要

For sustaining competitiveness, enterprises need to conduct industrial reformation; for spreading risk, expanding business scale and growth, and even breaking through the bottleneck and excavation potential, adopting diversity strategies is the most common way for enterprises although there are many dimensions needed to be considered. Most entrepreneurs believe that diversity strategies are helpful for business development, well-allocating internal resources, and risk reduction. However, diversity strategies are not the royal way or guaranteed assess for success. Actually, diversification, being undertaken, usually wastes more value than it can create.
This paper is aiming to discuss the operation models of diversification of Taiwan group enterprises, and the research is designed to be case study so as to find out the efficiency and effectiveness in the target company due to diversifying. Then based on the effect and achievement of diversifying, this paper is going to provide a future development strategy that is suitable for the target company to use.

並列關鍵字

diversifying, diversification；group enterprises；strategy

參考文獻

14.蘇怡如(2002)，「台灣集團企業多角化程度之探討」，成功大學國際企業研究所碩士論文。

5.Porter, M. E. (1980), ” Competitive Strategy: Techniques for Analyzing Industries and Competitors”, Free Press, .N. Y.

一、中文部份

1.Hill.Jones，黃營杉楊景傅合譯(2004)，《策略管理》，台北：華泰文化，第陸版。

2.JamesCollins&Jerry I.Porras.，真如譯，《基業長青》，台北：智庫。