隨著海外市場的興起,企業均關心不已,為能深入瞭解企業外移的動機與因素,本研究將針對大陸市場的衝擊、集團式組織的變化、與企業內資訊系統的整合等背景因素進行探討與分析。 本研究旨在探討集團式組織之應用整合,因此透過集團個案中,就集團、各事業部之經營主管、資訊及使用者訪談之結果,並從應用系統、企業考量因素、溝通機制、標準流程及組織構成要素,進行資料蒐集、分析、解釋、觀察,並提出可行之建議。 本研究發現集團式組織下之各事業體,配屬豐厚之資源,各據一方,如要加以整合必須先從組織組成要素進行分析改造,否則如何完善的溝通機制、標準流程之規劃都無濟於事,進而才能參酌企業考量的因素,再執行應用系統之正確選擇與發展,對集團才有正面的貢獻。 最後,集團式組織之經營效率之發揮,應從共識決策做起,以目標為導向,聚集關鍵性人物組成經營董事局或委員會,方能破除相關家族、專業經理人或委外管理之不當因素影響,進而完善無障礙的溝通機制,以達到完組織再造之目的,讓集團式企業回歸機制管理,得以永續經營。
As the emerging great opportunity in overseas market, most companies concern about it very much. To understand the motivation of enterprise move-out, this research will focus on the impact of China market, the variation of group organizations, and the integration of enterprise IT systems. This research discusses the integration within group organizations. Through special cases, executives and IT users are interviewed. Some key factors are considered such as application system, enterprise consideration, communication mechanism, standard procedure, and organization structure. The practical suggestions are tendered after data collection, analysis, explanation, and observation. The key findings of this research are listed as follows. First of all, the meaningful reorganization of group companies should be done. Otherwise, even the perfect communication mechanism and standard procedure make nothing. Secondly, enterprise points are took into consideration. Then follow the application system implementation. Finally, group organizations’ operation efficiency is done by the same executives’ vision. To set up the objectives, key managers should be formed into a board or a committee to avoid some negative impact such as the holding families’ interruption. Therefore, the goal of reorganization is achieved by smooth communication mechanism. The group companies can be operated through formal mechanism and management.
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