以台灣子公司員工之觀點探討日本式管理之控制機制
--以T株式會社為例

王振耀

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以台灣子公司員工之觀點探討日本式管理之控制機制 --以T株式會社為例

A Case Study on the Japanese Controlling Mechanism from the Perspective of Taiwanese Employee - T Company as an Example

王振耀 , Masters　　Advisor：丁姵元　　

繁體中文

控制機制；日本式管理； Controlling Mechanism ； Japanese-style management

Abstract │ Reference (50) │ Altmetrics

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Abstract
T Company, a Japanese enterprise and the subject in this research, was used to be a well-known and outstanding manufacturer in the electronic component market. Specifically, “inductor” was the component that T Company played a key role in the industry. Foreseeing the drastic international economic change, T Company established oversea companies forty years ago to explore foreign market and such strategy was quite successful and indeed brought the mother company a great fortune, mainly contributed by her foreign offspring. Nevertheless, T Company, including oversea companies, had experienced sever challenges from all aspects in recent years and profit slumped. Some products were even outplayed by its competitors. Under such circumstances, how to well managed its oversea companies and regain the glory have become T Company’s top priority.

A full-scale check on T Company attributes in order to have in-depth understanding of conditions and probably the root causes to its problems was conducted via interview and qualitative research methods. With the input of those employees involved in the daily operation in the Taiwanese company, we identified different operation check points and analyzed the consequences and challenge they had faced. It is expected in this research to pinpoint the difficulties and root causes to the problems within the internal identity and come up with the insight for international enterprises that fit the spectrum.

The analysis showed that there were three phases we’d see how the mother company controlled her offspring. T Company decided operation models, business goals and communication/operation network for her offspring and station Japanese mangers in the oversea company for supervision. With such arrangement, the offshore companies have totally lost its identity in term of decision making. The research showed that T Company had applied the same principle and guideline in controlling her oversea offspring without exception, regardless the differences among different identities and the environment they were operating within. Therefore, the offspring failed the mechanism for environment adaptability and started losing competitiveness as consequences. The mother influences were even amplified under both top management and stationed managers involved in the daily operation. The control system can sense in these oversea companies the Japanese culture in terms of power extension and bureaucracy from the mother. The study showed clearly that T Company should be able to regain her competitiveness back substantially if the status quo in the controlled system was fine tuned properly to be simpler and individualized.

Reference ( 50 ) 〈TOP〉

2. 司徒達賢 (1995)。策略管理。台灣 : 遠流。
連結：
7. 林建廷 (2008)。「臺商海外子公司異文化管理制度之比較分析」，碩士論文，中國文化大學碩士論文。
連結：
9. 林蕙瑛 (2008) The Story of Magician in School – The Qualitative Research of A Creative Teacher。
連結：
12. 夏艷文 (2013)。台籍員工對在台日本企業的經營管理及其企業文化之關感及認知。商業現代化學刊, Vol.7, No.1. pp.307-338。
連結：
16. 張嘉娟 (2004)。「員工內部行銷知覺、企業文化差異知覺與組織承諾之關聯性研究—以集團企業子公司員工為研究對象」，中原大學企業管理研究所碩士論文。
連結：

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