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研究生： 曾學瑀
Tseng, Hsueh-Yu
論文名稱： 傳統航空公司再造管理─以復興航空為例
Turnaround Management of a Full Service Carrier-The Case of TransAsia Airways
指導教授： 張有恆
Chang, Yu-Hern
學位類別： 碩士
Master
系所名稱： 管理學院 - 交通管理科學系碩士在職專班
Department of Transportation and Communication Management Science(on-the-job training program)
論文出版年： 2018
畢業學年度： 106
語文別： 英文
論文頁數： 115
中文關鍵詞： 再造計畫 、傳統航空 、決策實驗室分析法(DEMATEL) 、網路分析法(ANP)
外文關鍵詞： Turnaround strategy, Full service carrier, DEMATEL, ANP
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    • 隨著全球航空業的蓬勃發展，航空公司間競爭激烈，部份營運狀況不佳的航空公司面臨著被淘汰的窘境。「再造管理」被視為一間公司從衰敗中復甦的利器，先前的研究提出了許許多多的再造政策，然而再造計畫通常是發生在公司狀況不佳的時候，所以公司必須要釐清各項政策的重要度及優先順序，才能將有限的資源運用在適當的時機、投注在合宜的政策，以發揮最大的效果。
    本研究透過文獻回顧及個案探討的方式，歸納出傳統航空公司的16項再造政策，並將這些政策分成四個構面，分別是：組織重整、財務重整、品質改善以及社會關係，接著透過決策實驗室分析法(DEMATEL)以及網路分析法(ANP)找出各項再造政策的因果關係以及相對重要度，更藉由產官學界專家訪談，完成傳統航空公司再造計畫流程圖。除此之外，本研究亦邀請曾經參與復興航空再造計畫的高階主管進行深度訪談，深入了解實際上航空公司再造計畫所面臨的狀況及問題，以復興航空的例子作為借鏡。
    本研究結果發現，航空公司首先應將資源投注在穩固再造計畫的根基，包含：公司治理、引進新的經營團隊、有經驗的再造小組、成本與營收管理以及經營管理策略，當再造計畫的基礎穩定後，再行實施其他政策。本研究結果結合理論、實務以及各界專家意見，除可作為航空公司策略訂定之參考、更可提供政府單位作為監管、查核依據。

    Growth of the airline market has resulted in competition and has eliminated some declining airlines. Turnaround is considered the ability of firms to combat decline. In prior studies, many turnaround strategies have been suggested. Nonetheless, turnaround plans often take place in difficult times. The company must be able to prioritize and allocate finite resources to the right strategic action plan in order to achieve the maximum result. This research suggests that the turnaround plan of a full service carrier comprises 4 dimensions (organizational restructuring, financial restructuring, quality improvement, and social relationships) and 16 individual strategies. The pairwise comparison method used in an analytic network process and the decision-making trial and evaluation laboratory method are used to evaluate the relative importance and causal relationships among these 16 strategies via expert questionnaire surveys. In addition, the management of TransAsia Airways is invited to share insider perspectives on the airline’s failed turnaround attempt. The results suggest that airlines should invest more resources to build a steady foundation for a turnaround plan that includes company governance, introduction of a new management team, an experienced top management team, cost and revenue management, and business stratagem management. Other strategies should be developed after this stable foundation is established. The findings can serve as a great reference lesson for airlines when they are facing a crisis.

    Chapter 1 Introduction 1 1.1 Research Background and Motivation 1 1.2 Research Objectives 4 1.3 Research Scope 5 1.4 Research Framework 5 Chapter 2 Literature Review 8 2.1. Turnaround Management 8 2.1.1 Definition 8 2.1.2 Organization 14 2.1.3 Financial 18 2.1.4 Quality improvement 20 2.1.5 Social relationship 23 2.2. Summary 24 Chapter 3 Case Study 25 3.1 Selection of Case Studies 25 3.2 Japan Airlines 25 3.3.1 Introduction 25 3.3.2 Crisis 26 3.3.3 Turnaround Strategies 26 3.3.4 Summary 29 3.3 Malaysia Airlines 30 3.4.1 Introduction 30 3.4.2 Crisis 30 3.4.3 Turnaround Strategies 31 3.4.4 Summary 33 3.4 Pan American World Airways 34 3.5.1 Introduction 34 3.5.2 Crisis 35 3.5.3 Turnaround Strategies 39 3.5.4 Summary 40 3.5 Summary 42 Chapter 4 Research Design, Methodology and Analysis 43 4.1 Framework of Turnaround Plan 43 4.1.1 Organizational Restructuring 43 4.1.2 Financial Restructuring 44 4.1.3 Quality Improvement 46 4.1.4 Social relationships 46 4.2 Questionnaire Formulation and Distribution 49 4.3 DEMATEL 50 4.3.1 Introduction 50 4.3.2 DEMATEL process 51 4.3.3 Analysis 53 4.4 Analytic Network Process (ANP) 59 4.4.1 Introduction 59 4.4.2 Analysis 61 4.5 In-depth Interview 64 4.5.1 Introduction 64 4.5.2 Advantages and Limitations 66 4.5.3 In-depth Interview Process 66 4.5.4 Analysis 68 Chapter 5 The case of TransAsia Airways 72 5.1 Introduction 72 5.2 Crisis 73 5.3 Turnaround strategies 74 5.4 Summary 89 Chapter 6 Conclusions and Suggestions 90 6.1 Conclusions 90 6.2 Suggestions 91 6.3 Research contributions 92 References 94 Appendix A 99 Appendix B 111

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