簡易檢索 / 詳目顯示

回結果列表
研究生： 林美辰
LIN, MEI-CHEN
論文名稱： 中小企業的轉捩與相關問題探討 –個案調查法
A Study on the Turnaround and the Related Problems of Small- and Medium- Sized Enterprises – A Case Survey Approach
指導教授： 葉桂珍
YEH, QUEY-JEN
學位類別： 碩士
Master
系所名稱： 管理學院 - 企業管理學系
Department of Business Administration
論文出版年： 2004
畢業學年度： 92
語文別： 英文
論文頁數： 71
中文關鍵詞： 個案調查法 、轉捩 、組織生命週期 、中小企業
外文關鍵詞： Turnaround, Organizational life cycle, SME (Small- and Medium- Sized Enterprise), Case survey
相關次數： 點閱：92  下載：6 
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報

    • 　　中小企業在台灣經濟成長的過程中，扮演著極為重要的角色，就連世界聞名的台灣經濟奇蹟，也得歸功於中小企業的貢獻。在世界各國，中小企業也都是全國受雇員工的主要來源。因此，中小企業的重要性不言可喻。然而，中小企業的存活率卻遠不如大企業來的高，成功的中小企業多經歷過轉捩的過程。本文採用個案調查法，利用次級資料，試圖歸納出成功的中小企業發生轉捩的時間、原因及成功轉捩所採取的策略。文中的生命週期共分為四階段，主要是採自Dodge and Robbins (1992) 的模型。本研究所推測的結果如下：
    　　1. 中小企業的轉捩點很可能多發生在第一和第三階段。在第一階段的原因可能是因為企業(尤其是中小企業)在成立初期比較不穩定，加上對市場不熟悉，所以比較容易發生轉捩；企業到了第三階段，開始面臨成長趨緩，因此企業會想要做些轉變來突破。
    　　2. 造成中小企業轉捩的原因很可能多為外部，而非內部。
    　　3. 外部市場問題是中小企業第一階段可能較常面臨的問題。
    　　4. 外部競爭問題是中小企業第一階段可能較常面臨的問題。　　　　　　　　　　
    　　5. 中小企業在面臨外部問題時，較可能採取”策略性的(strategic)”策略加以解決；而當面臨內部問題時，則較傾向採取”行政的 (administrative)”策略解決。

    　　The success of SMEs (Small- and Medium- Sized Enterprises) in Taiwan has been well acknowledged. In addition, SMEs also have been the primary source of employment creation worldwide over the last decade. Till now, the amount of SMEs is still growing rapidly than large enterprises over time. However, most of them can not exist long. This study utilizes a case survey – analyses of published cases – to probe the difficulties that companies may encounter in the different stages of the organizational life cycle and the key factors for successful turnarounds in Taiwan. In this study, Dodge and Robbins’ (1992) four-stage organizational life cycle was adopted. Several findings of SME may be drawn from this study:
    　　1. SMEs’ turnarounds seem to occur in their first and the third life cycle stage often. This result may be due to that companies, especially SMEs, are usually unstable in the stage one. They might be unfamiliar with the market, or even worse, lacking for steady supply of resources at the beginning years. In terms of the third stage, companies would face the sales decline.
    　　2. External problems seem to be the main turnaround causes
    　　3. The external market problems (EM) seem to be the main causes for those turnarounds occurring in the first life cycle stage
    　　4. The external competition problems (EC) seem to be the main causes for those turnarounds occurring in the third life cycle stage
    　　5. Most external problems would be solved by strategic approaches, while most internal problems would be solved by administrative approaches

    Contents CHAPTER 1 INTRODUCTION 1 1-1 RESEARCH MOTIVE 1 1-2 RESEARCH PURPOSE 3 1-3 METHODOLOGY 3 CHAPTER 2 LITERATURE REVIEW 5 2-1 ORGANIZATIONAL LIFE CYCLE 5 2-1-1. THE FIVE-STAGE SMALL BUSINESS GROWTH MODEL BY CHURCHILL AND LEWIS (1983) 5 2-1-2. THE THREE-STAGE ORGANIZATIONAL DEVELOPMENT MODEL BY SMITH AND GANNON (1987) 7 2-1-3. THE FOUR-STAGE ORGANIZATIONAL LIFE CYCLE FOR SMALL BUSINESS BY DODGE AND ROBBINS (1992) 8 2-1-4. THE FOUR-STAGE ORGANIZATIONAL LIFE CYCLE MODEL FOR SMALL NEW ZEALAND WINERIES BY BEVERLAND AND LOCKSHIN (2001) 10 2-2 A SUMMARIZATION OF THE ORGANIZATIONAL LIFE CYCLE MODEL 12 2-3 TURNAROUND 18 2-3-1. BUSINESS TURNAROUND AND THE CAUSES 18 2-3-2. THE TURNAROUND STRATEGIES 20 CHAPTER 3 REASERCH METHOD 23 3-1 THE CASE SURVEY APPROACH 23 3-2 SELECTION OF A RELEVANT CASE DATA SET 25 3-3 OPERATIONALIZATION DEFINITIONS OF THE RESEARCH VARIABLES 26 3-3-1. STAGES OF THE ORGANIZATIONAL LIFE CYCLE 26 3-3-2. TURNAROUND 28 3-3-3. THE TURNAROUND CAUSES 29 3-3-4. THE TURNAROUND STRATEGIES 31 3-4 DESIGN OF THE CODING SCHEME 33 3-5 MULTIPLE CODING AND INTERRATER RELIABILITY 37 3-5-1. MULTIPLE CODING 37 3-5-2. MEASURING INTERRATER RELIABILITY AND RESOLVING CODING DISCREPANCIES 42 CHAPTER 4 THE RESULTS 44 4-1 SUMMARY OF THE ANALYSIS OF THE TEN CASES 44 4-2 WHEN WOULD A TURNAROUND OCCUR? 55 4-3 THE POSSIBLE TURNAROUND CAUSES IN DIFFERENT LIFE CYCLE STAGE 56 4-4 THE TURNAROUND STRATEGIES 58 CHAPTER 5 CONCLUSIONS AND SUGGESTIONS 62 5-1 CONCLUSIONS 62 5-2 RESEARCH CONTRIBUTION 65 5-3 RESEARCH LIMIT AND SUGGESTION 66 REFERENCE 67

    1. Beverland, M., and Lockshin, L.S. (2001). “Organizational Life Cycle in Small New Zealand Wineries,” Journal of Small Business Management 39(4), 354-362.
    2. Bilbeault, D. B. (1982). Corporate Turnaround: How Managers Turn Losers into Winners, McGraw-Hill, New York.
    3. Boyle, R. D., and Desai, H. B. (1991). “Turnaround Strategies for Small Firms,” Journal of Small Business Management 29(3), 33-42.
    4. Bracker, J. S., and Pearson, J. N. (1986). “Planning and Financial Performance of Small, Mature Firms,” Strategic Management Journal 7, 503-522.
    5. Bullock, R. J., and Tubbs, M. E. (1987). “The Case Meta-analysis of Gainsharing Plans as Organization Development Interventions,” Journal of Applied Behavioral Science 26, 383-404.
    6. Cameron, K. S. (1983). “Strategic Responses to Conditions of Decline: Higher Education and the Private Sector,” Journal of Higher Education 54(July-August), 359-380.
    7. Carol, Y. Y. L. (1998). “Success Factors of Small- and Medium- Sized Enterprises in Taiwan: An Analysis of Cases,” Journal of Small Business Management 36(4), 43-56.
    8. Chen, W. H. (1999). “The Manufacturing Strategy and Competitive Priority of SMEs in Taiwan: A Case Survey,” Asian Pacific Journal of Management 16, 331-349.
    9. Chowdhury, S. D., and Lang, J. R. (1996). “Turnaround in Small Firms: An Assessment of Efficiency Strategies,” Journal of Business Research 36, 169-178.
    10. Churchill, N. C., and Lewis, V. L. (1983). “The Five Stages of Small Business Growth,” Harvard Business Review 61(3), 30-50.
    11. Cooper, A. C., Dunkelberg, W. C. and Woo, C. V. (1989). “Survival and Failure: A Longitudinal Study,” Purdue University (paper highlighted in February 14, 1989 issue of The Wall Street Journal, B1).
    12. Di Primio, A. (1988). “When Turnaround Management Works,” The Journal of Business Strategy (January/February), 61-64.
    13. Dodge, H. R., Fullerton, S., and Robbins, J. E. (1994). “Stage of the Organizational Life Cycle and Competition as Mediators of Problem Perception for Small Business,” Strategic Management Journal 15, 121-134.
    14. Dodge, H. R., and Robbins, J. E. (1992). “An Empirical Investigation of the Organizational Life Cycle Model for Small Business Development and Survival,” Journal of Small Business Management 30(1), 27-37.
    15. Dorilhon, G., and Estime, M. (1993). “Technology Watch and the Small Firm,” OECD Observer 182, 31-34.
    16. Emory, C. W., and Cooper, D. R. (1991). Business Research Methods. Homewood, III.: Richard D. Irwin, Inc.
    17. Goodman, P. S., and Pennings, J. M. (1977). New Perspectives on Organizational Effectives. San Francisco: Jossey-Bass.
    18. Gopal, R. (1991). “Turning Around Sick Companies – The Indian Experience,” Long Range Planning 24(3), 77-83.
    19. Grinyer, P. H., Mayes, D., and McKiernan, P. (1988). Sharpbenders: The Secrets of Unleashing Corporate Potential, Basil Blackwell, Oxford.
    20. Hanmbrick, D. C., and Schecter, S. M. (1983). “Turaround Strategies for Mature Industrial-Product Business Units,” Academy of Management Journal 26(June), 231-248.
    21. Hannon, B. (1996). “The Pioneering Spirit,” Worldbusiness 2(3), 8.
    22. Heany, D. F. (1985). “Businesses in Profit Trouble,” The Journal of Business Strategy (Spring), 4-12.
    23. Hiebert, M. (1993). “Economic Relations: Open for Business,” Far Eastern Economic Review 156(11), 49-50.
    24. Hofer, C. W. (1980). “Turnaround Strategies,” Journal of Business Strategies 1(Summer), 19-31.
    25. Jauch, L. R., Orborn, R. N., and Martin, T. N. (1980). “Structured Content Analysis of Cases: A Complementary Method for Organizational Research,” Academy of Management Review 5, 517-525.
    26. Kazanjian, R. K. (1988). “Relation of Dominant Problems to Stages of Growth in Technology-Based New Ventures,” Academy of Management Journal 31(2), 257-279.
    27. Larsson, R. (1993). “Case Survey Methodology: Quantitative Analysis of Patterns Across Case Studies,” Academy of Management Journal 36(6), 1515-1546.
    28. Levitt, T. (1988). “On Agility and Stability,” Harvard Business Review 66(March-April), 7.
    29. Liu, P. C., Liu, Y. C., and Wu, H. L. (1995). “The Role of SMEs in Economic Development of Chinese Taipei,” APEC Symposium on HRD for SMEs in Taiwan, 6-1 through 6-37.
    30. Lucas, W. A. (1974). The Case Survey Method: Aggregating Case Experience, R-1515-RC. Santa Monica, CA: Rand Corporation.
    31. Mulhern, A. (1995). “The SME Sector in Europe: A Broad Perspective,” Journal of Small Business Management 33(3), 83-87.
    32. Murphy, J. (1986). “First Aid for Unhealthy Companies,” Australian Accountancy (May), 29.
    33. Olson, P. D., and Terpstra, D. E. (1992). “Organizational Structural Changes: Life-cycle Stage Influences and Managements’ and Interventionists’ Challenges,” Journal of Organizational Change Management 5(4), 27-40.
    34. Quinn, R. E. (1983). “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence,” Management Science 29(1), 33-51.
    35. Robbins, D. K., and Pearce II, J. A. (1992). “Turnaround: Retrenchment and Recovery,” Strategic Management Journal 13(4), 287-309.
    36. Schendel, D. E., Patton, R. and Riggs, J. (1976). “Corporate Turnaround Strategies: A Study of Profit Decline and Recovery,” Journal of General Management 3(Spring), 3-11.
    37. Scherrer, P. S. (2003). “Management Turnarounds: Diagnosing Business Ailments,” Corporate Governance 3(4), 52-62.
    38. Scott, B. R. (1971). Stages of Corporate Development – Part 1, Case No. 9-371-294, Intercollegiate Case Clearing House, Boston, Mass.
    39. Slatter, S. St. P. (1984). Corporate Recovery: Successful Turnaround Strategies and Their Implementation, Singapore, Penguin.
    40. Small Business Administration, The State of Small Business, U.S. Government Printing Office, Washington, DC. 1986.
    41. Smith, K. G.., and Gannon, M. J. (1987). “Organizational Effectiveness in Entrepreneurial and Professionally Managed Firms,” Journal of Small Business Management 25(3), 14-21.
    42. Taiwan Medium and Samll Business Administration (2003). White Paper on Small and Medium Enterprises in Taiwan. Taipei: Taiwan Medium and Small Business Administration, Ministry of Economic Affairs, Taiwan.
    43. Ulrich, D., and Wierseman, M. F. (1989). “Gaining Strategic and Organizational Capability in a Turbulent Business Environment,” The Academy of Management Executive 3 (May), 115-122.
    44. Woo, C. Y., and Cooper, A. C. (1981). “Strategies of Effective Low Share Business,” Strategic Management Journal 2, 301-308.
    45. Yin, R. K., and Heald, K. A. (1975). “Using the Case Survey Method to Analyze Policy Studies,” Administrative Science Quarterly 20, 371-381.

    下載圖示 校內：立即公開
    校外：2004-07-08公開
    QR CODE