摘 要
　　組織生命週期理論指出，任何企業組織發展階段，必然會產生不同的現象與問題。企業為了持續成長與競爭，應有正確明快的決策與執行，調整組織功能與管理模式，面對並解決當時內在組織、外在環境、或當時管理者不易預知的問題。
　　本研究採個案研究方法，探討中鋼結構公司以生命週期中四個階段所經歷之問題與決策，以學習成長之經驗。首先回顧組織理論文獻，了解台灣鋼結構產業現況及性質，再整理個案公司組織發展過程，探討組織架構、成長與變革、組織特徵、產業環境等。
藉由上述資料設計訪談問題，至個案公司訪談，分析結果以交叉驗證：（1）個案組織生命週期發展階段，與理論所述的特徵是否一致，（2）個案組織面對不同發展階段的問題，管理階層採取何種決策及執行，及（3）組織各階段之現象與問題、決策與執行之情況與原因，探討當時原因是否為內在組織、外在環境、或當時管理不易預知所影響。藉由上述分析結果，提出組織生命週期發展各階段之經驗學習。
　　除了個案公司各階段的經驗供自己學習外，導出之重要而值得學習之經驗有（1）母公司支持之子公司應給予機會自我成長。藉由員工及管理者團隊的成長，對公司出現的現象與問題，決策與執行獲得自身的經驗，對往後的經營與面對新的競爭環境有利。（2）技術為主之公司應逐漸注重管理。技術發展已有所成果，但輕忽管理，對新的環境缺乏應變能力而影響競爭力，忽略市場與業主的需求，將造成經營績效不佳，應無理由犯類似錯誤。

Abstract
　The organization life cycle theory points out that an enterprise at developing stages will be inevitablely encountered with different phenomena and problems. In order to grow and compete, an enterprise should have correct decisions and execution, adjust organization function and management style, and solve the problems of internal organization, external environment, or unforeseen difficulty.
　This research adopted the case study method, probed into the problems and decisions of the China Steel Structure Company（CSSC）during the four stages of life cycle, and learned the growth experiences of the company. By doing so, we reviewed the organization theory, found out the present situation and characteristics of the structural steel industry, and then investigated the CSSC’s growth process, including organization framework, growth and change, organization features, and the industry environment.
Questions were designed based on the above-mentioned information, to interview the case company, analyze and verify the following:（1）Whether the characteristics of the organization at different stages are consistent with those stated in the theory.（2）What kinds of decisions were made by management and executed when dealing with the problems at each stage.（3）The reasons for the phenomena, problems, decisions and executions at every stage are resulted from internal organization, external environment, or unforeseen difficulty. Based on the above analysis the lessons learned from the organization life cycle were derived.
　In addition to the lessons learned for the case company, two general lessons are important and worthy of reference to other companies:（1）A subsidiary company should be offered the opportunity to grow by itself. （2）Technology oriented companies should gradually pay attention to management and adopt management methods.

中文部分
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2.黃原福，「組織生命週期的解釋架構及管理策略－採資訊處理觀點」，碩士論文，國
立交通大學管理科學研究所，民79。
3.黃耀輝，「台灣鋼結構產銷供應鍊之市場結構與需求行為分析之研究」，碩士論文，國立高雄第一科技大學運輸與倉儲系，民91。
4.陳俊穎，「環境，組織生命週期與企業策略之關聯性研究--以台灣地區製造業為例」
，碩士論文，國立交通大學管理科學研究所，民84。
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