決策者心智模式與企業轉型策略-以 S 公司個案為例
李亭林、蔡素蓉
摘要
本文探討一家成立近 40 年的 S 電容器製造公司，在面臨環境的挑戰與威脅時，如何辨識環境的機會與風險，運用心智思維及組織文化來進行競爭優勢策略的選擇與企業轉型。 換言之，從系統觀的角度，針對 S 公司隨著時間推移所進行的企業策略轉型研究，分兩 個時期(2014 年與 2017 年) ，前後共進行 6 次訪談，進行縱貫性研究(longitudinal research)。 此外，並藉由敘事分析法(analysis of narrative)，去發掘 S 公司的發展歷程、事件的先後次序以及各種轉型原因與後果的連結，對企業轉型之來龍去脈，發展出完整的圖像，並發展試驗性的命題推論。S 公司前後七次的轉型中，有成功也有失敗。當市場的轉移之間連結度高的情況下，適用於產品轉型，此時可加強資本與技術的投入，以維持競爭力，尤其是利用「衰退期」的市場剩餘價值，創造供給市場的稀缺性，憑藉其技術與良率，可讓企業順利求生。反之，當市場的轉移連結度低時，必須透過新事業的開發，或是透過加強與顧客之間的關係，才能繼續維持競爭力的契機。本研究根據每一階段的轉型發展出七個命題推論。此外，研究也發現在每一次的轉型當中，決策者的中心思維圍繞著「如何增加訂單數量」及「如何增加營收」。最後，本研究融合了系統觀與縱貫性研究賦予企業轉型議題的創新性。
關鍵詞：企業轉型、系統思考、心智模式、敘事分析
Decision-makers' Mental Models and Business Transformation Strategies - The Case Study of S Company
Ting-Lin Lee, Su-Jung Tsai
Abstract
This study explore how a S-capacitor manufacturing company, which has been established for nearly 40 years, identified opportunities and risks in the face of environmental challenges and threats; also how the policy maker used her mindset and organizational culture to make strategic choices and business transformation. From a systematic perspective, this study aims at the S company's strategy transformation over time in two periods (2014 and 2017), a total of six interviews, to conduct a longitudinal research. In addition, through the analysis of narrative, to discover the development process of S company, the sequence of the events and the linkages between various causes and consequences of each transformation, in order to create a complete image and further develop the experimental propositions. In seven times of business transformation, S company also had successes and failures. When there is a high linkage between markets transfer, it is suitable for product transformation. In the sense, capital and technology inputs can be strengthened to maintain competitiveness. In particular, market’s remaining value during the "recession period" can be used to create a scarce of market supply, with its technology skill and high yield rate, allows businesses to survive. On the other hand, when the linking is low between markets transfer, policy maker had better to develop new businesses or strengthen the relationship with customers to maintain competitiveness. This study proposed seven propositions according to the transformation of each stage. In addition, the study also found that in each transition, the central thinking of policymakers revolves around "how to increase the number of orders" and "how to increase revenue." Finally, this study incorporates the systematic point of view and longitudinal studies that empower the innovativeness of enterprises transformation.
Keywords: Business Transformation, Systems Thinking, Mental Model, Analysis of Narrative
Received: 2018-02-21
Accepted: 2018-03-03