台灣集團企業虛擬組織模式之研究

Abstract

在企業全球化、虛擬化的趨勢以及環境多變競爭激烈的新時代中，集團企業將利用「合縱連橫」的策略，整合次集團資源，從原料共購、製造、通路、銷售和宅配等，形成一完整的價值鏈，發揮集團企業最大效能。因此，企業邁向虛擬組織運作模式成為重要的趨勢。本文目的是建立台灣集團企業虛擬組織模式，並且加以驗證。本文以250家台灣集團企業以及其上下游分子企業為研究對象。以問卷調查進行實證研究，填答對象以該公司執行總裁或總經理(CEO)為主，總計回收206份有效問卷。資料分析採用結構模式之驗證性分析。經過分析，研究模式顯示出良好的適合度以及解釋能力，研究結果發現：夥伴選擇與協調機制對於虛擬組織績效有顯著影響，資訊科技與成本機制對虛擬組織績效沒有顯著影響。最後，本文對於研究結果發現進行討論，以發掘其在管理上隱涵性意義，並且提出具體可行的建議，可以提供企業界參考，具有實質的貢獻。

During this new age of globalization, virtualization and intense competition, business groups must exploit the strategy of ”Integrating Vertically and Connecting Horizontally” to network the resources from sub-conglomerates to form a complete value chain which conducts the combined procurement, manufacturing, marketing and even door-to-door delivery. These require the enterprise to develop an effective virtual enterprise operation structure. The purpose of this article is to develop and validate a virtual organization model for Taiwan's business groups. Our research assesses the co-operation of 3531 individual suppliers for nearly 250 business groups. Based on the questionnaire survey selected from 206 company CEOs or Presidents, our data analysis based on the LISREL model agrees well with the data. The results of this research find that both partner selection and coordination mechanisms are key to the effectiveness of the virtual organization of Taiwan's conglomerates. Information technology and organizational cost, on the other hand, have no significant impact on virtual enterprises' operations. We believe that the proposed model can help to resolve the virtual organization's communication and coordination problems, as well as provide a guide for how Taiwan's conglomerates should establish their virtual organizations.