組織文化對衝突和弦三張力選擇的影響－以中華電信為例

Abstract

幾乎每家公司皆需面對衝突和弦三張力的拉扯：「長期發展或短期發展？未來成長或眼前獲利？中央集權或地方分權？」。一般公司在對外宣稱要進行的方向，不一定與公司內部實際進行的活動一致，影響公司最終成敗的是內部實際進行的活動；而公司內部的營運活動，在決策方向訂定之後即大抵決定營運活動內容。意即，影響最大者為決策方向，本研究討論決策方向受組織文化影響的機制。

本研究以中華電信為例，探討該公司在調控這三股張力時的選擇為何。接下來以習慣領域為工具，討論中華電信在面臨衝突和弦三張力的選擇時，經由組織文化的詮釋，中高階經理人所面臨的壓力結構如何影響其選擇。本研究結果顯示，中華電信的組織文化強度與慣性很大，確實在某些方面影響該公司的策略選擇，並使其策略方向難以變動。

我們藉由放大檢視正在進行的組織行為與壓力細節，希瞭解組織文化的形成過程及該文化產生影響的運作機制。當我們開始認識瞭解組織文化及其驅動機制，方有複製或改造它的機會。

Almost every company has experience struggling for reconciling the three tensions:” short-term or long-term development? profitability or growth? centralization or decentralization?” The operational activities performed by a company may inconsistent with the strategies it claimed. What leads to success in the end is the actual operation of the company. When the strategies are made, the actions of the company followed. In other words, strategy is the determinant of a company’s performance. This research discussed a company’s strategy-making mechanism is affected by its organizational culture.

We observed the case “Chunghwa Telecom Co., Ltd.” and discuss how it reconciled the three tensions. Then using the “Habitual Domains” as a measure tool to discuss when Chunghwa Telecom needs to reconcile the three tensions, through the interpretation of organizational culture, what the charge structures the middle managers would face and how the charge structure influences the managers’ decisions. The study concludes that Chunghwa Telecom has a strong organizational culture with high organizational inertia. It does affect some decisions of the company's strategies, and make it difficult to change policy direction.

Through examining the ongoing organizational behaviors and the detail of charge structures, we want to find out the process of forming organizational culture and the mechanism that how organizational culture have influence upon the company. If we know the organizational culture and its influence mechanism, we may know how to reproduce it or change it.