台灣集團公司之企業文化對於人力資源管理之影響－以明基友達集團為例

Abstract

現今的台灣產業中，高科技產業已經發展成今日的產業主流，而隨著關鍵零組件上下遊公司的成立到最終品牌公司的誕生，最終形成了為數眾多的集團關係企業，更是台灣高科技產業的一大特色。因此企業的經營者若未正視企業文化之形成方向與演進，集團中各公司將猶如脫疆野馬，難以經營管理；此外，企業經營者亦需注意各集團公司成員之自我概念與企業之間的差距，以避免產生文化價值觀背離的情況。 本研究針對臺灣知名高科技電子產業明基友達集團做了深入淺出的研究，這個在臺灣擁有二十間公司的集團，其中有九家是上市(興)櫃公司，同時，隨著集團不斷的成長與擴大，加入的公司與員工人數仍在持續的增加。本研究藉由與個案集團之三位重要主管訪談，進一步了解集團各企業中對於企業文化運用在人力資源管理上所達成的成效與思維，並從中發掘出明基友達集團如何成功運用企業文化縮短各公司經營管理的摸索，同時透過相關的人力資源管理活動，深化集團之企業文化，最終使得集團成員擁有一致信念共同為公司努力，進而增進整體競爭力。

In the present Taiwan industry, the high tech industry has developed into the mainstream. First of all, a lot of upstream and downstream companies are established to manufacture the spare parts. Then, some companies make efforts to establish their individual brands. Finally, numerous enterprises are formed, which has become the characteristic of Taiwan high-tech industry. If enterprise's operators have not faced up to the direction and evolution of their corporate cultures, they will have difficulties managing various subsidiaries. In addition, the enterprise operators must notice that there may exist an enormous difference between the self concepts of the staff and that of their company and thus they can avoid the deviations of the cultural values between their staff and their company. This research focuses on Taiwan well-known high-tech electronics corporation, the BenQ Group, which owns 20 companies including nine listed or OTC companies. With the growth and expansion of the business group, its staff members increased steadily. By conducting an interview with their three important managers, the study has a comprehensive view of how corporate culture is applied to the administration of human resources. Furthermore, we can realize how the BenQ Group utilizes corporate culture and shortens time to find out the best method of the administration. By doing so, the staff members will have the common faith and are willing to work diligently for its company. Meanwhile, the company can promote its overall competitive power.