Kyoto University (京都大学) / 0048 / 新制・課程博士 / 博士(工学) / 甲第14650号 / 工博第3118号 / 新制||工||1464(附属図書館) / 27002 / UT51-2009-D362 / 京都大学大学院工学研究科高分子化学専攻 / (主査)教授 田畑 泰彦, 教授 岩田 博夫, 教授 木村 俊作 / 学位規則第4条第1項該当

本研究主要探討日本綜合商社，在面對產業經營環境衝擊下之組織變革因應之道，並選取與台灣電子產業發展關係密切的兼松集團之電子事業為研究探討對象。期以兼松組織變革活化成功的個案，做為台灣企業面臨變革轉型的一參考借鏡。 　　在不景氣的經濟大環境下，商社的價值已改變，且已不再有像以往每年持續成長的榮景，本研究旨在探討兼松電子變革因應之新思維與變革執行之具體做法。兼松在面對變局之際，為使企業保有持續成長之優勢，特採選擇與集中之新思維重整領域。針對現有架構檢討，擬定改革方針並採取最有效的目標管理，具體落實地結合績效考評，因而順利地成功轉型。變革成功經驗，他山之石或可攻錯。兼松轉型活化成功的變革策略，對台灣地區面對成長瓶頸的大型企業，如何藉由結合核心能耐，跨入新興事業領域？或可做為企業經營上之參考借鏡。 　　變革要能有效進行，任何變革策略、改造流程或提昇品質的方法，都必須妥善處理以排除變革的障礙。科特(Kotter)所提成功轉型的八大步驟：1.建立危機意識；2.成立領導團隊；3.提出願景；4.溝通願景；5.授權員工參與；6.創造近程戰果；7.鞏固戰果並再接再厲；8.讓新做法深植企業文化中，很具體的勾勒出變革策略新思維、結構調整與變革執行之做法。本研究發現兼松在落實推動變革執行之後，已成功地變革轉型為：從資訊型物流仲介者到知識型通路整合者；結合核心能耐跨入新興領域；從事業部結構到社內子會社。 　　綜合本研究探討，從兼松的轉型變革成功個案帶給台灣的啟示是：企業唯有經由重新定義的變革再思維，朝相關核心能耐做創新求變，並將變革思維、策略與結構調整三者緊密結合執行，以及培育持續變革的組織文化，才能確保變革轉型成功。 / This research studies the organization restructure in Japanese enterprise while facing the severe impact on business environmental changes. Kanematsu is selected as the research object because of the close business development relationship with Taiwanese electronic industry. The successful rejuvenation of Kanematsu by restructuring the organization can be a typical benchmark for Taiwan in transformation. 　　Under the long time economic recession, the value of the enterprise has been changed, and no more creating the continuous prosperity as usual. This research studies the practical approach that Kanematsu took to execute the transformation of structure through rethinking methodology of change management. By adopting the strategic rethinking of selection and focus, Kanematsu redefined the business to assure the continuous growth for enhancing enterprise's competence toward the changes. Kanematsu's successful transformation experience by implementing restructuring strategy can be a model for Taiwanese enterprise in facing the bottle neck of growth in order to leap into a new business field by integrated the core competence. 　　Kotter's eight steps of transformation: 1. Establish a sense of urgency, 2. Form a powerful guiding coalition, 3. Create a vision, 4. Communicate the change vision, 5. Empower employees for broad-based action, 6. Generate short-term wins, 7. Consolidate gains and producing more change, 8. Anchor new approaches in the culture, specifically outlines the ways of change management's strategic rethinking, re-structuring and executing corporate transformation. Some findings of this research exposure that through practical implementing and executing the transformation, Kanematsu successfully transformed from IT intermediator to informediator; leaped into a new era by congregating the core competency; and transformed from departmental structure to internal subsidiary. 　　What this research reveals can be an inspiration to Taiwanese enterprise in transformation. Only through the rethinking to redefine the business, restructuring to enhance the core competence, executing concurrent transformation thoroughly, and then building up the corporate culture of pursuing the advantage of managing the endless change can lead to successful transformation.