| Summary: | 碩士 === 國立中山大學 === 企業管理學系研究所 === 91 === Abstract
The liberalization of the telecommunication market in Taiwan began in 1987 with the permission of consumers to legally own communication terminal equipment. Since then, the rapid advancement in telecommunication technology and the change in market demand have gradually diminished both the need for a monopolized telecommunication market and the validity to protect public interest. In addition, the demands under the Basic Telecom Agreement, an agreement reached by member countries of WTO, have made it clear that an open, liberalized, and privatized telecommunication market is inevitable.
Since his inauguration as Chairman of Chunghwa Telecom Co., Ltd., on Aug 21, 2000, C.K. Mao had been carrying the responsibility for a smooth transformation of Chunghwa Telecom, from a government-run corporation to a private enterprise, while continuing to function as an efficient conglomerate of social resources and services, and to maintain its competitiveness in a fully liberalized market. In the course of privatization, Chunghwa Telecom has to compete with other service providers not only on its organization, efficiency, cost, product variety and service quality, but also on network build-out, technological advancement, and overall operational strategies.
After 2 years and 5 months of facing harsh challenges coming both domestically and internationally, Chunghwa Telecom still unshakably leads the market. This paper tries to analyze the course of Chunghwa Telecom’s organizational change initiated by Mr. Mao, the former Chairman, and, through his experience of a successful enterprise transformation, hopes to provide a paradigm for many other government-run enterprises, which will soon be facing the same forces of organizational change, and the pressure of privatization that were once dealt with by Chunghwa Telecom.
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