| Summary: | 碩士 === 淡江大學 === 商管學院高階主管管理碩士學程 === 91 === Title of Thesis: An Empirical Study of Business Performance of Total Page: 91
Traditional Industry Transformation: A Case Study
In Perspective of Textile Listed Firms in Taiwan
Key Word: corporation transformation , organizational change,
management performance,
Name of Institute: Executive Master of Business Administration, Tamkang University
Graduate Date: June, 2003 Degree Conferred: Master
Name of Student: Su-Ching Lin Advisor: Dr. Wei-Tzen Yang
林 素 卿 楊 維 楨 博士
Dr. Yuh-Yeh Pam
潘 玉 葉 博士
Abstract:
The application of information technology has been developing fastly in every respect. The competition in each industry will become more and more challenging, if the barrier to the geographical advantage is removed. Moreover, an enterprise is encountering a significant change in environments, that never happened before, from the impact of internationalization and global competition. Thus not only the organizational change becomes the essential element of everlasting success for business management, but also it becomes one of the most important management skills for the leaders of modern enterprises to proceed their organizational change in an effective way.
Eventually the effect of corporation transformation strategy of an enterprise will reflect on her business performance after implementing for a certain years. Therefore whether the corporation transformation strategy of an enterprise is successful or not can be justified from an empirical study on her performance. When studying how to formulate the corporation transformation strategy, there are several key successful factors such as the vision concept of the leader, the core competence, the resource integration, the quality of human resource, and the corporate culture, etc. Our main objective is to find out the significance and effect of these factors so that the later-movers of an industry may refer to for the formulation of their corporation transformation strategy.
It is necessary that an enterprise has to transform under the internal and the external impacts from the environmental change. Once there was a saying, “ innovate, or die”, now we can say, “ transform, or die”. Therefore the only opportunity to survive for the traditional industries is to transform so as to be in search of everlasting operation and re-establishment of competitive advantages. There are some main findings of this study： the myth in formulation of transformation strategy, the value of enterprise creditability, dare to bet against longer odds, leverage in a right way, development of own technological advantages, profit-sharing with the customers and the suppliers, corporate culture and vision in common, etc.
The zigzag process of the case in this study during her strategy formulation and implementation provides a lesson for the reference of later-moving industries who are proceeding their corporation transformation or organizational change. Above all, the strict control on the cash flow during transformation is the major concern of the bankers. The top management of an enterprise should pay more attention to any transformational proposal of which the cash flow doesn’t justify. Never risk your company by a revolutionary structure change without a positive outcome.
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