| Summary: | 碩士 === 東吳大學 === 企業管理學系 === 92 === The study targets on the Taiwan’s small and medium enterprises. The purpose is to explore the influence and interaction between organizational change strategy, organizational structure characteristics, business process type reengineering, and change performance as domestic enterprises are proceeding change. This study also works out construct validities. The following conclusions are summarized from the data analysis, collected by the questionnaire survey from 233 enterprises:
1. There are four types of organizational change strategy: participative evolution, charismatic transformation, dictatorial transformation and forced evolution. The dictatorial transformation is the most common one in Taiwan’s small and medium enterprises to execute the change activities.
2. There is significant differentiation in the degree of formalization and decentralization before and after enterprises’ reengineering.
3. There are four types of Business process Reengineering: regulatory, participant, objective and resultant. Before reengineering, most of enterprises belong to regulatory type in business process and are inclined to objective type after reengineering. And there is significant differentiation before and after the reengineering of business process type.
4. As small and medium enterprises are planning process and performance control, there is significant influence with change strategy.
5. As small and medium enterprises are preceding change, the strategy selection and communication process have significant influence on the degree of formalization, and the strategy selection, communication process, and performance control have significant influence on the degree of decentralization.
6. As small and medium enterprises are executing change, the degrees of formalization and decentralization has significant influence on organizational change strategy.
7. As small and medium enterprises are preceding change, the business process type and organizational change strategy have significant influence on the change performance.
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