An Exploratory Study on the Key Success factors for Taiwanese businessmen in Mainland China to Implement Organizational Transformation—An Example from a Precision Hardware Manufacturing Factory

• Main Authors: Lin Chen Chung, 林正忠
• Other Authors: Lin Ding Yi
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/44291891203584383832

碩士 === 佛光人文社會學院 === 管理學研究所 === 94 === Abstract With the rapid advance of technology and the drastic change of the management environment, corporations are driven into a brand new age. Faced with harsh competitiveness, all the corporations, if still adhering to past established practice, would be knocked out from the arena. As a result, both the academic and the practice field are proposing that a revolution in administration is needed, and that the only thing remaining constant is change. In times of international division of labor and global competitiveness among corporations, Taiwanese businessmen working in Mainland China are confronted with production cost rise, an increasingly competitive management environment, a shrinking niche market, and thus compelled to seek for transformation and a new path to create another peak in business. For these Taiwanese businessmen in China to attain sustainability in the torrent of change, the key success factor is to maintain core competitiveness. The company in the case study, in order to adapt itself to the change, is obliged to enforce organizational transformation, whose effectiveness would reflect on organizational corporate performance. Yet, the success of the transformation will mainly depend on whether the company takes total command of the factors for success and brings its effectiveness into full play. For evaluation, the balanced scorecard is used to measure the corporate performance from four perspectives—finance, customer, internal business process, and learning and growth. The main purpose of the study is to explore the models of organizational transformation adopted by Taiwanese businessmen in China and the key success factors involved in it. The chosen research methodology is case study, based on literary review, observation, and in-depth interview. By these, we are able to understand the process of organizational transformation of the case study company and further verify if the theoretical model of organizational transformation and the key success factors will vary with the differences in political systems. Based on the analysis of actual effectiveness and result of the in-depth interviews on the organizational transformation of the case study company, the causes for its failure are concluded as follows: 1. Preparation for the transformation is not sufficient enough. 2. The vision of the transformation is not fully shared and communicated to the staff. 3. A bidirectional and open communication channel on an official level is not established within the organization. 4. A new organizational culture has not been built up. 5. The management team lacks competence and promise. 6. The time for external advisors to work with manufacturing is too short to reach expected results. 7. The founder declares the transformation a failure too early. Key words: organizational change , corporate performance , balanced scorecard , key success factor