Strategy of Corporate Sustain Management - A Study of mature Taiwanese Small and Medium-Sized Enterprises

• Main Authors: Chien-Huei Yang, 楊千慧
• Other Authors: Wang-Hui Weng
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/56575804118575340127

碩士 === 東吳大學 === 企業管理學系 === 94 === SMEs (Small and Medium-Sized Enterprises) play an important role in the development and growth of Taiwan’s economy. SMEs provide stability to the society, as well as ensure security for people’s living in Taiwan. As Taiwanese and overseas managing environment changes drastically during recent years, it is crucial for Taiwanese SMEs to effectively respond to these changes, to ensure performance, in order to sustain management. Mature stage (or stability stage) of corporate life cycle represents the beginning of possible corporate downfall. Ill management will lead corporations into crisis. Therefore, as Taiwanese SMEs successfully reached and achieved the peak of the corporate life cycle, they must be well prepare to face the challenges and problems derives from the next stage, and adopt the most effective strategy to sustain competitiveness in order the achieve the goal of sustain management. Therefore, through in-depth interview, this research investigated six Taiwanese SMEs that had experienced mature stage, in order to find out the problems these SMEs faced and the solutions adopted during mature stage. Through analysis and discussion, this research concludes the following findings of problems and strategies SMEs faces and adopted during mature stage: 1.Taiwanese mature SMEs’ problems and strategies regarding sustain management. During mature stage, the problems which Taiwanese SMEs faces includes: (1) increase in cost, (2) difficulties in recruiting, (3) restrictions in related management regulations, (4) downfall of managing industry, (5) decrease of willingness in corporate employee, (6) requirement of mindset and ability of corporate leaders, and (7) expansion of corporations. Regarding problems with increase in cost, the main strategy is corporate migration. Other strategies include career change and vertical integration. Regarding problems with difficulties in recruiting, the main strategy is corporate migration. Regarding problems with restrictions in related management regulations, the strategies are corporation migration and career change. Regarding problems with downfall of managing industry, the strategies are career change and vertical integration. Regarding problems with decrease of willingness in corporate employees, the strategies include career change, recruit suitable personnel, and plan for the next corporate successor. Regarding problems with the requirement of mindset and ability of corporate leaders, the strategies include planning for the next corporate successor, career change, and recruiting suitable personnel. Regarding problems with expansion of corporations, the strategies will vary as the problems vary. 2.Taiwanese mature SMEs’ problem dimensions and strategies regarding sustain management. For mature Taiwanese SMEs, the four dimensions of problems can be derive from external and internal corporate environment. The dimension of problems includes: (1) the vicissitudes of regional economy, (2) the changes in managing industry, (3) the lack of ability and industrious of high ranked corporate personnel, and (4) the growth of corporations. Regarding the problems with vicissitudes of regional economy, the main strategy is to corporate migration to suitable region to sustain management. Regarding the problems with changes in managing industry, the main strategy is to career change. Regarding the problems with lack of ability and industrious of high ranked corporate personnel, the main strategy is to recruit suitable personnel and plan the next corporate successor. Regarding the problems with growth of corporations, the main strategy is based on the condition of corporation’s external and internal environment.