A Preliminary Pilot Study on a Planning Reference Model of Diversification of State-owned Enterprises under the Impact of Privatization Policy

• Main Authors: Dah-Jiing Lin, 林大景
• Other Authors: Ming-Tzong Wang
• Format: Others
• Language: zh-TW
• Published: 2000
• Online Access: http://ndltd.ncl.edu.tw/handle/70796665249569152338

碩士 === 國立臺灣大學 === 工業工程學研究所 === 88 === This paper addresses the issue of diversification of the state-owned enterprises under the impact of privatization policy with the aim of enhancing efficiency and achieving competitiveness advantage. In the view of the effect of global trends of liberalization and internationalization, the idea of privatization the state-owned enterprises becomes more popular in 1990s. The conference of National Development in Taipei in December 1996 suggested that the state-owned enterprises should be privatized within five years. Therefore, many firms had fasten their steps to not only execute the policy but develop diversification with the anticipation of smooth transformation and bringing the performance into full play. This study would like to understand the core competencies through the bench marking. The theories and tools applied in this study including: SWOT/PEST analysis, value chain, industry analysis, value management and business process reengineering. This study try to construct a planning reference model of diversification of state-owned enterprises under the impact of privatization policy. This analysis offers the stated-owned enterprises suggestions for applying current resources and technologies to create new niches. Besides, the case from the Taiwan Power Company operating the business related to environment protection is exampled to demonstrate how the practical application of the state-owned enterprises tallies with the planning model mentioned above. The main results of case studies suggested are as followings: 1.Properly transfer the large volume of human capital of state-owned enterprises is the key point of successful diversification. 2.Because there are many specialized capabilities needed for diversification (for example: laws, finance, marketing and professional knowledge), they ought to be trained during the early phase of planning the diversification. 3.Diversification could be applied under the system of the state-owned enterprises until privatization, and after that it should take proper opportunities to set up new firms for growing an enterprise bloc.