| Summary: | 碩士 === 國立成功大學 === 企業管理學系碩博士班 === 92 === The success of SMEs (Small- and Medium- Sized Enterprises) in Taiwan has been well acknowledged. In addition, SMEs also have been the primary source of employment creation worldwide over the last decade. Till now, the amount of SMEs is still growing rapidly than large enterprises over time. However, most of them can not exist long. This study utilizes a case survey – analyses of published cases – to probe the difficulties that companies may encounter in the different stages of the organizational life cycle and the key factors for successful turnarounds in Taiwan. In this study, Dodge and Robbins’ (1992) four-stage organizational life cycle was adopted. Several findings of SME may be drawn from this study:
1. SMEs’ turnarounds seem to occur in their first and the third life cycle stage often. This result may be due to that companies, especially SMEs, are usually unstable in the stage one. They might be unfamiliar with the market, or even worse, lacking for steady supply of resources at the beginning years. In terms of the third stage, companies would face the sales decline.
2. External problems seem to be the main turnaround causes
3. The external market problems (EM) seem to be the main causes for those turnarounds occurring in the first life cycle stage
4. The external competition problems (EC) seem to be the main causes for those turnarounds occurring in the third life cycle stage
5. Most external problems would be solved by strategic approaches, while most internal problems would be solved by administrative approaches
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