The Process of Value Synthesis for Venture Teams and Professional Managers

• Main Authors: Harn-Fen Ni, 倪寒芬
• Other Authors: Ho-Mou Wu
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/64543643149919551743

碩士 === 國立臺灣大學 === 國際企業學研究所 === 94 === Entrepreneurship of the high-tech industry is an important phenomenon of the industrial strategy and economy development in Taiwan. The purpose of this thesis is to provide advice on high-tech companies’ organizational policies and key successful factors through the examples of professionals recruitment with the venture teams of two listed companies, which can be categorized as multi-product and small-volume niche business type. This study analyzes whether the value synthesis between the venture teams and professional managers in the two companies of different business scales, organizational development management, economical rewards systems, and socialization, leads to greater management effectiveness. The analysis reveals that a company requires professional managers of different levels, strengths and backgrounds at different growth stages, and that the degree of value synthesis for each stage differs. In the face of global competition and complex logistic management, the venture teams of high-tech companies in Taiwan rely on quality experienced professional managers to achieve continuous organization evolution with proper systems and plans. In the process the members of the venture teams also learn to become professional managers to develop performance goals and incentive programs. By matching individual performance with corporate benefit, providing career development plans, and offering internal corporate venture opportunities, professional managers can be strongly motivated, and the degree of value synthesis between the venture team and professional managers can be further strengthened. As partnership and trust are established within the company, the venture teams and professional managers can jointly create innovated organizational culture and vision, and achieve long-term commitment to the enterprise’s operation performance