The Critical Successful Factors of the Enterprise Transformation –A Case Study Enterprise A

• Main Authors: Yeong-Ching Lin, 林永慶
• Other Authors: 廖森貴
• Format: Others
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/7k5h5a

碩士 === 國立臺北科技大學 === 商業自動化與管理研究所 === 94 === In Taiwan, economic development started from the agriculture-oriented economy which was characterized by deficiency of capital. With hard efforts for decades with traditional labor-intensive industry on the rise and with high technology oriented industry coming into being, some enriched capital and technology were gradually accumulated. The competitive edge through low cost labor which Taiwan was once proud of, step-by-step, faded into oblivion in line with the rise of the newly emerged countries, Taiwan’s accession in WTO and globalized development. Meanwhile, with incessant breakthroughs of science and technology and with economy that goes globally, the geographic boundaries of competition among industries have gradually paled down. Under the rapid change and extensive influence both internally and externally, an enterprise tends to be weeded out by the macro-environments, consumers and competitors. In the face of such cutthroat competition and challenges, an enterprise could assure its sustained undertaking amidst the global changes only by means of transformation. In the process of transformation, what will be the key factors which will lead to success, and how important those factors are? These are the very key lessons all entrepreneurs are eager to learn. The present study is conducted through probe into literatures and through face-to-face interview of ten scholars and experts. First of all, those scholars and experts confirmed four major facets of “managerial strategies”, “process management”, “entrepreneurial organization” and “technology & information”. Subsequently, the study aims at a certain enterprise as the sample, for its success in transformation. Through questionnaire survey, the researcher interviewed a total of 37 professionals before further looking into the key factors to success by means of Analytic Hierarchical Process (AHP). The results of empirical analysis indicate that among the key facets of entrepreneurial transformation, “managerial strategies” and “process management” are the most important ones. In terms of “managerial strategies”, such factors of “vision and forward-looking reaction to indicate the future prospect of the enterprise” and “target managerial systems in responsibility oriented management” are of top importance. In the aspect of “process management”, “responsibility oriented target management” and “comprehensive system and effective internal control” form the most important factors. In the aspect of “entrepreneurial organization”, the “organized corporate operation and the flexible performance” and “well-trained cross-department teams” are the factors of top importance. In the aspect of “technology and information”, “the supporting firms of key technology” and “strengthened services with comprehensive database systems” form the factors of top importance. In terms of the factors of panoramic influence, the “vision and forward-looking reaction to indicate the future prospect of the enterprise” and “utilization of advantageous resources” of the “managerial strategies” form the factors of top importance.