| Summary: | 碩士 === 世新大學 === 企業管理研究所(含碩專班) === 99 === Under the circumstances of rapidly changing business environment, technological transformation, and competitive pressure of globalization, how a company builds a competitive advantage in terms of its organization has become urgent and an important issue. The main purpose of this study is to explore, through theory and case analysis, the influence of success or failure when a company executes its organization reform, and the relevant impact on its business performance.
In this study, three Taiwanese high-tech enterprises are taken into the research objects from the aspects of organization reformation, corporate culture, and business performance, and their interwork. By means of interviews and quantitative data analysis, the research obtains two conclusions as follows:
I. The enterprises experienced their internal and external environment changes, and then processed reformation, which enabled their organizations to operate more efficiently, and therefore build and achieve a sustainable competitive advantage to grow and enhance their business performance.
II. During reformation, if the enterprise is able to reform based on its corporate culture and emphasis of the influence of the organization culture on its employees, such action tends to be successful and afterwards becomes the foundation of future growth.
Two suggestions concerning management are made as the result of this study. 1> An enterprise should take action of reforms when receiving the variation from inside company or outside environment. The high-level management of an enterprise should possess a serious thought of reformation and ability of strengthening execution of change. 2> A new management model should be established when reformation is under-going. Management team could understand the differences between pre- and post-reformation by learning the new management model so that to adjust the direction of such change.
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