| Summary: | 碩士 === 國立中央大學 === 企業管理學系碩士在職專班 === 100 === The enterprise usually chooses exploiting the overseas markets as one of major strategies to pursue the growth. Exploiting overseas markets not only increases the revenue but also creates the scale economy to reduce the cost and increase the profit. But it needs the assistance and support from the enterprise’s each division to fulfill it. If mutual cooperation is infeasible, even the obvious target is established, the organizational conflicts may occur because of divisions’ different stances, and this will decrease the merit from exploiting overseas markets.
From the practical experience of the case company’s export of E-scooter, we discuss the possible reasons and solutions in the process of exploiting overseas markets. After the interviews and analysis, we found that the conflicts in varying degrees do exist inside the division and across the divisions. The reasons inside the division include the ambiguous job distribution and unclear performance assessment. And across the divisions, the standard operation procedure which is designed to decrease the conflicts eventually becomes the major factor.
The processes of resolving the aforementioned organizational conflicts are developed from the case company’s practice. Inside the division, although a mechanism can be designed to resolve the conflicts when we cognize and perceive them, conflicts can be prevented effectively in the beginning of exploiting overseas markets if we can establish a concrete job distribution in advance. Across the divisions, we found that each division takes less consideration of counterpart division’s stances due to the organization structure. Therefore, we should take both divisions’ stances into consideration, and try to communicate based on the organization’s structure level, and step by step to resolve the conflicts.
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