The Study of Strategic and Organizational Change from Family Company: A Case Study of VEDAN GROUP

• Main Authors: YANG SHIH HSI, 楊世熙
• Other Authors: Hsu Sue Ming
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/596be4

碩士 === 東海大學 === 高階經營管理碩士在職專班 === 101 === This study aims to illustrate how family business strategically changes its practice with a case of Taiwanese traditional corporation. This research describes the difficulty and dilemma of running family business with complicated governance structure, discusses how the change model designed with good rganization effectiveness, and find a key to work out strategic change through diversification model. The results of this research can be concluded as follow: 1.Change’s impact on “Dual-system”: The change model should be designed on well- planned process and seriously considered on its family governance structure, noticing the impacts on both family and professional system while each plan been executed. 2. Leading Change: The most difference between change from family business and non-family business is always the governance structure. The true leader can take the privilege to inspire the team to involve the change strongly, and motivate them with higher consensus and build mutual vision. Leading change is the key leading to a success. 3.Best resource allocation upon organization’s vision:. “Corporate level strategy” should be more discussed and carried in family business’s change especially those have multi-diversified businesses. Upon their developing vision, making best resource allocation is to secure the best effect on the change.