The Impact of Organizational Culture on Managing the Three Tensions：a Case Study of Chunghwa Telecom

• Main Authors: Chuang, Su-Min, 莊素敏
• Other Authors: 楊千
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/459d3w

碩士 === 國立交通大學 === 管理學院經營管理學程 === 104 === Almost every company has experience struggling for reconciling the three tensions:” short-term or long-term development? profitability or growth? centralization or decentralization?” The operational activities performed by a company may inconsistent with the strategies it claimed. What leads to success in the end is the actual operation of the company. When the strategies are made, the actions of the company followed. In other words, strategy is the determinant of a company’s performance. This research discussed a company’s strategy-making mechanism is affected by its organizational culture. We observed the case “Chunghwa Telecom Co., Ltd.” and discuss how it reconciled the three tensions. Then using the “Habitual Domains” as a measure tool to discuss when Chunghwa Telecom needs to reconcile the three tensions, through the interpretation of organizational culture, what the charge structures the middle managers would face and how the charge structure influences the managers’ decisions. The study concludes that Chunghwa Telecom has a strong organizational culture with high organizational inertia. It does affect some decisions of the company's strategies, and make it difficult to change policy direction. Through examining the ongoing organizational behaviors and the detail of charge structures, we want to find out the process of forming organizational culture and the mechanism that how organizational culture have influence upon the company. If we know the organizational culture and its influence mechanism, we may know how to reproduce it or change it.