研究生: |
柯上方 Ke-Shang Fang |
---|---|
論文名稱: |
創造夏普價值的經營方針 Management policy to create SHARP value |
指導教授: |
張光第
Guang-Di Chang |
口試委員: |
欒斌
繆維中 張順教 |
學位類別: |
碩士 Master |
系所名稱: |
管理學院 - 管理研究所 Graduate Institute of Management |
論文出版年: | 2021 |
畢業學年度: | 109 |
語文別: | 中文 |
論文頁數: | 42 |
中文關鍵詞: | 跨國企業併購 、公司治理 、文化差異 、成本控管 、改革 |
外文關鍵詞: | multinational mergers and acquisitions, corporate governance, cultural differences, cost control, reform |
相關次數: | 點閱:312 下載:4 |
分享至: |
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
中文摘要
跨國大型企業的併購總是會衍伸出許多的問題,從一個併購案的開始,到併購後的經營管理模式,每家公司都各不相同,在管理上的磨合抑或是文化上的差異,會產生許多問題。根據分析公司的問題點及管理上所衍伸的問題要如何改善併找出解決問題的正確方向。
本案以個案研究方式來探討跨國企業的公司併購與管理,並探討在併購後的管理模式,如何在跨國企業中以外國人的身分經營管理,讓公司在龐大的損失中轉虧為盈,並突破文化上的差異,導入融合各種理念及構想創造出合適的經營種模式。
在公司開始改革的情況下,所需面對的就是巨大變化會造成公司內部的混亂,因此需要突破重重難關,在改革期間逐一解決各個問題,改革成功後的正面影響對公司的股東及員工具滿說服力,凝聚員工向心力共同為公司努力,才能如戴正吳先生的成功一樣,讓夏普在日本及國際上的地位有所變化。
Abstract
The mergers and acquisitions of large multinational corporations will always bring out many problems. From the beginning of a merger case to the post-merger operation and management model, each company is different, in terms of management running-in or cultural differences. Many problems will arise. According to the analysis of the company's problems and how to improve the problems arising from management, find the correct direction to solve the problem.
This case discusses the mergers and acquisitions and management of multinational companies in the form of case studies, and discusses the post-merger management mode, how to operate and manage as a foreigner in the multinational companies, so that the company can turn losses into profits from huge losses. Break through cultural differences, introduce and integrate various concepts and ideas to create a suitable business model.
After research and analysis, it is understood that the company’s organization and concept have a great impact on governance. Starting from the cost-saving part of personnel adjustments, the cost rule is implemented from beginning to end, and the loss-making businesses are stopped, and then to advocate new company to employees. Culture, does not touch the original culture, based on the spirit of the company's founding, enhances cooperation and communication between departments, reduces the gap between departments, and allows the company to move towards spiritual indicators together.
參考文獻
一、中文參考文獻:
1. 天下雜誌(2016)。嚴佩華。戴正吳如何經營夏普,一個多月轉虧為盈。天下雜誌。取自: https://www.cw.com.tw/article/5079140
2.中央社(2016)。鴻夏戀大功臣,鴻海「德川家康」戴正吳。中時新聞網。取自:https://www.chinatimes.com/realtimenews/20160330006379-260412?chdtv
4.鏡週刊(2020)。曹以斌。花三年讓百年老店重生,戴正吳下一布要擦亮夏普品牌。鏡週刊。取自: https://www.mirrormedia.mg/story/20200213fin005/
5. ETtoday新聞雲(2017)。周康玉。戴正吳給媒體的信「期許夏普實現營利,重返東證一部」。ETtoday新聞雲。取自: https://finance.ettoday.net/news/842863
6.ETtoday新聞雲(2017)。康育萍。「成本先生」翻轉夏普,把綿羊員工變成狼。ETtoday新聞雲。取自https://finance.ettoday.net/news/994680
7.走進日本nippon.com(2015)。森一夫。夏普,失敗的本質和重生的可能性。走進日本nippon.com。取自: https://www.nippon.com/hk/currents/d00179/
8.吐納商業頻論(2017)。走過百年,邁向新局:夏普的過去宇為來。吐納商業頻論。取自: https://tunabr.medium.com/%E8%B5%B0%E9%81%8E%E7%99%BE%E5%B9%B4-%E9%82%81%E5%90%91%E6%96%B0%E5%B1%80-%E5%A4%8F%E6%99%AE%E7%9A%84%E9%81%8E%E5%8E%BB%E8%88%87%E6%9C%AA%E4%BE%86-18832945ec65
9.每日頭條(2017)。智友。日本老品牌的百年興衰,聊聊夏普(SHARP)的發展歷史。每日頭條。取自: https://kknews.cc/zh-tw/tech/y6azb6g.html
10. 今週刊(2016)。張少芬、楊卓翰。戴正吳,將是夏普最沉默的改革者。今週刊。取自: https://www.businesstoday.com.tw/article/category/80392/post/201604070030/%E6%88%B4%E6%AD%A3%E5%90%B3%20%20%E5%B0%87%E6%98%AF%E5%A4%8F%E6%99%AE%E6%9C%80%E6%B2%89%E9%BB%98%E7%9A%84%E6%94%B9%E9%9D%A9%E8%80%85
11.Labsology法博思品牌顧問(2017)。郭台銘時代的夏普重生之路:品牌LOGO修改不單只跟消費者有關。The News Lens關鍵評論。取自: https://www.thenewslens.com/article/58402
12.維基百科。夏普。取自https://zh.wikipedia.org/zh-tw/%E5%A4%8F%E6%99%AE
13.維基百科。液晶。取自: https://zh.wikipedia.org/zhtw/%E6%B6%B2%E6%99%B6
14.今周刊(2016)。孫蓉萍。日本最創新企業,為何10年搞垮自己?。今周刊。取自: https://www.businesstoday.com.tw/article/category/80393/post/201603030012/%E6%97%A5%E6%9C%AC%E6%9C%80%E5%89%B5%E6%96%B0%E4%BC%81%E6%A5%AD%20%E7%82%BA%E4%BD%9510%E5%B9%B4%E6%90%9E%E5%9E%AE%E8%87%AA%E5%B7%B1%EF%BC%9F
15.商業週刊金商道。鴻海為什麼贏得夏普,前夏普技術長為你揭開百年品牌犯下的二大致命失策。中田行彥。