臺灣博碩士論文加值系統

本論文探討中階經理人在面對矩陣式組織變革時，所應扮演的角色與行動，以協助組織轉型並提升營運績效。在既有文獻中，中階經理人對企業策略制定與實行的影響的研究並非主流。在實務現場，中階經理人接受並解讀高階經理人的命令，並擁有調度人力與資源的實質權力，需要隨時因應市場變動而動態調整作法。在組織變革過程中，中階經理人的角色更顯重要，中階經理人是否能發掘問題、提供解決方案、協助重整管理流程，將是組織變革成敗與否的關鍵。因此，“中階經理人為變革起點”的實務現象需要更進一步研究，並提出實務作法。

在本研究中，以個案研究方法，從一家工業電腦廠商的中階經理人角度，識別組織變革過程中組織架構與流程的無效率之處，並著手改善人員誘因設計、單位之間的市場交易機制、與人力管理等複雜議題。本研究指出當總體策略的執行方式不明確時，事業單位的中階主管可以善用其所處位置的影響力，與互動密切事業單位之間建立市場交易機制，以實現各自事業單位所設定的預設績效目標，並能快速回應市場需求。此外，本研究認為，藉由事業單位之間的市場交易機制，中階經理人將可以發揮企業家精神，在組織內部尋求個人職涯成長的機會。在這個過程中，也將促使中階經理人關注於事業單位間的人才互動與培養機制的建立。

This research intends to find out the role and strategic behavior of middle-level managers in the face of organizational changes of a matrix organization. Middle-level managers in such situation play an important role to facilitate organizational transformation and improve operating performance. Organizational research less emphasize on the actions and contributions of middle-level managers in an organization’s critical decisions. In practice, however, middle-level managers are those who interpret top managers’ strategic intentions and flexibly utilize resources to realize intentions in response to market dynamics. During the organizational change process, the role of middle-level managers becomes even critical, not only for their assistance to identify issues that can clarify the key success factors of the organizational change, but also their insights and actions to provide workable solutions and quick response. Therefore, it is necessary and worth to study middle-level managers in a changing organization.

This study based on case study method takes a Taiwanese computer company as a research filed where a middle-level manager’s perspective is taken to review the organizational issues in the transforming matrix organization. This middle-level manager had involved into several improvement initiatives to let organization business units gradually from rigid and inefficient operations to flexible and efficient operations without evident headquarter’s commands. The study pointed out that when the overall strategy of the implementation is not clear, middle-level managers at business units can take advantage of their network position to influence frequently interacted managers to establish an internal market mechanism in order to achieve their performance targets and be able to respond quickly to market demand. In addition, this study suggests that, by undertaking an internal market mechanism between business units, middle-level managers will be able to exert entrepreneurial spirit within the organization in seeking personal career growth opportunities. In this process, it will lead to middle-level managers focus on talent training and shift across business units.

書名頁 i
論文口試委員審定書 ii
授權書 iii
中文摘要 vii
英文摘要 viii
表目錄 xii
圖目錄 xiii
第一章、研究問題 - 1 -
第一節　研究重點 - 1 -
第二節　研究範圍與目的 - 3 -
第二章、文獻探討 - 4 -
第一節　Burgelman的Intel研究 - 4 -
第二節　Floyd與Wooldridge的理論回顧 - 5 -
第三章、研究方法 - 7 -
第一節 研究設計 - 7 -
第二節　產業與個案背景 - 9 -
第四章、個案研究、探討與分析 - 13 -
第一節　外部問題 - 13 -
第二節 內部問題 - 13 -
第三節 事業單位經理人觀點改善方式 - 27 -
第五章、結論與建議 - 42 -
參 考 文 獻 - 44 -

Bill Wooldridge, Torsten Schmid, and Steven W. Floyd, 2008. “The Middle Management Perspective on Strategy Process: Contributions, Synthesis, and Future Research.” Journal of Management, vol. 34, no. 6 (Dec., 2008) ,1190-1221
Michael T. Hannan and John Freeman, 1984. “Structural inertia and organizational change.” American Sociological Review, Vol. 49, No. 2 (Apr., 1984), pp. 149-164.
Pankaj Ghemawat , 2007. “Managing Differences: The Central Challenge of Global Strategy.” Harvard Business Review, March 2007.
Robert A.Burgelman, 1994. “Fading memories: a process theory of strategic business exit in dynamic environments.” Administrative Science Quarterly , 39 (1994), 24 - 56.