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題名:企業特徵、創業精神、組織績效、董監事職能之研究
作者:林少斌
作者(外文):Shao-Bin Lin
校院名稱:中華大學
系所名稱:科技管理研究所
指導教授:賀力行
學位類別:博士
出版日期:2004
主題關鍵詞:中小企業企業特徵創業精神組織績效董事獨立董事監察人small and medium enterprisesbusiness characteristicsstart-up spiritorganizational performancethe directorsthe independent directorsthe supervisors
原始連結:連回原系統網址new window
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中小企業在世界各國的經濟中皆佔據非常重要的地位,其企業特徵、創業家的創業精神及組織績效與董監事職能等構面,是具有相當程度的互動作用,且直接影響企業的發展。本研究以台灣三家上市公司為個案研究標的,分析研討企業之特徵、創業精神及組織績效與董監事職能之間的關係,研究的結論是:
一、不同企業的類型需要不同的董監事結構,並不是一味由高學歷組成的董監事才能形成完善的董監事結構,高科技的企業需要技術團隊參與企業的高層領導和董監事隊伍,而傳統的產業企業則需要穩健的經營隊伍與財務專家參與高層領導和董監事隊伍。
二、中小型企業一般是從小變大,但是不同的企業特徵,有不同的組織績效,高科技產業發展波動大,效益快,而傳統產業成效慢,但是具有穩定性的收益,而中小型企業能否成功轉型為大型企業,往往受創業家的創業精神、企業特徵與健全的公司治理結構等多因素所影響,而組織績效是企業持續成長轉型為大企業的最主要原動力。
三、不同的企業特徵,需要有不同的創業精神,研究中發現以從事激烈競爭的小家電產業為主的燦坤,憑藉創業家具有敏銳察覺環境變化洞覺力並能採取事前因應策略的能力,而成功轉型為跨國性大企業;而從事高科技產業的友達光電,在創業家的理念與堅強經營團隊,以不斷追求創新、冒險、主動這三個構面的創業精神,而能在光電產業執牛耳;而從事傳統產業的東隆五金興衰史可以發現企業的創業家需有自律、自治精神以及開發新生產要素組合的本質和積極提昇競爭能力的創業精神。
四、董監事職能的發揮,直接影響公司的績效,當一個企業處於轉型時期,需要創業家敏銳把握時機,也需要董監事直接或間接的積極做為對公司經營權認真的進行有效監督或進行績效評估,協助管理階層制定策略性決策與經營方針。而當企業進入穩健運作時,更需要董監事有效發揮執行監督管理階層功能,以減少代理交易成本,保障股東及利害關係人權益。
五、董監事的職能之一就是控制企業的經營風險,而創業家的創業精神本身就是承擔風險,在企業的初創期,董監事職能之發揮會制約創業家的創業精神的發揮,而當企業發展達到一定規模程度的時候,董監事職能之發揮,則受董監事成員的專業知識與經驗等諸多因素的影響。
六、企業的績效是由衆多變數所決定的,創業精神為企業的發展方向及經營模式奠定發展基礎;董監事的職能為企業建立完善監控制度,做好防弊興利;而企業的特徵決定了企業在整個產業中之地位以及企業所能企及之市場潛在發展之深廣程度。
Small and medium enterprises play a very important role in the global economy. There’s considerable interaction among business characteristics, start-up spirit of an entrepreneur, organizational performance and the functions of the directors and supervisors of a company. In addition, all of these will also directly influence a company’s development. This article takes three public listed companies as the case study targets to analyze the relationship among business characteristics, start-up spirit, organizational performance and the functions of the directors and supervisors of a company. The conclusion of this research is as follows:
1.Different enterprises need the different board of directors and supervisors. A perfect board meeting is not necessarily composed of the directors and supervisors with high educational background. In high-tech industry, the technical team needs to be involved in the top management and the board of directors and supervisors; however, in traditional industry, a stable management team and financial professionals are required.
2.In general, small and medium enterprises grow from small size to bigger size. But different business characteristics will result in different organizational performance. In high-tech industry, business development significantly fluctuates but the return backs fast; in traditional industry, the results come out slowly but the return is stable. As for whether small and medium enterprises can be successfully transformed into large enterprises, it usually depends on the start-up spirit, business characteristics and a sound management. Moreover, the organizational performance is the major motive power for a company to grow and transform into a large enterprise.
3.Different business characteristics need different start-up spirit. Through our research, we discovered that Tsann Kuen, which is in the very competitive home appliance industry, has successfully transformed into a big global business because of his keen vision of a start-up company and his ability of planning a strategy in advance. AU Optronics in high-tech industry, via his start-up spirit and strong management team, has continuously pursued the start-up spirit of creation, adventure and activeness so that he has become the leader in optoelectronics industry. From the history of Tong Lung Metal Industry Co., we realized that an entrepreneur needs the spirit of self-control and self-management, the nature of developing new products and the start-up spirit of aggressively enhancing competitiveness.
4.The functional development of the board of directors and supervisors will directly influence a company’s performance. While a company is in the transformation period, the entrepreneur needs to accurately grasp the right timing; in addition, the board of directors and supervisors also needs to seriously oversee and evaluate a company’s operations via directly or indirectly active behaviors. Moreover, while a company is getting into a stable operation, it is highly required that the board of directors and supervisors develops its function of supervisory and management to reduce transaction cost and ensure shareholder and stakeholders’ benefit.
5.One of the functions of the board of directors and supervisors is to control the operational risk of a company. The start-up spirit itself is to take the risk. During the beginning of company establishment, the functional development of the board of directors and supervisors will limit the development of the start-up spirit; however, as the company developing to certain scale extent, the functional development of the board of directors and supervisors will be influenced by many variables such as the professional knowledge and experiences of members of the board meeting.
6.A company’s performance is decided by a lot of variables. The start-up spirit will build up a solid foundation for a company’s development and business model. The board of directors and supervisors is to establish a sound control system in order to prevent abuse and increase benefit. The business characteristics will decide a company’s position in the industry and the extent of market development.
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