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題名：從利害關係人與社會網絡觀點探討重整之成功要素
作者：簡詩宏
作者(外文)：Shih-Hung Chien
校院名稱：雲林科技大學
系所名稱：企業管理博士班
指導教授：陳志遠
俞慧芸
學位類別：博士
出版日期：2011
主題關鍵詞：企業倫理；社會網絡；關聯網絡分析；企業重整；利害關係人理論；analysis of affiliation network；business ethics；social network；corporation reorganization；the stakeholder theory
原始連結：連回原系統網址new window
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摘要
過去學者提出的「轉折變革(turnaround)」與「危機管理」，是探討可以採用「法院外協商機制」之非正式的、私下重建債務方式解決的危機處理方法或變革，而本研究探討的是遭遇意外且重大衝擊而瀕臨破產的公司，已經嚴重到無法以私下協商重建債務的方式處理，而須依公司法規定向「法院聲請重整」者，如何緊急應變才能獲得利害關係人的支持，爭取到必要的資源或支援，以免於破產倒閉？
本研究以東隆五金重整案為研究對象，運用質化研究之「融入/ 結晶化分析」個案研究方法，就其重大決策事件進行分析，探討個案公司的重整的成功要素。因為利害關係人的支持是重整成功的先決條件，所以本研究從利害關係人理論切入，探討如何進行利害關係人分析與管理？決策者應該遵循什麼企業倫理準則？才能獲得利害關係人的支持。此外，重整過程冗長且各利害關係人利益衝突，必須有足夠能力且可以讓利害關係人信任的重整主事者成員，所以進一步探討東隆重整案主事者的組成與互動特性。
本研究認為東隆五金之重整成功要素為：一、東隆重整案主事者成員有擴張型共識團隊之特性。其特色是各成員有不同專業、有不同的社會網絡、聯結程度強且有一兩位核心人物串聯其他成員。二、利害關係人管理做得好。即深入瞭解利害關係人的欲求，運用重大決策作為以改變利害關係人的類型，促使降低衝突、排除障礙或增進合作意願，以達成利害關係人管理之目的。三、爭取利害關係人支持的方法合乎倫理。包括：符合公平倫理與關懷倫理。以上的研究結論顯示，一般人認為東隆重整成功的原因是「本業好」「運氣好」，只是表象看法，真正的重整成功要素是多元、深沉而不易瞭解的，難怪過去人們慣稱之為「黑盒子」。
同時本研究根據研究分析及推論，提出三個研究發現：1. 重整案主事者的組成與互動特性架構─依重整團隊成員的異質性與同質性，以及聯繫度的強與弱等兩個變項，將重整團隊分成四種型態，並主張擴張型共識團隊最有利於重整成功。2. 利害關係人分析管理架構─依「對於重整案推動之障礙」大或小，「不同類別利害關係人之間利益衝突」大或小等兩個變項，將重大決策事件分成四種類型，並提出各類型事件之管理方法。3.利害關係人的倫理分析架構─以危機企業對股東和其他利害關係人，各別應鼓勵和應避免等兩個變項，將企業應盡的義務分成四種型態，並主張重整主事者對於其他利害關係人應善盡非信託義務且避免經營無效率。本研究得到的結論與提出的主張，相信可以補充轉折變革及危機管理理論之不足，並給後續研究者及企業經營者做為參考。
ABSTRACT
Turnaround and crisis management proposed by scholars in the past could be used for informal and private negotiation mechanism to solute the financial crisis. However, companies that suffer emergencies and critical impact and face bankruptcy were mainly focused in this research since their situations were so serious that no private negotiations were possible and they were required to file a reorganization petition to the court under the Laws of Corporation-chapter 11. How do they respond to such circumstances in order to get the support from the stakeholders and obtain necessary resources or support to prevent from bankruptcy?
The reorganization case of Tong Lung Metal Industry Co., Ltd. was studied in this research and immersion/crystallization analysis of a qualitative research was adopted to examine critical decisions and the elements of success for this reorganized corporation. As the support from the stakeholders is a prerequisite for successful reorganization, the stakeholder theory will be focused in the study to investigate how to analyze and manage the stakeholders and what business ethics the decision makers should follow to obtain the support from the stakeholders. Furthermore, top managers of reorganized corporation should be capable and trustworthy since the reorganization process takes time and interests of the stakeholders conflict. Consequently, the characteristics of top managers of reorganization in the case under study will be further explored.
According to the research, the elements of successful reorganization of Tong Lung Metal Co. are: 1. the top managers of reorganization were characterized with an expanding consensus team, in which members had various specialties, different social networks and were strongly connected to each other and there were one to two key man consolidating other members; 2. good management of the stakeholders by making an in-depth understanding of their demands, utilizing significant decisions to transform the types of the stakeholders, reducing conflicts, eliminating obstacles and improving willingness for cooperation; 3. ethical approaches to get the support from the stakeholders, including fair ethics and solicitude ethics. The conclusions above reveal that strong of competitive and good luck was the general opinion of the successful reorganization of Tong Lung Metal Co.; nevertheless, the real elements for a successful reorganization are diverse, deep and difficult to understand. No wonder peoples used to name it as a “black box”.
Based on research analysis and inference, three models are found: 1. the formation and interaction features of the top managers of reorganization can be divided into four types by two variables; i.e., heterogeneity vs. homogeneity and strength vs. weakness of connection among the team members; an expanding and consensus team is suggested to be the most favorable to a successful reorganization; 2. the analysis and management model for stakeholders is controlled by barriers to reorganization promotion and interest conflicts among stakeholders of different types; critical decisions can be divided into four categories and management approaches to each category are proposed; 3. for the model of ethical analysis of stakeholders, two variables of “to be encouraged” and “to be avoided” should be considered by the top managers of reorganization towards stockholders and other stakeholders; there are four types of corporation obligations and it is suggested to the top managers of reorganization should fulfill non-trust obligations to other stakeholders and prevent inefficient management. It is believed that the conclusions and suggestions presented in this research can supplement the shortcomings of turnaround and crisis management and be used as a reference for future researchers and proprietors of enterprise.
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