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標題: 集團公司資訊系統雙元型策略規劃-以子公司鋼廠為例
How to become ambidextrous by Information Systems: A Case Study of Subsidiary Steel Company
作者: 鄭光智
Cheng, Kuang-Chih
關鍵字: 雙元性;Ambidexterity;鋼鐵;企業資源規劃;企業流程再造;資源基礎觀點;購併;Steel;Enterprise Resource Planning(ERP);Business Process Reengineering(BPR);Resource base view(RBV);Mergers;Acquisition
出版社: 高階經理人碩士在職專班
引用: 一、中文文獻 林東清,2005,“資訊管理:e化企業的核心競爭能力",台北市:智勝文化。 陳建任,2010, “鋼鐵年鑑-01” 序論v1. 楊舒蜜,2010,“價值創造專屬之雙面兼具-知識統治之觀點",中興大學企業管理系 博士論文。 廖英杰,2005, “知識基礎資源、創業導向、學習導向對企業績效影響之實證研究 ",成功大學企業管理系碩士論文。 陳崇安,2003,“組織變革型態對組織學習與經營績效提升之探討”,成功大學企 業管理系碩士論文。 吳俊達,2004,“組織變革型態對組織學習與經營績效提升之探討",暨南國際大 學資訊管理系碩士論文。 陳金在,2003,“企業轉型與國際化之實證研究—以台灣鋼鐵產業為例” ,國立成功大學企業管理研究所高階管理碩士在職專班碩士論文 二、西文文獻 Abdul-Muhmin, A. G. (2002). Effects of suppliers’marketing program variables on industrial buyers’ relationship satisfaction and commitment. Journal of Business & Industrial Marketing, 17(7), 637 -651. Abernathy, W. J., & Clark, K. B. (1985). Innovation: Mapping the winds of creative destruction. Research Policy, 14(1), 3 -22. Adler, P. S., Goldoftas, B., & Levine, D. I. (1999). Flexibility versus efficiency: A case study of model changeovers in the Toyota production system. Or ganization Science, 10(1), 43-68. Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28(2), 238-256. Kang, S. C., & Snell, S. A. (2009). Intellectual capital architectures and ambidextrous learning: A framework for human resource management. Journal of Management Studies, 46(1), 67-92. O''Reilly, C. A., & Tushman, M. L. (2004).The Ambidextrous organization. Harvard Business Review, 82(4), 74-81. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press. Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science,16(5), 522-536. Tushman, M. L., & Anderson, P. (1986) Technological discontinuities and organizational environments. Administrative Science Quarterly, 31(3), 439 -465. Tushman, M. L., & Romanelli, E. (1985). Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation. In L. L. Cummings & B. M. Star (Eds.), Research in Organizational Behavior, 7: 171 -222. Greenwich,CT: Jai Press. International Iron and Steel Institute

The emergence of China has brought in a great influence on the world economy as well as the steel industry. Because of that, it changes the whole industrial structure. Besides, the steel industry has stayed in the depression for more than ten years; the structure of the industry has changed dramatically in the recent years. As Mittal consolidated Arcelor while TataSteel acquired Corus, the examples of the mergers and acquisition caught industrial attention to a new form of consolidation in the steel industry.
By contrast, Taiwan steel industry has been brought into the crisis of being marginalized due to the rising of China, driving the downstream factories move to China and making the lack of slab capacity a hidden crisis. Given the high association between the steel production and industrial structure, the steel industry is like a long, stable and heavy produce chain.
Strategy research has long concerned with the rationale behind the organizational ambidexterity as well as the flexibility of developing new products. The most important issue is to manage the conflicts or tension caused by the pursuit of two distinctive goals: extending the current abilities to develop the new products, and searching for new knowledge at the same time. With a case of subsidiary steel company in a conglomerate, this thesis aims to understand and overcome the problem of information asymmetry caused by the parallel information processing systems. The case study will serve as a reference for the strategic planning in the future.
其他識別: U0005-2208201115243200
Appears in Collections:高階經理人碩士在職專班

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