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系統識別號 U0026-0812200911551752
論文名稱(中文) 台灣中小企業的衰敗原因與轉捩策略
論文名稱(英文) Declining Causes and Turnaround Strategies in Taiwanese Small- and Medium Sized Enterprises
校院名稱 成功大學
系所名稱(中) 企業管理學系碩博士班
系所名稱(英) Department of Business Administration
學年度 94
學期 2
出版年 95
研究生(中文) 李芃
研究生(英文) Lee Peng
學號 r4693109
學位類別 碩士
語文別 英文
論文頁數 50頁
口試委員 召集委員-陳忠仁
指導教授-葉桂珍
口試委員-吳學良
中文關鍵字 轉捩策略  衰敗原因  中小企業 
英文關鍵字 Turnaround Strategies  Declining Causes  SME 
學科別分類
中文摘要 中小企業在台灣經濟成長的過程中,扮演著極為重要的角色,實為台灣經濟的命脈。但由於先天上資源的限制,以及來愈趨激烈的全球化競爭影響,中小企業的存活率很低,遠不如大企業。如何察覺隱藏的衰敗原因(Declining Causes)並使用適當的轉捩策略(Turnaround Strategies)來回應,儼然成為二十一世紀中小企業眼中最重要的兩大議題。本研究使用問卷,調查中小企業業主及高階管理團隊認為最為嚴重的衰敗原因,及最為重要的轉捩策略。希冀能歸納出兩者之關係,以找出明確的衰敗原因以及相對應的轉捩策略。本研究歸納的結果有二:
1. 當中小企業在面臨內部衰敗問題時,較可能採取「營運性(Operating)」轉捩策略加以解決;而當面臨外部衰敗問題時,則較傾向採取「策略性(Strategic)」轉捩策略解決。
i. 主要內部衰敗原因為:「員工專業或技術能力不足」及「營運成本過高」;其相對應的營運性轉捩策略則為:「提昇員工之執行力」、「縮減成本、降低支出」,及「重新檢討公司產品之品質與製程」。
ii. 主要外部衰敗原因為:「日益增加之市場競爭」、「外部經濟環境改變或蕭條」、「產品在市場上之通路難以擴充」,及「產業性的經濟蕭條」,其相對應的策略性轉捩策略則為:「高階主管能有效實施整體性管理」、「加強研發技術以提昇產品之創新」、「對任何物在變化,皆積極回應」,及「高階主管能有效洞察未來市場變化」。
2. 當中小企業面臨到外部衰敗原因時,產生的反應可歸類為兩種。
i. 當外部衰敗原因屬於可控制變數時(如:顧客、競爭者等),中小企業可能採取「深度分析競爭對手與回應策略」、「深度瞭解重要顧客購買力變化的原因」、「找出企業仍擁有之利基,維持起碼利潤」,及「高階主管能有效洞察未來市場變化」等策略性轉捩策略。
ii. 當外部衰敗原因屬於不可控制變數時(如:總體經濟),中小企業可能保持一種樂觀積極的態度:「對任何外在變化,皆積極回應」,等待下一次景氣的好轉。




英文摘要 Small- and Medium- Sized Enterprises (SMEs) have been the backbone of Taiwan’s economic development since 1960s. Compared to large enterprises in Taiwan, SMEs have higher possibility to end in failure due to limited resources and competitive global market. Therefore, Taiwanese SMEs are strongly recommended to understand how to survive the threat of business downturns and how to turn around the crisis situation. The present study develops a questionnaire to investigate the relationship between their declining causes and turnaround strategies. I tend to find out the turnaround strategies in responding to the internal and external declining causes. There are two major findings in the present study.
1. The Taiwanese SMEs tend to adopt the operating turnaround approaches to deal with the declines attributed to the internal causes; whereas they tend to adopt the strategic turnaround approaches to deal with those due to internal causes.
i. The main internal causes are ‘Unqualified professional skills’ and ‘Overly high operating cost.’ The main responding operating approaches to those internal causes are ‘Enhance employees’ ability of administration,’ ‘Cost reduction,’ and ‘Reconsider the quality and operation procedure.’
ii. The main external causes are ‘Increasing competition,’ ‘Global and national economic downturns,’ ‘Difficulty in expanding distribution channels,’ and ‘Market economic downturn.’ The main responding strategic approaches to those external causes are ‘Effectively implement business policy,’ ‘Enhance R&D ability,’ ‘Actively respond to any external change,’ and ‘Have insight into future booms.’
2. The Taiwanese SMEs tend to adopt two sorts of responding approaches to deal with the external causes.
i. When SMEs deal with the business declines due to the controllable, external causes, they adopt market-oriented strategic approaches: ‘Analyze the main competitors,’ ‘Investigate why big clients change their interests,’ ‘Find out niche market to maintain basic profit,’ and ‘Have insight into future boom.’
ii. When SMEs deal with the business decline due to the uncontrollable, external causes, they tend to stay optimistic: ‘Actively respond to any external change.’




論文目次 摘要 I
ABSTRACT II
誌謝 III
CONTENTS IV
TABLES V
DIAGRAMS VI

CHAPTER 1 INTRODUCTION 1
1-1 RESEARCH MOTIVATION 1
1-2 RESEARCH PURPOSE 2
1-3 RESEARCH ORGANIZATION 3

CHAPTER 2 LITERATURE REVIEW 4
2-1 BUSINESS TURNAROUND 4
2-2 CAUSES OF BUSINESS DECLINE IN SMES 5
2-3 TURNAROUND STRATEGIES IN SMES 8

CHAPTER 3 METHODOLOGY 12
3-1 VARIABLE OPERATIONALIZATION 12
3-1-1 Causes of Business Decline 12
3-1-2 Turnaround Strategies 14
3-2 DATA ANALYSIS 22
3-3 SAMPLE SELECTION 23

CHAPTER 4 RESULTS 24
4-1 RESULTS OF DESCRIPTIVE STATISTICS 24
4-2 RANKING OF THE DECLINING CAUSES 29
4-3 RANKING OF THE TURNAROUND STRATEGIES 32
4-4 RESULTS OF CANONICAL CORRELATION ANALYSIS 35

CHAPTER 5 DISCUSSION AND CONCLUSION 37
5-1 SUMMARY OF THE FINDINGS 37
5-2 FUTURE RESEARCH 37

REFERENCE 37
APPENDIX CHINESE QUESTIONNAIRE 37

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