企業集團內部創業模式-以宏硍偎峎馬

 

Internal Venturing --- A Model of Intrapreneuring Learned from Acer

 

蕭志同 Chih-Tung Hsiao

大華技術學院

cthsiao@ms23.hinet.net

 

金必煌 Bih-Huang Jin

交通大學資訊管理研究所

bihuang@iim.nctu.edu.tw

 

邱英雄 Hero Chiu

交通大學管理科學系

herochiu.bm88g@ nctu.edu.tw

 

Chyan Yang

交通大學資訊管理研究所

chyan_yang@yahoo.com

 

摘要

企業內部創業通常是新興工業化國家中,高科技產業與中小企業成長的重要途徑。內部創業可帶動公司成長,並延伸至相關產業。一方面可以創造新的營業額與利潤;另一方面可以利用多角化策略降低公司經營風險。更可避免員工離職創立新公司的威脅,也可以留住人才。本文以新興工業化國家中的Acer企業為例,利用深度訪談方法,探討其如何由20多人的小公司,在短短20年時間,靠著內部創業的機制成為全球PC製造廠的第三大廠,以及Notebook電腦全世界第六大製造廠,且跨足IC…等產業。研究結果顯示:Acer是靠著策略與組織的配合運用,創造出特有的內部創業模式,而成為成功的全球化企業。

本論文主要循著宏集團發展的軌跡,就其過去二十年來的成長歷程作全面性的探討,並利用宏硍偎峈漱熙○郱~模式進行分析。它也強烈建議各新興工業化國家的企業,亦能參照宏硍偎峇熙○郱~的成功模式與流程,勇敢而努力的建立及產生自己的內部創業機制、模式與流程,以共同因應二十一世紀最嚴苛的環境和挑戰。

關鍵字Acer、多角化策略、策略管理、內部創業


 

Abstract

Internal venturing is by and large one of the most important ways to achieve higher growth and continued successes for high-tech and small-and-medium enterprises in the emerging industrialized countries. It can stimulate firms’ existing businesses and substantially increase their revenues, consequentially expanding their scope into other related industries. Its exponential contribution may well be summarized as follows: on one hand, extra sources of profits can be generated thereby and management risks associated with too narrow a product line can be significantly reduced by diversification through internal venturing. On the other hand, companies can retain and nourish their talents by encouraging direct interactive participation and thus prevent them from becoming future rivals in the ever-competing environment.

     This research intends to take Acer Group, which has well been acclaimed as a top-notched leading technology consortium in South-East Asia, as a telling example. By means of the methodology of in-depth interviewing, investigating the entire procedure of its intrapreneuring, exploring further into how internal venturing helps Acer to become one of the main players in the world high-tech market within barely two decades. Nowadays, Acer, compared to its peers, has claimed to be the third biggest PC maker, and the sixth in terms of the brand-named notebook computers, with its interminable tentacles also covering semiconductors, IC designs, networking, communication, and peripheral products such as mobile phone sets and TFT-LCD panels. These compelling results revealed that, by virtue of efficient implementation of pertinent strategies and tailored just-in-time organizational structures as well as its unique internal venturing model, Acer Group has convincingly succeeded in becoming a genuinely successful global enterprise. Overall in light of this analysis, we strongly believe that the model of Acer’s internal venturing could certainly be served as an indispensably useful emulation beacon for those enterprises aiming to survive and remain competitive at the turn of this dauntingly uncertain and challenging century.

     

Keywords: Acer, diversifying strategy, strategic management, internal venturing