企業集團內部創業模式－以宏碁集團為例
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
楊 千 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。
本論文主要循著宏碁集團發展的軌跡，就其過去二十年來的成長歷程作全面性的探討，並利用宏碁集團的內部創業模式進行分析。它也強烈建議各新興工業化國家的企業，亦能參照宏碁集團內部創業的成功模式與流程，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
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