A Case Study on the Japanese Controlling Mechanism from the Perspective of Taiwanese Employee - T Company as an Example
| Autor: | Chen-Yao Wang, 王振耀 |
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| Rok vydání: | 2014 |
| Druh dokumentu: | 學位論文 ; thesis |
| Popis: | 102 T Company, a Japanese enterprise and the subject in this research, was used to be a well-known and outstanding manufacturer in the electronic component market. Specifically, “inductor” was the component that T Company played a key role in the industry. Foreseeing the drastic international economic change, T Company established oversea companies forty years ago to explore foreign market and such strategy was quite successful and indeed brought the mother company a great fortune, mainly contributed by her foreign offspring. Nevertheless, T Company, including oversea companies, had experienced sever challenges from all aspects in recent years and profit slumped. Some products were even outplayed by its competitors. Under such circumstances, how to well managed its oversea companies and regain the glory have become T Company’s top priority. A full-scale check on T Company attributes in order to have in-depth understanding of conditions and probably the root causes to its problems was conducted via interview and qualitative research methods. With the input of those employees involved in the daily operation in the Taiwanese company, we identified different operation check points and analyzed the consequences and challenge they had faced. It is expected in this research to pinpoint the difficulties and root causes to the problems within the internal identity and come up with the insight for international enterprises that fit the spectrum. The analysis showed that there were three phases we’d see how the mother company controlled her offspring. T Company decided operation models, business goals and communication/operation network for her offspring and station Japanese mangers in the oversea company for supervision. With such arrangement, the offshore companies have totally lost its identity in term of decision making. The research showed that T Company had applied the same principle and guideline in controlling her oversea offspring without exception, regardless the differences among different identities and the environment they were operating within. Therefore, the offspring failed the mechanism for environment adaptability and started losing competitiveness as consequences. The mother influences were even amplified under both top management and stationed managers involved in the daily operation. The control system can sense in these oversea companies the Japanese culture in terms of power extension and bureaucracy from the mother. The study showed clearly that T Company should be able to regain her competitiveness back substantially if the status quo in the controlled system was fine tuned properly to be simpler and individualized. |
| Databáze: | Networked Digital Library of Theses & Dissertations |
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