台灣經濟發展過程中，中小企業扮演著舉足輕重的角色；不僅是大型企業之衛星支援體系，也是平衡城鄉差距、健全產業結構的功臣。中小企業儼然成為我國經濟發展奠定穩固之磐石，也是支撐我國經濟穩定成長的關鍵因素。就在這一股變動性環境潮流的驅使下，許多的中小塑膠業紛紛投入這場生存轉型的洪流之中。 本研究經由文獻探討與抽樣調查，企圖了解中小企業轉型動機、組織資源、轉型策略與經營績效之互動關係，建立一個個別產業策略研究的關係模式，進而對中小塑膠業的轉型提供參考意見。以台灣中小塑膠業為研究對象，並以「刺激－反應」模式的觀點，探討中小塑膠業在接受不同的轉型動機刺激後，採用不同的轉型策略來改善經營績效之影響，並以組織資源作為另一轉型策略決策的考量因素。 本研究發現轉型可以有效改善目前台灣中小塑膠業的經營窘境，因此投入越多的心力於轉型之中，經營績效的改善也就越顯著。此外，資源越豐富的公司，其績效將越來越好，使得資源充足的企業將與資源不足的企業，之間的績效差距加倍擴大，就如同現今的M型社會一樣。另外，經由本研究調查得知台灣中小塑膠業最大的轉型壓力來自於「目前事業的瓶頸」、最大的資產優勢為「優良的商譽」、最大的能力優勢為「對產品或服務的專業知識」、採用最多的策略為「尋求不同的通路」與「增加其他的目標顧客群」、改善最多的績效為「與顧客或供應商之穩健關係」。 Small-and-medium-sized enterprises play an important role in the process of the development of economy in Taiwan. It is not only the satellite support system but also the factor which balances the gap of city and town and strengthens the structure of industry. Small-and-medium-sized enterprises have been a huge rock of the development of economy, and also been the key factor which supports the stable growth of economy in Taiwan. Because of the fluctuant trend of environments, many small-and-medium-sized plastic companies confront the powerful current of transformation.
The study attempts to understand the interactive relationship among the transformation motivation, organizational resources, transformation strategies, and performance of the small-and-medium-sized enterprises by the field survey and to build an individual relation model of industry strategies. By sample survey of the small-and-medium-sized plastics industry in Taiwan, and using the “Stimulus and Response” model, this study explores how small-and-medium-sized plastics companies adopt different transformation strategies to improve performance, after the influence of different transformation motivations. Another decision factor of organizational resources affecting the transformation strategy is also considered in this study.
The study discovers that transformation can effectively improve the awkward situation of administration of small-and-medium-sized enterprises in Taiwan. So the more efforts to transform the companies, the better performance the company will get. Therefore the company which are more affluent, their performance will be better. There is a doubly amplified performance gap between the rich company and the poor company in the “M-shaped society”. In addition the study finds that (1)the biggest transformation pressure coming from the bottleneck of present enterprise,(2) the biggest capital advantage coming from excellent goodwill,(3) the biggest ability advantage coming from professional knowledge of products or service,(4) the strategy most popularly adopted coming from different channels and increasing other targeted-customers, and (5) the performance most usually improved coming from the stable relationship of customers and suppliers.
