傳產企業在面對近年來高科技產業興盛下的衝擊，要如何站穩腳步或是開拓事業版圖，多角化經營或許是傳產企業藉此轉型的契機。然而多角化之經營策略，雖具備分散經營風險、擴張經營範圍、可能達到經濟規模效益之優勢，但未經慎思單憑產業之興盛而選擇進入該領域，嚴重將可能拖垮企業主業經營之成效。

　　在現今全球環保意識抬頭的年代裡，光電產業成為最熱門的產業之一，並且造就了許多投資機會，在各企業紛紛搶食這塊光電大餅的市場之下，多角化經營策略成為企業為求的續存或再現生機的策略之一，但畢竟隔行如隔山，傳產企業欲多角化經營若未能抛開傳產思維並視其產業特性給予發揮空間，那將會面臨新、舊事業均放不開，勢必無法創造令人驚豔的成績。

　　本研究針對傳產企業欲多角化經營光電事業提出可能之建議，並以華新麗華股份有限公司作為個案研究例。主要探討傳產企業欲多角化經營光電事業，應如何迎戰產業文化差異所造成的困境？並且提出因應的對策與建議，以期對組織整體經營績效有所助益。透過深度訪談個案公司之LED 光電事業處建廠團隊，並配合相關次級資料蒐集與整理，進行彙整及分析之後究獲得以下主要之結論：(一) 加強對跨入事業的專業度；(二) 強化企業資源的共用；(三) 加強對市場行銷的掌握；(四)加強新事業部門主管的專職經營；(五) 加強股東對新事業部門的認同度；(六) 建立新事業部門的財務獨立；(七) 以新思維經營新事業。

In recent years, the advancement of high-tech industries has substantially impacted traditional industries. Maintaining advantages, expanding business scope, and developing diverse operations may provide opportunities for traditional industries to transform. Using diverse operations as a strategy enables advantages such as risk diversification, business scope expansion, and the achievement of economies of scale. However, selecting industries based on popularity without thorough consideration may generate detrimental consequences to the operating efficiency of businesses.

In an era with increasing environmental awareness, the optoelectronics industry has gained great popularity; thus, creating numerous opportunities for investment. With a substantial number of companies competing in the photonics market, a diversified operating strategy has become critical for companies that wish to extend profits and increase business. Nevertheless, traditional industries that aim to conduct diversified operations should discard certain obsolete beliefs to provide greater room for development, envelope new and old concepts, and create excellent performance.

This study examines traditional industries that endeavor to employ diverse operations for developing optoelectronics. Walsin Lihwa Corporation was employed as a case study for this research. The primary objective of this study is to examine how traditional industries respond to difficulties caused by differences in industry culture when using diversified operations to develop photonics. The results of this study can serve as reference to enhancing the overall operating performance for organizations. In-depth interviews with the construction team of the light emitting diode (LED) in the green photonics department were conducted and relevant secondary data was collected and processed. The following conclusions were obtained after compiling and analyzing the data: (a) The professionalism for conducting new businesses should be elevated, (b) corporate resource sharing should be enhanced, (c) marketing awareness should be increased, (d) employ full-time department heads for new businesses, (e) strengthen the shareholders’ identity with new business departments, (f) ensure financial independence for new business departments, and (g) operate new business departments with a novel perspective.

第一章、緒論……………………………………………………………………………1
第一節、研究背景與動機…………………………………………………………1
第二節、研究目的…………………………………………………………………2
第二章、文獻探討……………………………………………………………………4
第一節、企業多角化經營…………………………………………………………4
第二節、組織文化…………………………………………………………………12
第三節、傳統產業與光電產………………………………………………………16
第三章、研究方法……………………………………………………………………22
第一節、個案研究…………………………………………………………………22
第二節、研究流程…………………………………………………………………24
第三節、研究對象…………………………………………………………………25
第四節、資料蒐集…………………………………………………………………40
第四章、結果分析……………………………………………………………………43
第一節、個案的跨入非本業之原由………………………………………………43
第二節、個案的跨入光電業之規劃與目標………………………………………47
第三節、個案跨入光電業之執行與結果…………………………………………50
第四節、受訪者的建議……………………………………………………………56
第五章、結論與建議…………………………………………………………………64
第一節、結論……………………………………………………………………64
第二節、研究建議…………………………………………………………………65
中文參考文獻…………………………………………………………………………67
英文參考文獻…………………………………………………………………………68
相關網站………………………………………………………………………………72

一、中文參考文獻
1.中華徵信所（2005），「台灣地區工商財務總分析2005 年版」，台北。
2.王建全（2001）， 「再創傳統製造業競爭優勢」，台北：中華經濟研究院。
3.江禎裕（2003）， 「臺灣光電產業回顧與展望」，輔仁學誌，37 期，1-15。
4.江福貞，(2004)， 「其實你不懂我的心─由青少年身心發展特質談青少年次文化」，網路社會學通訊期刊，第40期，嘉義大學家庭教育研究所。
5.洪春吉、趙皖屏、羅世忠（2008）， 「不同產業之轉換型、交易型領導與組織學習－以金融業、半導體業、電腦週邊業實證比較研究」，台銀季刊，59 卷2 期，42-64。
6.周業謙、周光淦（譯），Jary & Jary著（1998），「社會學辭典」，臺北市：貓頭鷹。
7.莊立民（2005），「臺灣資訊電子業組織創新歷程模式之研究-以六家個案企業為例」，商管科技季刊，6卷1 期，69-92。
8.徐文復、廖文芳( 2000) ， 「傳統產業的新春天」，管理雜誌，318：124-126。
9.馬藹屏 (1997) ， 「青少年次文化初探」學校衛生，30，頁55-59。
10.陳光中、秦文力、周愫嫻（譯）（1995）， 「社會學（Sociology）」（Neil J. Smelser著），臺北，桂冠圖書。
11.劉瑞圖（1988），「發展高科技產業之途徑」，工業簡訊，18 卷2 期，14-27。
12.臺灣經濟研究院（2005）， 「產業技術白皮書」，台北。
13.蔡文輝（1997）， 「家庭社會學」，台北：五南。
14.蔡宏明 (2000) ， 「由產業演化看傳統產業競爭力的提升」，經濟情勢暨評論，第5卷，第4期。
15.鍾倫納 (1997)， 「應用社會科學研法」，台北市：臺灣商務印書館股份有限公司。
16.繆敏志、林少龍（2003）， 「企業外在環境與組織變項對組織文化影響之研究」，文大商管學報，8 卷2期，1-24。
二、英文參考文獻
1.Aaker, D.(1984). “Developing Business Strategies.” N.Y.: John Wiley & Sons Inc.
2.Allen & Hamilton (1985) “ A Survey of European Chief Executive, Booz, Allen and Hamilton, Inc., N.Y.
3.Ansoff, H. I. (1957) “Strategic for Diversification. ” Harvard Business Review,Vol.35,No. 5, pp. 113-124.
4.Ansoff, H. I.（1965）“Corporate Strategy. ” N.Y.: Mc Graw-Hill Press.
5.Ansoff, H. I.（1988）“The New Corporate Strategy.” John Wiley & Sons, Inc.
6.Berger, P. & E. Ofek (1995) “Diversification’s Effect on Firm Value.” Journal of Financial Economics 37: 39-65.
7.Berry, C. (1975) “Corporate Growth and Diversification.” Princeton University Press, Princeton, NJ.
8.Cameron, K. S. , & Quinn, R. E.（1999）“Diagnosing and changing organizational culture: Based on the competing values framework.” Reading, MA: Addison-Wesley.
9.Chandler, A. (1962) “Strategy and Structure: Chapters in the history of the American industrial enterprise.” MIT Press, Cambridge, MA.
10.Chapin, C. K. & D. C. Jermain (1985) “Increasing the Success of Your diversification Program. ”Sloan Management Review, Vol. 26, No. 4. Enterprise, Cambridge, Massachusetts: MIT Press.
11.Dension, D.R.(1990) “Corporate culture and organizational effectiveness. ”New York: John Wiley & Sons.
12.Drucker,P.F. (1974) “Management: Tasks, Responsibilities, Practices, Harper & Row.” N.Y.
13.Fiol,C.M.(1989) “A semiotic analysis of corporate language: Organizational boundaries and joint venturing. ”Administrative Science Quarterly,34(2),277-303
14.G.A. Steiner, J.B. Miner, E.R. Gray (1982) “Management policy and strategy. ” Macmillan, New York, N.Y.
15.Gort, M. (1962) “Diversification and integration in American industry.” Princetion University Press, Princeton, NJ.
16.Grant R., A. Jammine and H. Thomas(1988) “Diversity, diversification, and profitability among British manufacturing companies.” Academy of Management journal 31: 771-801.
17.Gravens, M. B. (1991) “Development of an Input Data Set for Shoreline Change Modeling,” Proceedings, Coastal Sediments `91, American Society of Civil Engineers, pp.1800-1813.
18.Hill, Charles W.L. & Gareth R. Jones (1995) “ Strategic Management.”Third edition.
19.Harrington, S. J., & Guimaraes, T.(2005) “ Corporate culture, absorptive capacity and IT success. Information and Organization,15(1),39-63.
20.Jauch, L. R. and Glueck, W. F. (1988)“Strategic Management and Business Policy.” N.Y., McGraw-Hill, Inc.
21.Kotler, P. & Andreasen, A. R.(1975) “ Strategic Marketing for Nonprofit Organizations. ” 3rd. Englewood Cliffs, New Jersey: Prentice Hall.
22.Kotter, J.P. & Heskett, J.L. (1992) “Corporate culture and performance. ” N.Y.: Free Press.
23.Nahavandi, A., & Malekzadeh, A.R.（1999）“Organizational behavior: The person-organization fit. ” New Jersey: Prentice Hall.
24.Nguyen, T. H., Seror, A. & Devinney, T. M. (1990) “ Diversification strategies and performance in Canadian firms. ”Strategic Management Journal. 11: 411-418.
25.Oliver E. Williamson (1971) “The Vertical Integration of Production: Market Failure Considerations. ” American Economic Review, 61 (May).
26.Pfeffer, J. and Salancik G.(1987) “ The external control of organizations: A resource dependence perspective. ”Harper and Row, N.Y.
27.Pitts, R. and H. Hopkins (1982) “Firm diversity: Conceptualization and measurement.” Academy of Management Review 7: 620-629.
28.Porter, M. E.（1980）“ Competitive Strategy: Techniques for Analyzing Industries and Competitors. ” N.Y.:Free Press.
29.Ramanujam, V. and P. Varadarajan (1989) “Research on corporate diversification: A synthesis.” Strategic Management Journal 10: 523-551.
30.Ramanujam R. & Varadarajan, P. (1989) “ Research on Corporate Diversification: A Synthesis. ” Strategic Management Journal, 10, pp.523-551.
31.Roberts, E. B., and C. A. Berry. 1985. “ Entering new business: Selecting strategies for success. ” Sloan Management Review, 26(3): 3-17.
32.Robson, C. (2002) “Real world research. ” 2nd, Blackwell, Oxford
33.Rumelt, R. (1982) “Diversification strategy and profitability.” Strategic Management Journal 3: 359-369.
34.Smircich, L.（1983）“Concepts of culture and organizational analysis. ” Administrative Science Quarterly, 28 , 64-69.
35.Schein, E.H. (1985) “Organizational culture and leadership. ” San Francisco : Jossey-Bass.
36.Schein, E.H. (1990) “Organizational culture and leadership. ” San Francisco : Jossey-Bass.
37.Schein, E.H. (1992) “Organizational culture and leadership. ” San Francisco : Jossey-Bass.
38.Slater, S. F., & Narver, J. C.（1994）. Does competitive environment moderate the market orientation performance relationship？ Journal of Marketing. 58, January：46-55.
39.Stark , Rodney (1997) “Bringing Theory Back .” In：Edited by Lawrence A. Young , Rational Choice Theory and Religion , N.Y.,pp3-24.
40.Tang, H.K.（1999）, “An inventory of organizational innovativeness”, Technovation, 19：41-51.
41.Wolfe, R.A.（1994）“Organizational innovation: Review, critique and suggested research directions.” Journal of Management Studies, 31（3）：405-430.
42.Wrigley, L.(1970) “Divisional Autonomy and Diversification.” Doctoral Dissertation, Harvard Business School.
43.Zhao, H., & Luo, Y. (2002) “Product Diversification, Ownership Structure, and Subsidiary Performance in China’s Dynamic Market.”Management International Review. 42(1). Pp.27-48.
三、相關網站
1.台灣經濟研究院網站：http://www.tier.org.tw/
2.行政院主計處網站：http://www.dgbas.gov.tw/
3.經濟部工業局網站：http://www.moeaidb.gov.tw/