Responsive image
博碩士論文 etd-0620105-152528 詳細資訊
Title page for etd-0620105-152528
論文名稱
Title
瑞典商伊萊克斯集團策略變革與發展之研究
The Study of the Strategic Change and Development of Electrolux Group
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
85
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2005-06-05
繳交日期
Date of Submission
2005-06-20
關鍵字
Keywords
瑞典、伊萊克斯、策略變革
Strategic Change, Sweden, Electrolux
統計
Statistics
本論文已被瀏覽 5720 次,被下載 26
The thesis/dissertation has been browsed 5720 times, has been downloaded 26 times.
中文摘要
本研究主要是針對全球最大家電製造商--瑞典商伊萊克斯集團,以個案研究的方式研究其近一世紀經營歷程之策略變革與發展,將其經營活動演化歷程歸納出一階段性模型,同時探討與分析導致其發生變革之內、外生因素,並以所歸納出之「組織策略變革能耐模型」評估個案公司變革之能耐。本論文之研究議題如下:
一、變革如何發生?由誰主導?
二、為何會選擇某一特定策略以因應變革?變革策略由誰制定?
三、執行變革之策略為何?策略執行過程如何完成?
四、描述與評估每次變革之能耐。
本研究乃針對上述研究問題提出回應,並衍伸出管理上之意涵;本研究之結論在管理上之意涵主要有三:
一、階段與階段之間高度的路徑相依(Path dependence)
二、營運/產業環境對於模型構面的影響是模型運作的主要(外在)驅動力
三、階段性領導人為模型運作中,影響變革程序(change process)之主要內在驅動力。
Abstract
The purpose of this research is to use a conceptual model to analyze the capacity for strategic change and then apply the model to assess the change capacity in Electrolux’s three major strategic changes. Through applying the model of capacity for change to analyze the change process of Electrolux, the author will research into the following problems:

• Why was the change initiated? By whom?
• Why was the specific strategy (the content of change) chosen? Who formulated it?
• What was the strategy for implementing the change (the process)? How was the implementation process conducted?
• Characterizing and evaluating the capacity for change in the case company.

After analyzing the strategic change and development of the Electrolux Group, the author found out the answers of the research problems and developed three major management implications, which are stated as follows:

(1) High path dependence between stages
After reviewing the development of Electrolux from longitudinal perspective, the author found that Electrolux development processes from stage to stage are characterized by high path dependence. The Group strives to build competitive advantages and realize the intended strategy in each stage in order to respond to the impacts resulted from the changes of external environment. Only competitive advantages and intended strategy of the current stage are built and realized will the company initiate a new strategy and proceed to next stage. Therefore, the shift into the next stage is influenced by two factors, namely, the realization of the stage-oriented intended strategy and the building of competitive advantages. Highly Path dependence from stage to stage characterizes the Electrolux’s development stage model (see Figure 4.2).

(2) Operating/industry environment factors serve as the main driving forces behind change
After analyzing the development of Electrolux Group (see chapter 5), the author found environment factors serves as the main driving forces behind each change. In order to effectively respond to the impacts resulted from the environment changes and find a niche to grow, the organization has to closely monitor the environment changes. Only by recognizing the impacts resulted from environmental changes can organization decide the direction of corporate strategy and then evaluate whether the resources and capabilities the organization possesses can generate competitive advantage so as to realize intended strategy.

(3) Leadership strongly impact the formation of change process
As suggested in chapter 2.4, four internal factors i.e. leadership, structure, resources and capabilities, and culture would affect the change process (see Figure 2.2). After analyzing these internal factors affecting the change process of Electrolux, the author found that leadership serves as the main internal driving force in each change period. Though Electrolux’s three major changes were mainly initiated by the external environment, the change process could not be implemented and the realized strategy could not be attained without the strategic leader who can clearly recognize and effectively react to the environment changes and adopt new strategic actions to realize the intended strategy in the end.
目次 Table of Contents
Table of Contents
List of Figures iii
List of Tables iii
1. Introduction 1
1.1 Background and Motivation 1
1.2 Problem and Purpose 2
1.3 Disposition of the thesis 3
2 Literature Review and Conceptual Model 4
2.1 Disposition of the literature review 4
2.2 Organizational Change 4
2.3 Influential forces behind change 5
2.3.1 Environment 6
2.3.2 Management fashion 8
2.3.3 Leadership 9
2.3.4 Resources and capabilities 11
2.3.5 Culture 12
2.3.6 Structure 13
2.4 Conceptual model 14
2.4.1 Major forces behind strategic change -- model 15
2.4.2 Capacity for Organizational Change—model 16
3. Methodology 19
3.1 Choice of Method-Qualitative and Case Study Approach 19
3.1.1 Qualitative approach 19
3.1.2 Case study approach 20
3.2 Selection of interviewees 21
3.3 Interviews 22
3.4 The process of interviews 22
3.5 Collection of Second-hand Information 23
4. Electrolux 24
4.1 Stage I: Emerging Strategy--Building the Global Company 25
4.2 Stage II: Diversification and M&A 30
4.3 Stage III: Focus on core business 33
4.4 Stage IV: Brand, design and product development 35
5. The Driving Forces and Capacity for change 37
5.1 Driving Forces of the First Strategic Change 37
5.1.1 Environment 37
5.1.2 Management fashion 40
5.1.3 Leadership 40
5.1.4 Resources and Capabilities 42
5.1.5 Structure 43
5.1.6 Culture 45
5.2 Driving Forces of the Second Strategic Change 47
5.2.1 Environment 47
5.2.2 Management fashion 48
5.2.3 Leadership 49
5.2.4 Resources and Capabilities 51
5.2.5 Structure and Culture 52
5.3 Driving Forces of the Third Strategic Change 56
5.3.1 Environment 56
5.3.2 Leadership 58
5.3.3 Resources and Capabilities 60
5.4 Capacity for change 63
5.4.1 Evaluation 63
5.4.1.1 The capacity for change of the first change (1967~1989) 63
5.4.1.2 The capacity for change of the second change (1990~2002) 64
5.4.1.3 The capacity for change of the third change (2002~till now) 65
6. Conclusion 68
6.1 Answers of the problems presented in chapter 1.2 68
6.2 Management Implication 70
6.3 Limitation 72
References 74
參考文獻 References
References
Abrahamson, E. & Fairchild, G. (1999). Management fashion: Lifecycles, triggers, and collective learning processes. Administrative Science Quarterly. Vol. 44, Issue 4. pp. 708-741.
Alvesson, M., & Deetz, S. (2000). Doing critical management research. London: Sage Publications Inc.
Amburgey, T., L. & Dacin, T. (1994) As the Left Foot Follows the Right? The Dynamics of Strategic and Structural Change. The Academy of Management Journal, 37(6).
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17
Britton, C. (2003). SWEDEN & SWEDES. Stockholm: The Swedish Institute.
Carson, P., Lanier, P., Carson, K. & Guidry, B. (2000). Clearing a path trough the management fashion jungle: some preliminary trailblazing. Academy of Management Journal. Vol 43. No. 6. pp. 1143-1158.
Chandler, A. D. (1962). Strategy and Structure: Chapters in the history of industrial enterprise. New York: Anchor Books.
Clark, T. (2004). Strategy viewed from a management fashion perspective. European Management Review. Vol. 1, Issue 1, pp. 105-111.
Connor, T. (2002), Strategic Change, 11, Wiley InterScience
Creswell, J. W. (1994). Research design: Qualitative and quantitative approaches. London: Sage.
Daniels, M. (2003). Convergence and Divergence: Exploring the governing culture at Electrolux. Jönköping: Jönköping International Business School.
Davenport, T.H. (1993). Need Radical Innovation and Continuous Improvement? Integrate Process Reengineering and TQM. Strategy & Leadership. May/June 1993 (21;3), pg. 6-12.
Denzin, N. & Lincoln, Y. (1994). Handbook of Qualitative Research. Thousand Oaks: Sage.
Easterby-Smith, M., Thorpe, R., & Lowe, A. (2002). Management research: An introduction. London: Sage publication Ltd.
Electrolux AB. (1990-2003). Annual Report.
Electrolux. (2004). Electrolux official webpage. Retrieved December 12, 2004, from http://www.electrolux.com/
Echikson, W. (1993). The trick to selling in Europe. Fortune. Sep 20,. Vol. 128, Iss. 6, p. 82 (1 pp.). New York.
Fink, D. (2003). A life cycle approach to management fashion: an investigation of management concept in the context of competitive strategy. Schmalenbach Business Review. Vol. 55, pp. 46-59.
Gillham, B. (2001). Case Study Research Methods. London: Continuum.
Grant, R. (1991). The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation. California Management Review, Vol. 33, Issue 3. p. 114.
Gurt, S. (2001). Electrolux-Building an Industrial Empire. Unknown.
Hellgren, B., Melin, L., (1993). Role of the strategists’ ways of thinking in strategic change processes. In G. Johnson, J. Hendry and J. Newton (Eds.), Strategic Thinking: Leadership and the Management of Change. John Wiley & Sons Ltd.
Hall, D., J. & Saias, M., A. (1980) Strategy follows Structure, Strategic Management Journal, 1, 149-163.
Hussey, J., & Hussey, R. (1997). Business research. London: Macmillan Press Ltd.
Johnson, G. & Scholes, K., (2002). Exploring Corporate Strategy, 6th ed., London, Prentice Hall.
Johnston, R., Fitzgerald, L., Markou, L. & Brignall, S. (2001). Target setting for evolutionary and revolutionary process change. International Journal of Operations & Production Management, 21(11), 1387-1403.
Kilmann, R.H., Saxton, M.J., & Serpa, R. Introduction: Five key issues in understanding and changing culture. In R.H. Kilmann, M.J. Saxton, R. Serpa & Associates (Eds)., Gaining Control of the Corporate Culture. San Francisco: Jossey-Bass.
Kirkbride, P., Pinnington, P., & Ward, K. (2001). The state of globalization today. In P. Kirkbride (Ed.), Globalisation the external pressures (p. 13-39). Chichester: John Wiley & Sons, Ldt.
Kotler, P. (2003). Marketing Management (11th ed.). New Jersey, Pearson Education.
Marshall, C., & Rossman, G. B. (1999). Designing Qualitative Research (3rd ed.) Thousand Oaks: Sage Publication, Inc.
Maxwell, A. J. (1996) Qualitative Research Design: An Interactive Approach. Thousand Oaks: Sage Publication, Inc.
McDonald, F., & Burton, F. (2002). International Business. London: Thomson.
Melin, L. & Hellgren, B. (1994). Patterns of strategic processes: two change typologies. In H. Thomas, D. O’Neal, R. White, & D. Hurst (eds.), Building the Strategically-Responsive Organization. Unknown: John Wiley & Sons Ltd, pp. 251-257.
Melin, L. (1989). The field-of-force metaphor. Advances in International Marketing. Vol. 3, pp. 161-179.
Mintzberg, H. & Waters, J. (1983). The Mind of the Strategist(s). In S. Srivasta and Associates (Eds.) The executive mind. Jossey-Bass Inc.
Minzberg, H. & Westley, F. (1992). Cycles of organisational change. Strategic Management Journal, Vol. 13. pp.39-59.
Nadler, D., A. & Tushman, M., L. (1989). Organizational frame bending principles for managing reorientation. The Academy of Management Executive. 1989 (3;3), pg. 194-204.
Prahalad, C.K. & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, May-June.
Regan, M. (1992). Developing the middle manager for globalization. Target Management Development Review. Bradford. Vol. 5, Issue. 6, p. 28-33
Rowe, W. G. (2001). Creating wealth in organisations: The role of strategic leadership. The Academy of Management Executive, 15(1), 81-94.
Ridderstråle, J. (1996). GLOBAL INNOVATION: MANAGING INTERNATINOAL INNOVATION PROJECTS AT ABB AND ELECTROLUX, Institute of International Business, Stockholm School of Economics, Stockholm.
Schein, E., 1992, Organisational Culture and Leadership. Jossey-Bass, San Francisco, CA.
Unknown (2002, April 6). Brand challenge. The Economist, Volume 363, Issue 8267, pp. 54
Williams, J. (1997). The sampling process. In T. Brannick, & W. Roche (Eds.), Business research methods: Strategies, techniques, and sources (p. 61-96). Dublin: Oak Tree Press.
Yin, R. K. (1989). Case Study Research: Design and Method. Newbury Park: Sage Publications, Inc.
電子全文 Fulltext
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。
論文使用權限 Thesis access permission:校內公開,校外永不公開 restricted
開放時間 Available:
校內 Campus: 已公開 available
校外 Off-campus:永不公開 not available

您的 IP(校外) 位址是 18.233.223.189
論文開放下載的時間是 校外不公開

Your IP address is 18.233.223.189
This thesis will be available to you on Indicate off-campus access is not available.

紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 已公開 available

QR Code