「組織疆界」決策模式之建立－交易成本、代理與資源基 礎理論之整合應用
「組織疆界」決策模式之建立－交易成本、代理與資源基 礎理論之整合應用
邱紹群 慈濟技術學院醫務管理系
蔡裕源 東華大學企業管理系
朱正一 慈濟技術學院醫務管理系
摘 要
由於台灣產業面臨經營環境的變遷與國際化腳步的加快，組織委外決策已由作業層次提升到組織整體的策略層次，因此必須以整體組織疆界來思考組織個別價值活動的委外決策。 因此，本文嘗試以「組織疆界」、「價值活動疆界」的概念，來思考整個企業之價值流程經由委外或自製之選擇決策後，所彙整形成的一個組織輪廓，並運用近代成熟的三大組織理論，交易成本理論、代理理論與資源基礎理論來探討影響企業組織疆界選擇的內外因素有哪些，並以此建立一個完整與簡易的「組織疆界選擇」或「價值活動自製與委外」的決策模式，以供未來組織進行此種決策時參考。
關鍵字：組織疆界、委外或自製、決策模式、價值活動
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Decision-Making Model for Organization Boundary
Shao-Chun chiu Department of Health Administration Tzu-Chi College of Technology
Yuh-Yuan Tsai Department of Business Administration National Dong Hwa University
Cheng-I Chu Department of Health Administration Tzu-Chi College of Technology
ABSTRACT
After 90s, since the turbulent operating environment, such as globalization and cost-down competition, make or buy decision-making for organization is not only in the operational level but also in the strategic level. Therefore, “organization boundary” perspective is used to make “make or buy” decision for individual value activity. Researchers adopted mature organization theories, including transaction cost theory, resource based theory, and agent cost theory, to explain the decision-making components of organization boundary, furthermore, construct one basic model for organization boundary.
Key Words：Organization Boundary, Make or Buy, Decision-Making, Value activity
