■ 官志亮（德霖技術學院企管系副教授兼系主任）、于卓民（政治大學企管系教授）
Managing Partnership in a Joint Venture
Jing-Dian was the first company in Taiwan to produce M-type TFT-LCD monitors. The company's major shareholders are the Tai-Jing, Yeou-Liang and Sunlight Groups, which own 45%, 30% and 18% of shares respectively. The company's major products are TFT-LCD monitors and active color OLED displays. In 2000, in order to increase the price competitiveness of its products, decrease the risk of shortages of key components, avoid price fluctuations, and increase profitability; Tai-Jing, one of Taiwan's well-known PDA manufacturers, planed to form the Jing-Dian Limited Company. This concurrently took place as other subsidiaries of Tai-Jing actively developed electronics and communications products, which created demands for TFT-LCDs and collectively triggered the establishment of the Jing-Dian Company.
Background of the Joint Venture
The TFT-LCD monitor industry is capital intensive and very sensitive to economies of scale. This implies that a plant's initial setup costs are extremely high and firms must therefore increase production volumes quickly to reduce unit production costs. Knowing this, Tai-Jing sought a reputable domestic business group to begin a joint venture to help diversify its business risk and increase its financial sustainability.
Beginning in the construction industry and gradually built-up as a reputable business group, the Yeou Liang Group had hoped to enter into the high-tech industrial arena to shake off its image as only a major player in traditional industries. After thorough negotiations, the Yeou Liang Group and Tai-Jing reached an agreement and formalized a partnership.
As Jing-Dian was founded, it actively sought partnerships with companies possessing technological patents and experience in production. Meanwhile, the Sunlight Group was constrained by its capital requirements for diversification activities and did not have the capital for active factory expansion. Sunlight Group's top management realized that this lack of resources and production volume affected the firm's competitiveness seriously and joint ventures were becoming a feasible alternative to cope with competition. With its technical and marketing capabilities, the Tai-Jing Group opted to be a technological transfer partner of the Jing Dian Company.
Division of Labor
As a main provider of resources to Jing-Dian, Tai-Jing's role included supporting capital, R&D personnel,management know-how, and marketing knowledge.Concurrently it was Jing-Dian's largest customer. The other stakeholder of Jing-Dian, the Yeou Liang Group,made contributions mainly through providing capital.Finally, the Sunlight Group's main contribution was production technology.
The general manager (GM) of Tai-Jing was appointed as the chairman of the board of directors of Jing-Dian and the GM of the Yeou Liang Group was named vice chairman.The other members on the board were distributed as follows: Tai-Jing, 3 directors and 1 supervisor; Yeou Liang Group, 1 director and 1 supervisor; Sunlight Group, 2 directors; external members, 2 directors and 1 supervisor. To protect the interests of minority shareholders, the largest shareholder Tai-Jing was not given the power to direct key issues.
The current GM, Mr. Chiou, also served as a board member for Tai-Jing. Though reporting to the GM directly, the partners assigned some functional managers under the joint venture agreement: the Sunlight Group assigned the R&D manager; and the finance manager was assigned by the Yeou Liang Group. Furthermore the GM has the discretion to appoint other personnel.
Problems Surfaced
The complexity of the managing partnership is that the resources, capabilities, motivations and objectives between partners are different. Furthermore, the members of the top management teams usually are from different parent companies and they probably serve the interests of their own parent companies rather than the joint venture's interests. Because of these differences,managers in a joint venture may experience internal conflicts and oppose each other continually.
Mr. Chiou's experience as a professional manager prompted a recommendation from Tai-Jing as he was approved to take the responsibility of General Manager.As a CEO of Jing-Dian and senior employee of Tai-Jing,Mr. Chiou faces dual conflicting roles. His challenges are the following: to create trust among high level managers and increase coordination among them so that Jing-Dian can grow; and to oversee the behaviors of the personnel assigned to Jing-Dian from the other two partners so that the interests of Jian-Dian and his parent firm are not be harmed.
How should Mr. Chiou strike a balance among protecting the interests of Jing- Dian, safeguarding the interests of Tai-Jing and ensuring his own career at Tai-Jing as he manages the joint venture?
（Guan Tyh Liang is an Associate Professor and the chairperson of the Department of Business Administration, DE LIN Institute of Technology and Joseph Yu is a Professor of Department of Business Administration, National Chengchi University.）
京電公司為國內首家投入M型液晶顯示器的公司，主要股東為台灣台晶公司、台灣友亮集團與日本日光集團，分別持有股份45%、30%及18%，主要產品為M型液晶顯示器 (M-Type TFT-LCD)及主動式全彩OLED顯示器。
由PDA製造廠商台晶公司發起成立，希望以此垂直整合的方式掌握重要的關鍵零組件，以提高產品的價格競爭力與降低缺料或價格變動的風險。此外，基於台晶公司旗下子公司均對於液晶顯示器有高度需求。
合作背景
液晶顯示器產業具有高度資本密集與經濟規模敏感度，除了期初建廠所需的資金成本極高外，必須藉由不斷擴廠來獲取規模經濟效益，台晶公司乃尋求國內財團加入經營團隊，以分散風險提高財務續航力。當時友亮集團亟欲朝高科技領域邁進，以擺脫市場上傳統產業的刻板印象，經過協商，友亮集團很快和台晶公司達成合作共識。台晶公司也同時尋求與握有技術專利之廠商合作，以彌補原技術團隊量產經驗之不足。而日光集團有因應企業多角化的資金需求，也發現必須透過策略聯盟的方式才有可能賺取利潤。台晶公司擁有的技術能力與行銷能力，讓日光集團擇其成為技術移轉的夥伴。
組織分工
台晶公司所貢獻的資源包括資金、研發 (原工研院技術團隊)、管理知識、行銷知識，也是產出的最大客戶。友亮集團對京電公司的貢獻主要在於資金方面，製程技術則有賴日光集團的協助。
晶電公司的董事會結構由台晶公司總經理兼任董事長，友亮集團總經理擔任副董事長。台晶公司占有三席董事一席監事、友亮集團占一席董事一席監事，日光集團占二席董事，另外分別有二席外部董事與一席監事。為保障小股東的權益，即使台晶公司為最大股東，仍無法在董事會中針對重大事件握有絕對的主導權力。
在經營結構上，現任總經理由台晶公司代表邱先生擔任。研發部經理由日光集團選派，財務部經理則由友亮集團選派，其他功能性業務主管由台晶公司選任。
問題出現
因各母公司所提供資源與能力差異、合資動機與目標的不同，以及文化差異，管理的複雜度比獨資企業高；加上公司內部高階管理者多數來自於各合資母公司，各自為政，常使內部出現矛盾與對抗。
邱先生以豐富的國際合資專業經理人經驗，膺任京電公司總經理一職。身為CEO與台晶公司資深員工，邱先生的難題是：一方面要使京電公司內部建立起信任的合作關係，使公司業績蒸蒸日上；另一方面須站在台晶公司的立場，監督另兩個合資公司派來的人員，避免台晶公司的權利受損。
【Discussion Questions】
How should Mr. Chiou strike a balance in protecting the separate interests of Jing-Dian and Tai-Jing, as well as ensuring his own career prospects atTai-Jing?
【Analysis】
From the background analysis of this case, Mr. Chiou should be more committed to Tai-Jing than to Jing-Dian, and should protect the interests of Tai-Jing as much as he could within his powers. Since Mr. Chiou has been highly regarded by the senior management and has many years of service with the company, it will raise Mr. Chiou's commitment towards Tai-Jing. Furthermore, when expatriates are assured of their return, they are more committed to their parent company and inclined to actions or motives that serve the company's interests. Mr. Chiou's overseas assignments in the past were only for 2 to 3 years and each time he returned with higher placement within the company. Such experience has given him a greater assurance of return, therefore he exemplifies a higher commitment toward the company.
Although Mr. Chiou possesses an engineering degree, management skills and extensive transnational management experience, his main concerns should still be aligned with Jing-Dian's company interests for reasons below:
1. Jing-Dian is an independent company. Although Tai-Jing holds a majority of its shares, the company needs professional and impartial management to attain operational objectives. Therefore, Mr. Chiou should build a company image that generates a feeling of fairness and impartiality, insist on financial transparency, and set up an effective audit policy to avoid corruption.
2. General manager's efforts should be aligned with shareholders' interests and should enhance the mechanism of collaboration among departments, as well as formulate a company's development strategies and implementation policies.
3. Mr. Chiou, as a General Manager, should take the opportunity to exemplify his management and negotiation expertise, earnestly address Jing-Dian's management problems and propose effective solutions. As long as Mr. Chiou can increase the company's profit, it will not only ensure his parent company and Jing-Dian's interests, but also build an advantageous foundation for his future career ladder.
【問題討論】
在保障京電公司利益與確保台京公司的利益，以及自己未來在台京公司的升遷間，邱先生應如何取得平衡？
【個案分析】
從個案的背景分析，邱先生對台京公司的組織承諾應高過於京電公司，應會在職權範圍內儘可能維護原屬母公司(台京公司)的利益，因為邱先生相當受到公司高層的器重，加上他在台京公司的年資不淺，此將提高邱先生對台京公司的組織承諾。而且，當外派人員所認知的回派明確性愈高，則管理者對母公司有較高的組織認同與組織承諾，較容易有利母公司的動機與行為。邱先生過去的二次外派時間僅二、三年，而回派後都能晉升至更高的職位，此經驗提高邱先生認知的回派明確性，因此展現出對台京公司的組織承諾也更高。
然而，以邱先生兼具工科與商管的業務背景，及豐富的國際跨國公司管理經驗，仍要以京電公司利益為主要考量，其理由為：
1.京電為一獨立的公司，雖台京占有多數股份，仍須藉由專業經理人的管理能力與超然無私，達到公司應有之營運目的，因此邱先生應建立公正、中立的形象，堅持財務透明化，輔以有效的稽核制度，避免任何弊端的發生。
2.總經理的努力方向應以符合所有股東權益為前提，並努力協調公司各部門的合作機制，訂定京電的發展策略及執行方針。
3.邱先生既然擔任總經理，就應把握機會好好發揮經營及協調專才，坦然面對京電經營問題，提出有效的改善方法。只要邱先生能將京電經營的有聲有色，不僅確保老東家及京電的利益，也為自己的未來升遷建立良好的基礎。
【策略小辭典】
策略聯盟（Strategic Alliances）
策略聯盟為兩個或兩個以上企業，為了合作各方的策略性目標，相互連結企業活動的合作。包括生產、銷售、研究等技術，以及產品、人員、財務的相互提供或交換資源，以利達成共同目的。
聯盟的目標不同，所形成的形態也不同。個案中所提到的合資便是其中的一種策略聯盟方式：由二個以上企業共同出資，基於共同需求而成立。其他可能的形態包括授權協定、共同行銷或合作生產等。
【2005/07/17 經濟日報】
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