企業為追求成長，往往選擇開發海外市場做為主要的策略之一，而海外市場的開發除了增加業務收入外，亦可藉由量的增加產生規模經濟來降低成本進而提昇獲利。然而海外市場的開發需要組織內各部門的協助與支持，如果無法相互合作，即使企業已建立明確的目標，在執行的過程中仍可能因立場不一致而發生的衝突，進而影響公司開發海外市場的成效。 從個案公司電動機車進軍海外市場的實務工作經驗，探討海外市場開發過程中所可能發生的組織衝突並尋求其對策。在經訪談及分析後發現，個案公司在海外市場開發過程中，不論是在部門內或跨部門間，的確存在不同程度的衝突現象。其中的原因，包含部門內未建立明確的工作規則及績效獎酬制度，而在跨部門間，原本為了降低衝突的標準化作業流程，最後竟成為跨部門間衝突的主要原因。 在對策方面，從個案公司實務研究中發展出一套解決上述組織衝突的程序：在部門內衝突的部分，雖然可以在組織成員認知或察覺到衝突時，透過機制的建立來解決衝突，但如果能在新市場開發作業開始時便建立明確的分工，則可有效預防衝突的發生；而在跨部門衝突的部分，在個案公司現行的組織結構下，各部門較不容易考量到對方立場，因此需要思考如何在解決衝突的同時兼顧雙方立場，透過逐層逐級的溝通方法來解決衝突。 The enterprise usually chooses exploiting the overseas markets as one of major strategies to pursue the growth. Exploiting overseas markets not only increases the revenue but also creates the scale economy to reduce the cost and increase the profit. But it needs the assistance and support from the enterprise’s each division to fulfill it. If mutual cooperation is infeasible, even the obvious target is established, the organizational conflicts may occur because of divisions’ different stances, and this will decrease the merit from exploiting overseas markets. From the practical experience of the case company’s export of E-scooter, we discuss the possible reasons and solutions in the process of exploiting overseas markets. After the interviews and analysis, we found that the conflicts in varying degrees do exist inside the division and across the divisions. The reasons inside the division include the ambiguous job distribution and unclear performance assessment. And across the divisions, the standard operation procedure which is designed to decrease the conflicts eventually becomes the major factor. The processes of resolving the aforementioned organizational conflicts are developed from the case company’s practice. Inside the division, although a mechanism can be designed to resolve the conflicts when we cognize and perceive them, conflicts can be prevented effectively in the beginning of exploiting overseas markets if we can establish a concrete job distribution in advance. Across the divisions, we found that each division takes less consideration of counterpart division’s stances due to the organization structure. Therefore, we should take both divisions’ stances into consideration, and try to communicate based on the organization’s structure level, and step by step to resolve the conflicts.
