| 摘要: | 全球經濟環境在近年來發生翻天覆地的變化，無論是貿易戰、疫情等外部環境不斷地改變過去中小企業習以為常的經濟模式，尤其是台灣眾多的塑膠傳統製造業者，在面對ESG浪潮之下面對著必須改變或淘汰的關鍵時刻，此外，台灣在經濟發展數十年之後，接班傳承的關鍵交棒更被形容為嚴重的國安議題。
台灣以外銷為主的經濟模式下培養了許多的隱形冠軍，然而傳統中小企業在未來三十年，將面臨全球競爭對手持續以低成本、貿易壁壘的衝擊挑戰，隨著世界各國訂定越來越嚴格的環保法規，以及各國大企業對於產品可持續性的採購標準，台灣中小企業勢必無法置身事外，必須做出適度的改變以符合新的趨勢。然而，中小企業在發展至成熟階段之後，隨著組織的膨脹而以管理階級去層層管理員工之下，也造成了各部門之間本位主義濃厚，員工之間的合作變成以制度去推動各項工作，卻也使的團隊的創新能力低落，以此氣氛之下，企業的人才培養也變得困難，尤其是新世代的員工在缺乏具有目標的發展架構之下，越來越多的員工不願擔負更多責任精進自身的能力，造成企業發展的人才斷層。
面對未來充斥著不確定性的挑戰，本研究是以個案作者身處的傳統中小塑膠製造業者為研究對象，作者父親為企業創辦人兼總經理，而作者身為企業二代，在面臨著接班傳承的關鍵時期，以中央大學EMBA所學並以隱形冠軍及隱形冠軍2.0為主軸，研究在新經濟下的中小企業未來能夠永續發展的關鍵因素，即企業創新、循環經濟以及企業傳承，並以此為根基發展出以個案公司為例的未來策略地圖。;In recent years, the global economic landscape has undergone significant transformations. Factors such as trade wars, pandemics, and evolving external conditions have disrupted the conventional economic models that small and medium-sized enterprises (SMEs) once relied upon. This situation is particularly pronounced in Taiwan, where numerous traditional plastic manufacturers face critical decisions due to the ESG (Environmental, Social, and Governance) wave. Additionally, as Taiwan grapples with the transition from decades of economic development, the critical handover of leadership from one generation to the next has become a matter of national security concern.
Taiwan’s export-oriented economic model has fostered several hidden champions, yet traditional SMEs are poised to encounter sustained challenges from global competitors who leverage low-cost advantages and trade barriers. As environmental regulations worldwide become increasingly stringent and large corporations prioritize sustainable procurement standards, Taiwanese SMEs cannot remain indifferent. Adaptation to new trends is essential. However, as SMEs mature, organizational expansion often leads to hierarchical management structures. Silos emerge between departments, hindering collaboration and stifling innovation. The resulting atmosphere makes talent development difficult, especially among the younger workforce lacking clear developmental frameworks. Many employees hesitate to assume additional responsibilities and enhance their capabilities, creating a talent gap that affects overall company growth.
In light of the uncertain challenges ahead, this study focuses on a case involving a traditional small and medium-sized plastic manufacturer. The writer involved is the second generation in the family business, where the father serves as the founder and general manager. Drawing from the Central University EMBA program and emphasizing the concepts of “hidden champions” and “hidden champions 2.0,” the research explores key factors for sustainable development in Taiwan’s SMEs within the context of the new economy. These factors include innovation, circular economy practices, and effective succession planning. The study aims to develop a strategic roadmap for the case company and serve as a blueprint for its sustainable future. |
