第五章 結論與建議
第三節 後續研究建議
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立 政 治 大 學
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l Ch engchi University
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宗旨，組織成員缺乏為顧客設身處地思考的能力，且無力設計相應的管理流 程機制，則不宜一味模仿成功案例的組織結構設計，以免淪為鬥爭內耗的局 面，使成員無所適從、決策窒礙難行，反倒讓組織面臨進退維谷的窘境。
整合以上本研究所提出的管理意涵：方案企業首先應界定合適的方案提供、
定義相應的生命週期及能耐具備；接著，可參考前後端型組織結構模型，於考量 自身企業的經營特性及相關優勢之後，為組織塑造合適的前端與後端互動關係，
同時賦予管理中心職權加以統籌規劃；其次，建立特定構面優先的指導原則、促 進各構面溝通協調的運作機制；如此一來，一方面可受益於多維組織的運作彈性，
有效因應瞬息萬變的環境與顧客需求，另一方面亦可減少矩陣式組織多頭馬車的 弊病，有效降低管理複雜度至企業可接受之水準。
第三節 後續研究建議
本論文的研究旨在替台灣企業轉型提供方案時，提供組織轉向高顧客中心的 結構設計與運作參考依據。藉由參考先驅企業的成功經驗，可檢視自身企業目前 之方案提供、合適的相應組織結構與運作流程設計。以下三點列述在此論文概念 下，對於此議題有興趣之研究者後續研究之參考方向：
一、本研究認為方案企業所處的產業特性，與其提供方案類型、生命週期、
應具備能耐息息相關，然而囿於研究的限制，選定個案為兩家處於不同 產業的成功方案企業，故後續可加以探討：相同產業的方案企業提供方 案類型、經歷的生命週期、能耐是否存在差異，及差異的可能原因為何，
以更進一步釐清方案企業的建構原則
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立 政 治 大 學
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Na tiona
l Ch engchi University
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二、本研究採用前後端型組織的個案企業，不約而同地採用四維矩陣式組織 結構，然其伴隨的高管理複雜度，恐非一般企業所能輕易駕馭，因此亦 可探討是否有其他同樣應用前後端組織模型概念的結構，及企業採用該 種結構的原因及配適度為何，又有何搭配的組織運作流程，以供不同型 態的方案企業參考。
三、本研究歸納出不同時代的管理思維，與解決方案本質的演進關係，可以 預見的是，解決方案定義勢必隨著新進的思想潮流持續演化，至今的觀 察重點或未有定論，可觀察後續學者所提出的理論，佐以企業實務的映 證，以深入探討解決方案於時代進展下的內涵。
四、本研究所挑選的個案公司，為某些特定產業的大型企業，其目的為探索 具指標性的成功個案。後續研究者可針對不同規模、產業類型進行方案 企業建構原理的探討，分別比較運用不同方案組織結構、打造原則的績 效差異，歸納出更豐富的方案組織建構理論框架。
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l Ch engchi University
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