- 研究生: 曾瑋琳
- 論文名稱: 治理世界工廠－以富士康為例
- 指導教授: 沈幼蓀、林宗弘
- 關鍵字: 勞動體制、全球商品鏈、中國工人、台商、富士康、公司治理
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[摘要]
本文以台商鴻海富士康集團位在深圳的工廠為例，說明近年來中國世界工廠的生產體制特徵。我們
認為富士康深圳的工廠具有下列三種組織特徵：(1) 內部全球化：以富士康和電子業龍頭蘋果的合
作為例，試著說明上游品牌商如何干預企業的生產過程(2) 組織碎裂化：其公司治理採取事業群高
度自治，導致企業組織內部嚴重縱向分裂，以及台灣與中國大陸、甚至其他不同國籍員工之間，出
現族群隔離所造成的橫向分裂； (3) 專制化：中國籍員工，車間作業員權威式的管理；為了滿足客
戶，過於細緻的製程，逼使員工更加原子化，再加上國族隔離，員工不易對企業產生志願性服從。
台灣籍員工大多數是在物質的誘因下派駐中國，而非甘願於企業。綜上所述，我們將富士康集團所
建立的世界工廠體制，稱為全球碎裂化的專制主義。這個生產體制的概念，有助於我們解釋鴻海集
團所面對的企業困境，與富士康員工自殺事件的發生經過。
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[ 英文摘要 ]
In this article I describe some special characteristics of the world’s greatest factory (in terms of the
number of employees) belonging to the Taiwanese enterprise, Foxccon group in Shenzhen, China. I argue
that the factory regime was shaped by three key elements: (1) internal globalization: take the cooperative
partnership between Foxconn and Apple for example, trying to illustrate the global brand-name’s
authority and interventions of production process inside the factory; (2) organizational fragmentation: the
fragmented structure of corporate governance, that is, the vertical fraction of business groups (BGs) and
the horizontal segmentation of employees belonging to different nationalities. The fragmentation led to
the strong autonomy of BGs and incomplete information between BGs; and, (3) the despotic regime: for
Chinese workers,the authoritized managerial power on the shop-floor. Refining the production process to
meet demand of the customers make workers more atomization. Also the national segregation. It’s hard to
manufacter consent for workers to the enterprise. For Taiwan workers, they do work in China because
much pay rather than be loyalty to the enterprise. According to the three elements, we name the factory
regime as a “global fragmented despotism.” The organizational structure of world factory may be helpful
for explaining Foxccon’s poor labor conditions and workers’ suicides happened in 2010.
