由於科技的進步、全球市場的興起、以及消費者需求多變等種種原因，使組織面臨的環境更加動盪，企業過去單純追求成本領導或差異化的策略進而造成的競爭優勢不一定能延續下去，而組織也無法單純的預測環境而面對未來的環境變遷、無法單純降低營運風險而達到營運效率，更無法單純地運用過去解決方式的問題因應未來的組織環境。在這樣的情況下面，過去單純過於集權或分權的組織設計方式，都無法因應未來的挑戰。許多知名的企業紛紛將這極為衝突的兩件事情試著並行在一個組織中，來因應環境帶來的挑戰。因此，在動盪的環境中，如何將這兩者並行，使企業能在迅速因應環境變化的同時，又能有成本上的優勢，是現今企業欲深入探討的問題。
本研究在文獻探討的部分，首先先闡述組織設計的原理，接著比較過往學者在集權與分權上面的討論以及其優缺點，接著歸納出許多以集分權並行概念為基礎的組織設計模式，包括多維組織、混合式組織、全球整合型組織、無疆界組織、雙面式組織以及電子化企業。在個案探討的部分，運用IBM以及日立集團來分析並且印證企業如何運用集權與分權並行的組織設計來因應動盪的環境。
最終歸納出在動盪環境下，企業並行集分權下組織設計的轉變：一、從地區導向到全球整合；二、從資源獨立分配到資源統籌；三、從風險最小到機會最大。透過上述思維的概念下，組織運用集權與分權並行的設計，得以更迅速且確實的回應顧客需求、針對各市場進行調整，又能得到成本領導上的優勢，使得企業能維持其競爭力，並為企業帶來價值。故企業可運用本研究之結論來檢視其設計的思維，並將本研究之結論作為組織設計之參考依據。

關鍵字：組織設計、集權、分權、全球整合、資源配置

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