在人口逐漸老化及新生人口不斷下降之情形下，建築業面臨著被喻為夕陽工業的困窘，台灣建築業之地位亦逐漸被高科技產業取代，建築業從個案的開發、硬體的營造及到個案的完成，動輒便是耗時二、三年，除此之外龐大的資金及利息負擔；亦是其他行業所不及，在生存條件愈趨嚴苛的條件下，建築業本身在變動的環境中，各企業集團為提高收益、分散營運風險，通常在成長到某一階段後或面臨經營困境時，會紛紛採取轉型或多角化經營之方式，邁入新的事業領域。 近年來，已有不少集團陸續投資新飯店，顯示旅館服務業是目前最具投資潛力之不動產，國內觀光旅館的住宿率也普遍提昇，也帶動了國人休閒旅遊的風氣目前包括遠雄、鄉林、國揚、康固力等建設公司或集團都已積極跨入旅館服務休閒產業的經營。 本研究採個案研究法，探討當建築業轉投資至飯店服務業時，轉型主動性、組織文化相似度、資源共享程度、以及事業經營型態相似度這四者與飯店之經營績效之間是否會存在著強烈的相關性，經由個案訪談資料及次級資料蒐集整理分析，得到主要結論如下： 一、當轉型主動性越高時，對於轉型經營績效就會有越好的幫助，而轉型事業的主要客群越相似，對於建築業來說，轉型經營績效也會越好。 二、當轉型障礙程度高時，母公司涉入程度越高對於經營績效越不利，而轉型障礙程度低時，母公司涉入程度越高對於經營績效越有利。 三、當個案的轉型動因越被動，且主要客群的差異性越大時，母公司在領導管理、人資、資源分配以及經營策略的運用上的相似性和共享性越高，對於轉投資子公司的經營績效越不利。 四、當個案的轉型動因越主動，且主要客群的差異性越小時，母公司在領導管理、人資、資源分配以及經營策略的運用上的相似性和共享性越高，對於轉投資子公司的經營績效越有利。 ;With aging population and dropping birth rate，Taiwan’s construction industry is called sunset industry，and is being replaced by high-tech industry。From project developing、physically constructing to project completing，it normally takes two to there years。In addition，Taiwan’s construction industry bears considerable capital and heavily interest， which is uncommon among other industries。 To increase the profits and lower the risks under these tough environments，Taiwan’s construction industry chooses “conversion” or “diversification” as a survival strategy。 In last few years，construction industry invests in new hotels, and resort hotels are most potentially profitable investment targets。Pursuit of restful lifestyle brings higher hotel occupancy rate to the resort hotels。Farglory、Shininggroup、Kuo Yang and Concrete are groups which aggressively extend to the field of leisure industry，the field of resort hotels。 This thesis is based on case-study methodology，discussing if the following four factors evidently impact the operation performance when Taiwan’s construction industry extends to hotel business：conversion element aggressiveness，culture alliance，resource participation and business model similarity。Conclusions are： 1.More intent the conversion elements，better the operation performance；more similar the main customer levels，better the operation performance。 2.More parent-company’s interference causes worse operation performance when there are more conversion barriers。Parent-company’s interference has positive impact on operation performance when there are fewer conversion barriers。 3.When the conversion elements are less intent and the main customers are highly diversified，operation performance will be worse if there are higher degree of resource participation and business model/ strategy similarity with the parent-company。 4.When the conversion elements are more intent and the main customers are less diversified，operation performance will be better if there are higher degree of resource participation and business model/ strategy similarity with the parent-company。
