當企業面臨財務危機時經營者應該如何因應？申請重整？放棄事業？抑或是設法化危機為轉機，讓面臨倒閉的公司起死回生？ 本研究以研究者本身經營鞋類製造業公司的經驗作為個案，說明在企業面臨重大危機時經營者如何以中國古老的陰陽太極思想中「物極必反」、「趨近於零就不等於零」的概念試圖重新站起。 而在實務上則是使用了競合理論的方法與不同的策略，改變內部員工、供應商、下游廠商、銀行、債權人甚至政府單位等利害關係人的認知，從原來敵對的態度轉變為友善的合作。而在艱困的重建過程中也依然重視效率、品質以及技術，讓個案公司在歷經倒閉的數年後就成功重回市場，並成為領域中強大的競爭者。 ;How an entrepreneur dealing with critical financial crisis of his corporate? Restructuring? Withdraw? Or tries to turn the crisis into opportunity, and makes the corporate back to life? This research tries to realize how to use the ancient Chinese philosophy: Yin-Yang Tai-Chi to save a bankrupt corporate by using a case study of real experience of researcher. It includes the conceptions of “when things reach an extreme, they can only move in the opposite direction” and “things close to be destroyed is not destroyed yet”. In the practice, coopetition theory is used to be the analytical method of this research. During the crisis, researcher used strategies based on coopetition to change the cognitions of stakeholders, including employees, suppliers, customers, banks, creditors, and government. By successfully using these strategies, he turned the attitudes of stakeholders from hostile to friendly, and finally put the company back on its feet.
