臺灣博碩士論文加值系統

隨著科技的高度發展，全球化、速度化與知識化的時代趨勢之下，如何因應詭譎多變的市場需求與競爭環境，已成為組織發展的重要課題之一。在過去的實證研究中發現，市場導向是組織發展的策略之一，對於企業獲得競爭優勢與創造顧客價值有顯著的影響。而組織的發展，勢必伴隨著策略管理的活動，若一個公司的策略無法配合組織的任務與目標，則將損及企業的競爭優勢與經營發展(Gomez-Mejia,1998)。因此導入市場導向的概念與策略規劃的配合，為影響企業經營的重要因素。本研究以市場導向之觀點出發，以顧客導向、競爭者導向、跨功能部門配合，來端看組織在發展的過程當中，所進行的策略校準之活動。本個案研究以訪談方式與蒐集次級資料，來對個案進行分析，研究發現：個案公司在電信環境與技術考量下，其發展過程可分為三個階段，各階段的經營思維則反應到資源的配置活動，第一階段面臨市場環境的改變開始調整組織結構降低人事成本與相關設備，第二階段為網路技術的發展初期，為滿足不同客群以建立團隊來彌補能力的不足，第三階段組織營運進入成長後，開始擴充其業務團隊並設計訓練機制來領導員工的工作表現。而本研究結果顯示，組織發展過程會因不同的經營環境而調整其策略的制定方針，以市場導向之觀點可使企業在策略管理的運用上更為妥當，使組織發展的過程中，其策略管理的規劃，精準地與組織發展、及未來經營方向相依結合，並對提升服務的品質與經營的活動，均能反應到市場變化，以創造整體價值。

With the technology now highly developed, the world has become an era of globalization, high speed processing, and knowledge-intensive, how to meet the rapidly changing market needs and the competitive environment has become an important topic in organizational development. Previous studies have shown that a market-oriented development strategy of the organizations will play a vital role which has a significant impact on organizations to gain their competitive advantage and to create their customers’ value. That is, if a company's policy does not meet the organization's mission and goals, it will undermine the competitive advantage and business development. This study explores the issues of aligning strategy and organization development from a market-oriented perspective (i.e., customer orientation, competitor orientation, cross-functional coordination among the departments). By means of depth interviews to collect data and data analysis, this study shows: in the telecommunications environment and under technology considerations, the developing process of case corporation can be divided into three phases, each phase of the business thinking is reflected to the allocation of resources activities. The first phase: the changes in market conditions? case corporate adjusted its organizational structure to reduce personnel costs and related equipment. The second phase: the early development of network technology, the formation of teams helps case corporate to improve its service quality. The third phase: organization growth, case corporate expands its sales team and led the design of training mechanisms. The results of this study show that case corporate passed through three developing process under different business environment and adjusted its strategy to develop new policy. A market-oriented strategy allows case corporate to improve its service quality and enrich its business activities. Furthermore, case corporate developed its own aligning strategy which is able to react to market changes and create its customers’ overall value.

明志科技大學碩士學位論文指導教授推薦書 i
明志科技大學口試委員會審定書 ii
明志科技大學學位授權書 iii
誌謝 iv
摘要 v
目錄 vii
圖目錄 ix
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 2
1.3 研究流程 3
1.4 論文架構 4
第二章 文獻探討 5
2.1 策略管理 5
2.2.1 策略管理的涵義 6
2.2.2 策略管理之目的與特性 7
2.2.3 策略規劃的程序 12
2.2 市場導向 16
2.2.1 Kohli & Jaworski 的市場導向模式(行為面) 18
2.2.2 Narver & Slater 的市場導向模式(文化面) 19
第三章 研究設計 22
3.1 研究方法 22
3.1.1 質性研究 22
3.1.2 個案研究法 23
3.2 研究對象 24
3.3 研究工具 25
第四章 個案分析 27
4.1 個案背景簡介 27
4.2 資源整合階段（1997~2000） 27
4.2.1 提供全區整合服務 27
4.2.2 電信技術的演進 28
4.2.3 部門調整 30
4.2.4 經營活動 31
4.2.5 策略校準機制 33
4.3 提升服務品質階段（2001~2005）－過渡階段 34
4.3.1 傳輸服務品質 34
4.3.2 發展核心技術 36
4.3.3 團隊成立 37
4.3.4 利基策略 38
4.3.5 策略校準機制 40
4.4 策略夥伴合作階段（2006~2011） 41
4.4.1 加值服務 41
4.4.2 合作夥伴 43
4.4.3 外部整合 44
4.4.4 價值創造 45
4.4.5 策略校準機制 47
第五章 結論 49
5.1 研究發現 49
5.2 研究貢獻 55
5.3 管理意涵 55
5.4 研究限制 56
中文參考文獻 57
英文參考文獻 59

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