臺灣博碩士論文加值系統

傳統製造業若不跳脫單純的生產模式，經營較積極的主動戰略，在今日的同業間的競爭之激烈，國際人才、原物料和成本環境的快速變遷下，將會被市場侵蝕甚至面對淘汰的窘局。把傳統產業當高科技產業來經營，甚至超越高科技產業的速度和力度，當成朝陽工業來經營和開發，更是傳統產業有志永續經營者當前最急迫的應有態度。企業的體質及組織規劃如何隨時適應內外環境的壓力而作出調整，掌握並運用企業的核心資源，持續競爭優勢，是本研究的思考中心。

本研究是以個案分析法，針對近10年不斷在自己的核心進行擴張動作，並為適應內外在環境的挑戰而努力組織改革的S集團為研究對象。本研究經由深入訪談、廣泛蒐集相關資料，驗證與分析實務現象，旨在探索研究S集團是以甚麼樣的擴張模式與組織改革，持續卓越經營企業的成長，並得到以下的重要結論︰
1. 適當的核心競爭力擴張模式與企業的核心資源有著密切的關係，企業的核心資源越是全面，能被執行的核心競爭力的擴張將呈現全方位的模式。
2. 核心競爭力的擴張與組織變革有著密切關係，同時核心競爭力的擴張越是全方位，所需的相對應組織變革則要更激烈和大膽。
3. 適當的核心競爭力擴張模式和組織變革與企業營收成長有重大的影響，而核心力的全方位擴張和完整的組織變革, 將更有助企業營收成長的持續性和穩定性。

The competition among International Talents and the Rapidly changes of raw materials and environmental costs within the manufacturing industries has been proven intense, in which, traditional manufacturer should engage proactively with the improvisation of corporate strategies than upholding simple production modules to avoid market invasions which can be further worsened to extent of facing eliminations. Taking considerations onto operating traditional manufactures as advanced manufactures, while exceeding the efficiency and dynamic of the current manufacturers would be necessary, such attitude should be taken up by the existing operators in order to maintain corporate sustainability, especially during the imminent time. This research would mainly focus on the accountability of the corporate constitutions and organizational planning towards both internal and external pressures, while making necessary alterations, grasping and fully utilizing the resources, and sustaining competitive advantages.
Research has been carried out based on the analysis of real-life cases. Corporate has been taken as the research subject in which, has made alterations based on the adversities faced, while making the expansion of its primary operations for the past 10 years. The research would engage with in-depth interviews, extensive collection of relevant information, verifying and analyzing concurrent situation, while probing into decisions made by the organization, such as the expansion module and the organizational reformation, in order to sustain the growth of the corporate operations. The research was concluded as below,
1. The appropriate expansion of its primary competition would closely relates with the corporate primary resources. As the resource covers more thoroughly, the primary competition shall be operated onto a more comprehensive module.
2. The expansion of its primary competition should be closely related with the organizational reformation. As the expansion of its primary competition being more comprehensive, concurrently, the organizational transformation should be intense and audacious.
3. Appropriate expansion module of the primary competition and organizational transformation would have a large impact with the growth of the corporate’s revenue concurrently; while on the other hand, the expansion of the primary force and the complete organizational transformation, would made a large impact onto the continuance and sustainability of the growth in corporate’s revenue.

摘 要 I
ABSTRACT II
誌　謝 IV
目錄 V
圖目錄 VII
表目錄 VIII
第一章 緒論 1
1.1研究背景與動機 1
1.2研究目的 3
1.3研究流程 3
1.4研究範圍與限制 5
第二章 文獻探討 6
2.1核心競爭力 (CORE COMPETENCY) 6
2.2組織變革 (ORGANIZATION CHANGE) 20
2.3馬來西亞裝飾建材產業(塗料與人造水泥石)和展望 40
第三章 研究架構和方法 44
3.1研究架構 44
3.2研究方法 45
3.3研究對象 45
3.4訪談的內容與架構設計 46
第四章 個案研究分析 48
4.1 S集團簡介 48
4.2 S集團的沿革和發展 49
4.3 S集團核心擴張模式 51
4.4 S集團組織變革 54
4.4.1結構的變革途徑(Structural Approach) 54
4.4.2 行為的變革途徑 (Behavior Approach) 56
4.4.3 科技的變革途徑(Technological Approach) 58
第五章 結論與建議 61
5.1研究結論 61
5.2後續研究建議 64
第六章 參考文獻 65
6.1中文文獻 65
6.2英文文獻 66
附錄一 訪談大綱 68
附錄二 訪談內容 69

6.1中文文獻
石滋宜（1995），爆炸性的變動，中國生產力中心。
石滋宜（1996），世紀變革，中國生產力中心出版。
石滋宜（1998），學習革命—石滋宜觀點，天下文化。
吳思華(2000) ，策略九說，臉譜出版社。
林銘郎（2003），產品策略與通路策略配合對經營績效關係之研究—以兩岸軟體產業為例，中原大學企業管理學系碩士學位論文。
直銷世紀（2003），專題報導: 從核心擴張，創造企業永續競爭力，10月號，頁22~26。
柯立思．如克&占士．亞倫 (2002) ，從核心擴張，楊幼蘭譯，商智文化事業股份有限公司。
陳振澤（2005），核心擴張策略與競爭策略配合對經營績效影響之研究—以兩岸汽車業為對象，中原大學企業管理學系碩士學位論文。
能力雜誌（2011），百年特別企劃專書: 100年老企業飛進新未來點將錄，1月號，659期，頁126。
時秀梅（2013），跨國公司跨文化管理研究，經濟管理出版社。
許士軍（2003），管理學，第十八版，台北市東華書局。
許熒玉（2005），核心擴張模式、供應鏈策略與集團經營績效關係之研究—以台灣特力集團與香港利豐集團為探討對策，中原大學企業管理學系碩士學位論文。
薛恩著 (1987) ，組織心理學，餘凱成譯，北京經濟管理出版社。
謝安田（1992），企業管理，五南圖書出版公司。
Berry.C(1994) ，奢侈品的概念-概念及歷史探索，江紅(譯) ，上海人民出版社。
EMBA（2003），焦點企劃: 複製成功—建立可複製的經營方程式，308期，頁50~68。
Michel Chevalier & Gerald Mazzalovo (2008) ，奢侈品品牌管理，卢曉(譯) ，格致出版社。
Yukl, G (2006) ，組織領導學，宋秋儀(譯) ，臺北華泰文化出版社。

6.2英文文獻
Adapted from Thomas G. Cummings & Edgar F. Huse, Organization Development and Change. St. Paul, Minn.: West, 1989
Berry, C.(1994) The Idea of Luxury: A Conceptual and Hostorical Investigation. Cambridge University Press.
Don Hellriegel and John W.Slocum, Jr & Richard W.Woodman (1992), “Organization Behavior” 6th,St.Paul: West,
Friedlander, F. & L. D. Brown,（1974）, "Organization Development," Review of Psychology.
Hammer, M. and Champy, J., (1993),“Reengineering the Corporation: A Manifesto for Business Revolution”, New York, NY: Harper Business
K Lewin - The 1973 Annual Handbook for Group Facilitators, 1946 - lms.aspira.org
Kotter, J. P., (1995), “Leading Change：Why transformation efforts fail”, Harvard Business Review, Boston, MA., Vol.73 Iss.2, Mar, Kanter, R. M., Stein, B. A. & Todd, D. J. (1992),“The challenge of organizational Change.”, New York, NY: Free Press.
Kurt Lewin (1947), “Frontier in Group Dynamics: Concept, Method, and Reality in Social Science” Human Relations
Leavitt H.J,(1976), “Applied Organization Change in Industry: Structural, Technological and Humanistic Approaches “, in J.Gmarch (eds) Handbook of Organization, Chicago: Rand McNally,
Mosher, Frederick C.,（1967）,Governmental Reorganization: Case and Commentary, New York: The Bobbs-Merrill Company, Inc. (ed.)..
Salamon, Lester M.,（1981）,"Question of Goals," In Peter Szanton(eds.), Federal Re-organization:
Werner Sombart (1913), English Translation 1922, Luxury and Capitallism, University of Michigan Press.
Zook,C.&;Allen,J.(2001), Profit From The Core: Growth Strategy In an Era of Turbulence, Boston: Bain &; Company.
Zook,C (2004), Beyond the Core – Expand Your Market Without Abandoning Your Roots, Boston: Bain &; Company.