臺灣博碩士論文加值系統

企業經營環境的動態變化對企業策略和組織營運的影響，是管理學理論關切的核心議題之一，也是企業實際運作的關鍵挑戰。在企業面對的諸如2008年的全球性經濟危機，以及過去數十年來多次發生的技術飛躍性變革，企業組織因應動態環境變化的組織能力研究，更具有研究價值和時代意義。

本論文的研究目標是釐清企業動態能力的實際運作機制，這是因為有鑒於企業經營環境的激烈變動，企業因應環境動態變化所需要的組織能力日益重要，而支持這種動態能力的運作機制則是更基礎且務實的管理問題。本研究採取的研究方法是質性的案例研究方法，案例的標的是A保險集團的精實服務（Lean Service）流程。本研究的結論則包括：第一、本文論證了兼顧與平衡利用與開發、現在與未來的重要性。第二、本文論析精實服務與外界環境和動態能力的關係，以及精實服務在組織運作體系的作用角色。第三、本文提出並論證一個考量精實服務的動態能力組織運作體系模型。

組織運作體系是動態環境中策略管理領域內的重要課題，又由於動態能力的策略觀仍屬新的策略理論，而且本論文由於研究時間與資料的限制，仍然有不足之處，包括：第一，對於動態能力與組織理論等相關理論的梳理和回顧，由於資料繁多可能缺乏全面的視角。所以對於建構的動態能力組織運作體系的考慮層面，難免有所疏漏。第二，由於研究資源與時間的限制，很難對於組織作用機理的內容作出詳細、完善的分析。因此，本研究的著重點只限於分析在一般架構和精實服務的重要管理層面上的作用機理。

最後，根據上述研究不足之處，本研究提出兩點建議和意見，為今後的進一步研究提供思考的方向。第一、進一步完善動態能力組織運作體系概念的操作化研究。第二、考量進行動態能力、組織運作體系與企業績效的實證研究。

Dynamic of business environment and the influence it has to enterprise strategy and organization is one of the core issues of strategic theory and organization theory, and also it is the key challenge in the real-world business operation.
This reasearch is based on the following facts happening in 21 century: rise -and-fall and replacement of industries and business due to huge change in business environment; discrepancy in the development of strategic theories, revealing the limitation of current stategy and organization theory; failure of the effect of strategic planning caused by lack of support from organization. The approaches employed in this research is case qualitative study approach of and insurance company’s lean service process. In the end, three conclusions are reached. 1. Varification of the importance of balancing exploitation and exploration as well as the current and the future. 2. Clarification of the relation among lean service, the environment and dynamic capability, and the role of lean service process in the organization system. 3. To propose and verify a proposition of dynamic capability supported by business operation system containing lean service process.
Deficiencies due to limitation of time and data are: 1. Lack of overall and systematic review of related theories of dynamic capacity and organization. Consequently, overlook of the theories of dynamic capabilities and organization support system may be inevitable. 2. Due to limitation of time and data, analysing the rationale of organization operation thoroughly is out of the question. As a result, this research focuses on analysing crucial rationales in management like lean service process.
Suggestions of future research are: 1. Further research of the detailed theory as to dynamic capability supported by business operation system. 2. Empirical study of dynamic capacity, organization support system and enterprise performance, including using computer simulation model.

目錄
摘要 II
Abstract III
目錄 IV
圖目錄 VI
表目錄 VII
第一章 緒論 1
第一節 研究背景與目的 1
1.1.1 研究背景 1
1.1.2 動機與目的 2
第二節 研究方法 3
第三節 研究架構與流程 4
第二章 文獻探討：動態能力與組織運作體系 7
第一節 動態能力的起源與各種觀點 7
2.1.1 策略觀點的動態能力理論 9
2.1.2 組織觀點的動態能力理論 12
2.1.3 演進觀點的動態能力理論 15
第二節 動態能力的定義與特徵 19
2.2.1 動態能力的操作型定義 19
2.2.2 動態能力的特徵 21
第三節 組織運作體系的ARC模型 22
2.3.1 組織營運的邏輯 22
2.3.2 組織營運的ARC模式 25



第三章 考量精實思想的動態能力組織營運模型 31
第一節 精實思想的起源與原則 31
3.1.1 精實思想的起源 31
3.1.2 精實思想的原則 32
第二節 精實思想在組織運作體系的角色 34
3.2.1 精實思想對動態能力運作機制的影響 34
3.2.2 精實服務在金融保險業的應用 35
第三節 動態能力組織運作體系模型 36
第四章 A保險集團的精實服務案例分析 40
第一節 保險產業的現況、展望與挑戰 40
4.1.1 全球保險產業的現況 40
4.1.2 保險產業的展望與挑戰 41
第二節 A保險集團的精實服務流程 44
4.2.1 實踐精實服務的歷史與成效 44
4.2.2 精實服務的運作邏輯和機制 46
第三節 精實角度的動態能力運作機制 51
4.3.1 保險市場的動態性與動態能力 52
4.3.2 動態能力的組織運作機制 53
第五章 結論與建議 59
第一節 研究結論 59
第二節 研究限制 62
第三節 研究建議 63
參考文獻 64

 
圖目錄

圖1.1 研究架構……………………………………………………………………...5
圖2.1 競爭優勢的來源…………………………………………………………… 25
圖2.2 內部環境和競爭優勢的聯結…………………………………………… …27
圖2.3 策略的ARC營運與連結……………………………………………… … 28
圖3.1 動態能力組織運作體系圖………………..…………….………………… 38
圖3.2 動態能力的組織運作模型………………..…………….………………… 39
圖4.1 動態能力的組織運作模型…………………………………………………51
圖4.2 A保險集團的精實服務執行藍圖………..…………….……………….… 56
圖5.1 動態能力的組織運作模型…………………………………………………62















表目錄

表2.1 Teece，Pisano和Shuen的動態能力構成要素……………………………...9

表2.2 動態能力觀念的比較……………………………………………………… 13

表2.3 動態能力與相關概念的定義與特徵…………………………………… …19

表3.1 大批量生產方式與精實生產方式的比較……………………………….…32

表3.2 精實理論在服務業中的運用..…………….………………………….…… 36

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