摘　要
　　本研究的主要目的在探究企業文化的內涵，並從組織變革的推動過程中了解組織變革與企業文化之間的關係，再由策略性人力資源管理切入以了解策略性人力資源管理在企業文化的變革過程中的角色，並統合三者的關係據以了解個案公司企業文化的形貌。
　　本研究採取質性研究，以立意抽樣選擇八位受訪者，以觀察、深度訪談及文件檔案為資料蒐集方法；此外，本研究以紮根理論的開放登錄為資料分析方法，反覆針對所蒐集到的質性資料，進行歸納的分析。
　　本研究結論有以下三項。
一、統一的企業文化內涵
本研究以Schein的三個企業文化層次為架構，分析統一的企業文化內涵，結果發現，就人為飾物的層次而言，可以從建築風格、辦公室的格局與氣氛、員工的形象與互動、企業的口號、英雄人物，以及員工口耳相傳的軼事等方面，去感受與瞭解統一的企業文化內涵。其次，就外顯價值的層次而言，統一企業具有誠實正派、公平、合作等三個價值觀，對變革抱持協商漸進的態度。統一能做到在商而不只言商，不同於商人重利輕別離的印象，以員工的權益為念，盡可能做到待員工如家人；除此之外，待人處事能得理饒人，法理之外兼顧人情，秉持中庸之道的精神，追求和諧。如此本於儒家思想，成人成己，共榮共存的精神，實將儒家傳統君子之德發揚於現代社會，堪為當代「儒商」之代表。再就基本假定的層次而言，統一的企業文化具有，人與環境和諧共存、提供社會支持可激勵員工向上，以及家和萬事興三個基本假定。
二、統一企業的文化變革歷程
企業文化並非靜態、永恆不變，它為一動態歷程，統一為了企業轉型所進行的變革，及其所造成的文化內涵的改變，本研究以文化變革的架構模式加以分析，將統一的文化變革歷程分為四階段。第一階段為對危機的知覺，內外環境的變動在加上WTO開放後所造成的衝擊，引發統一企業的危機意識。第二階段為舊典範的動搖，危機使得傳統的企業文化根基開始鬆動，從心理、經營方向，及企業願景可以觀察出來。第三階段為領導的新思維，高層透過一連串政策與方案的推動，試著傳遞授權、效益、創新與專業的新思維，以填補舊典範鬆動之後的空間。第四階段為新舊典範的折衝，新、舊文化持續對峙中，新文化還未取代舊文化，統一企業轉型尚未完成。
三、協助文化變革之策略性人力資源管理
本研究結果肯定策略性人力資源管理有助於統一企業文化變革推動。在文化變革歷程中，統一企業的人力資源工作者所扮演的角色有三，分別為策略性人力資源管理者、公司基礎建設管理者，與轉型與變革管理者三個角色。
本研究對學術界的貢獻有三。首先，補足了過去研究的不足，以單一企業的文化為研究主題，進行深度的、探索的質性研究。其次，將企業文化之研究延伸並結合了近來較受重視之文化變革模式，加入了動態的企業文化的觀點，使得企業文化的研究更全面性；最後，提供後續研究者進行量化實證研究的基礎。
本研究對實務界的貢獻有以下三項。首先，真實呈現個案公司統一企業之文化形貌。其次，透過本研究之三大研究概念之一組織變革，引起國內其他企業對組織變革的重視與推動。最後，指出人力資源管理與高層之策略相互結合的策略性人力資源管理的重要性，及其對於個案公司統一企業在文化變革上的直接效益。

Abstract
The aim of the study is to explore the contents of the corporate culture of UNI-President Enterprises, understand the relationship between the organizational change and the corporate culture through the process of the organizational change, and realize the role of strategic human resource management (SHRM) in the process of changing corporate culture.
The method of the study is qualitative research. To begin with, eight participants are chose by the purposive sampling. Then, the data is gathered by the depth interview, observation, and important documents. Finally, the data is inductively analyzed by open coding of the grounded theory.
The following are the three conclusions of the study:
1.The contents of the corporate culture of UNI-President Enterprises. According to Edger H. Schein’s three levels of culture, the contents of the corporate culture of UNI-President Enterprises are described as follows. First, at the artifacts-level, the typical corporate culture of UNI-President Enterprises consists of the simple architecture, warm office atmosphere, friendly interaction, common slogans, the admirable hero, the prevailing anecdotes, etc. Secondly, at the value-level, UNI-President holds the values of honesty, justice, cooperation, and tend to change gradually. Meanwhile, without the big enterprise’s snobbish attitude, it is concerned about employees’ rights and interests, and handle affairs both fairly and reasonably. Furthermore, based on the doctrine of the mean, it enhances the traditional ethics and represents the spirit of Confucianism. Thirdly, at the assumption-level, it believes that human shall live with our environment harmoniously, that social support can motivate employees to advance in their career, and that a harmonious family can accomplish everything.
2.The culture change process of UNI-President Enterprises. Being analyzed with the framework of culture change, the culture change process of UNI-President Enterprises is presented as a serious of sequentially four stages as follows. In the first stage of the process, the perception of a crisis, resulting from internal and external environmental shocks especially the policies about WTO, arouses the crisis consciousness of UNI-President Enterprises. The second stage is the wavering of old paradigm. The crisis starts to relax the traditional corporate culture from the aspects of mentality, managerial directions and corporate visions. The third stage is the leadership’s new thoughts. With a serious of policies and programs, the top-level conveys new thoughts－authorization, effectiveness and benefit, innovation, and professional－to replace the old paradigm. In the fourth stage, with the transmission of new thoughts comes a period of confrontation between the new and the old cultures. Therefore, the new culture does not supplant the old one, and UNI-President Enterprises does not succeed in its transformation yet.
3.The role of the SHRM in UNI-President Enterprises. The results lead to that the SHRM does good to the culture change of UNI-President Enterprises. In the culture change process, the human resource workers in UNI-President Enterprises play three roles: the strategic human resource manager, the corporate infrastructure manager, and the transformation and change manager.
The contribution of the study to academia are described as follows. First, it supplements the deficiency in early research with a deep and exploratory qualitative case study on the corporate culture. Secondly, it expands the research of the corporate culture more completely while combining recent models of culture change and adding the view on the dynamic nature of the corporate culture change and adding the view on the dynamic nature of the corporate culture. Finally, it provides the following researchers with the basis on the quantitative empirical research.
The contribution of the study to enterprises are depicted as follows. To begin with, it represents truly the picture of the corporate culture of UNI-President Enterprises. Next, it motivates domestic enterprises to respect and improve the culture change. Finally, it indicates the importance of SHRM－the combination of human resource management and top-level strategies－and SHRM’s direct help to the culture change process of UNI-President Enterprises.

目　　次

第一章　緒論……………………………………………………………1
　第一節　研究動機……………………………………………………2
　第二節　研究目的……………………………………………………4
　第三節　研究重要性…………………………………………………5
　第四節　研究名詞定義………………………………………………7
　第五節　研究流程……………………………………………………9
　第六節　研究架構……………………………………………………10

第二章　文獻探討………………………………………………………11
　第一節　企業文化的形貌……………………………………………11
　第二節　組織變革的理論……………………………………………19
　第三節　策略性人力資源管理………………………………………29
　第四節　概念相關性…………………………………………………36

第三章　研究方法………………………………………………………43
　第一節　質性研究方法………………………………………………43
　第二節　研究個案的選擇……………………………………………47
　第三節　研究者的角色………………………………………………54
　第四節　資料蒐集與分析……………………………………………55
　第五節　研究信效度…………………………………………………59

第四章　研究結果與詮釋………………………………………………61
　第一節　統一企業文化之內涵………………………………………61
　第二節　統一企業之文化變革歷程…………………………………78
　第三節　協助文化變革之策略性人力資源管理…………………103

第五章　結論與建議…………………………………………………113
　第一節　結論………………………………………………………113
　第二節　建議………………………………………………………122

參考文獻………………………………………………………………126

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