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研究生:吳啟男
研究生(外文):Chi-nan Wu
論文名稱:組織認定與組織變革深層驅力之探討
論文名稱(外文):The Study on Organizational Identity and the Deep Driver of Organizational Change
指導教授:賴志超賴志超引用關係
指導教授(外文):Chih-chao Lai
學位類別:碩士
校院名稱:國立雲林科技大學
系所名稱:應用外語系碩士班
學門:人文學門
學類:外國語文學類
論文種類:學術論文
論文出版年:2005
畢業學年度:93
語文別:英文
論文頁數:179
中文關鍵詞:組織認定
外文關鍵詞:organizational identity
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本研究試圖對組織在組織變革或轉型過程中,組織認定所扮演之角色作探討。選定二台灣企業進行個案分析,並從認定(identity)、策略(strategy)與營運(operation)三個層次深入探究。研究結果發現轉型或變革之組織,其組織策略與營運均反映出組織認定的內涵而相互作用(reciprocity),組織導領透過環境與認定稽核(audit),調整認定策略與企業策略之配合度(convergence),較能減少組織變革過程之內部阻力,使組織得以順利轉型。因此,組織認定除了可作為組織發展其競爭優勢來源之外(Lin,2004),亦可作為組織變革深層驅力(deep driver)之來源。
This study attempted to explore the role of organizational identity in the context of organizational change by analyzing two Taiwan’s businesses in the perspective of organizational identity, strategy and operation. The research result revealed that organization’s strategy, and operation reflects reciprocity with organizational identity. After reassessing the fit of organizational identity and the external environment, top managers adopted appropriate identity strategy and business strategy to strengthen organization’s competitiveness and reduce the inner resistances in the context of transformation or change. Thus, organizational identity not only can be regarded as one of the source of competitiveness (Lin, 2004), but it also can act as the deep driver of organizational change.
TABLE OF CONTENTS

Chapter One Introduction..................................................1

1.1 Background of the Study..............................................1
1.2 Purpose of the Study.................................................13
1.3 Significance of the Study ...........................................17

Chapter Two Literature Review ............................................18

2.1 Organizational Identity .............................................18
2.2 Individual Identity and Organizational Identity......................18
2.3 Organizational Identity and Identification ........................23
2.4 Organizational Identity and Strategy ..............................24
2.5 A Layered Model of Organizations ...................................26
2.6 Organizational Identity and Competitive Advantages...................28
2.7 Organizational Identity and Image...................................30
2.8 Organizational Identity and Culture..................................32
2.9 The Environmental Audit..............................................35
2.9.1 PEST Analysis......................................................36
2.9.2 SWOT Analysis..................................................... 37
2.10 The Identity Audit..................................................40
2.11 The Role of Top Managers in the Reinterpretation of Identity........41
2.12 Organizational Change...............................................42

Chapter Three Methodology ................................................50

3.1 Qualitative Methodology .............................................50
3.2 Case Study Approach..................................................52
3.3 Selection Process of the Targeted Cases..............................53
3.4 Research Procedure and Data Collection...............................62

Chapter Four Case Study ..................................................66

4.1 The Description of Case A............................................66
4.1.1 Bicycle Industry Overview in Taiwan ...............................67
4.1.2 Company Overview...................................................69
4.1.2.1 Profile .........................................................72
4.1.2.2 Business Philosophy..............................................72
4.1.2.3 Mission Statement................................................73
4.1.2.4 Vision...........................................................73
4.1.2.5 Milestone........................................................73
4.1.3 Case Analysis .....................................................75
4.1.3.1 Organizational Identity..........................................75
4.1.3.2. Strategy........................................................80
4.1.3.3 Operation........................................................87
4.1.3.4 Competitiveness Analysis.........................................93
4.1.3.4.1 Competitive Niche.............................................93
4.1.3.4.2 Long Term Advantage, Disadvantage.............................95
4.1.4 Results............................................................96
4.2 The Description of Case B............................................101
4.2.1 PC Industry Overview in Taiwan.....................................101
4.2.2 Company Overview ..................................................102
4.2.2.1 Profile..........................................................103
4.2.2.2 Business Philosophy..............................................104
4.2.2.3 Mission Statement................................................104
4.2.2.4 Company Vision...................................................104
4.2.2.5 Milestone........................................................105
4.2.3 Case Analysis......................................................107
4.2.3.1 Organizational Identity..........................................107
4.2.3.2 Strategy.........................................................113
4.2.3.3 Operation........................................................116
4.2.3.4 Competitiveness Analysis.........................................123
4.2.3.4.1 Competitive Niche.............................................124
4.2.3.4.2 Long Term Advantage, Disadvantage.............................125
4.2.4 Results............................................................127

Chapter Five Discussion and Conclusion....................................131

5.1 Discussion...........................................................131
5.2 Conclusion...........................................................143
5.3 Limitations and Future Research Suggestion...........................150

References................................................................151
AppendixⅠ................................................................163
AppendixⅡ................................................................172

LIST OF FIGURES
Figure 1.1: Org Identity vs. Org Change...................................4
Figure 1.2: Non-OI-based Organizational Change............................14
Figure 1.3: OI-based Organizational Change................................15
Figure 2.1: A Layered Model of Organizations..............................28
Figure 2.2: Capabilities and Competitive Advantage........................29
Figure 2.3: PEST Analysis.................................................36
Figure 2.4: SWOT&PEST Analysis............................................38
Figure 3.1: Screening Process for Targeted Cases..........................60
Figure 3.2: Research Procedure............................................62
Figure 4.1: Giant’s Slime Cure...........................................79
Figure 4.2: OEM &OBM Sales................................................85
Figure 4.3: Giant Equity Chart............................................92
Figure 4.4: Giant(9921) vs. Merida(9914)..................................93
Figure 4.5: Acer’s Equity Chart.........................................122
Figure 4.6: Acer Equity Chart vs. Taiwan Index............................123
Firgure5.1: Identity Strategy & Business Strategy.........................132
Figure 5.2: Push vs. Pull Identity Change Approach........................133
Figure 5.3: Giant’s Identity Strategy, Change and Performance............137
Figure 5.4: Acer’s Identity Strategy, Change and Performance.............137
Figure 5.5: The Good-to-Great Matrix of Creative Discipline...............141

LIST OF TABLES
Table 2.1: SWOT Matrix.....................................................38
Table 2.2: Short-Long Term Threats and Opportunities.......................39
Table 3.1: 2004 Taiwan Top-10 Global Brands................................57
Table 4.1: Giant’s Annual Sales..........................................76
Table 4.2: OEM &OBM Sales..................................................85
Table 4.3: Manpower Statistics.............................................89
Table 4.4 Giant’s Three Phase of Identity Transformation..................99
Table 4.5: Acer’s First Reengineering.....................................108
Table 4.6: Acer’s Second Reengineering....................................110
Table 4.7: Acer’s Old Identity vs. New Identity...........................112
Table 4.8: Acer Inc. 2004 Financial Figures................................117
Table 4.9: Acer''s 2005 Financial Forecast.................................118
Table 4.10: Top 5 Q4-2004 Worldwide Desktop LCD Monitor Market Share.......120
Table 4.11 Acer’s Four Phases of Identity Transformation................. 128
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