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研究生:劉彥良
研究生(外文):Liu Yen-Liang
論文名稱:回鍋執行長擔任變革領導人之適配性
論文名稱(外文):The Fit on Comeback CEO As Change Leader
指導教授:翁望回翁望回引用關係
學位類別:碩士
校院名稱:東吳大學
系所名稱:企業管理學系
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2009
畢業學年度:97
語文別:中文
論文頁數:80
中文關鍵詞:回鍋執行長變革領導人接班管理轉型承諾
外文關鍵詞:comeback CEOchange leadersuccession managementtransforming commitments
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近年來有許多的前執行長紛紛回鍋擔任變革領導人,像是戴爾、蕭茲和楊致遠等。過去由回鍋執行長領導變革最成功的案例乃蘋果公司的賈伯斯,他成功地將蘋果從品牌電腦商轉型為消費性娛樂產業。然後,有些公司在前執行長回鍋領導變革下,如捷威和雅虎,仍無法改變持續衰退的情況。
所以本研究採取個案研究法來對回鍋執行長擔任變革領導人之適配性加以探討。我們採用美國8家上市公司的回鍋執行長作為研究對象,並利用次級資料進行分析,試圖探討釐清以下研究問題:
1. 接班過程中,董事會為何會挑選前執行長為變革領導人?
2. 變革領導人需具備什麼樣的特質? 回鍋執行長是否具有變革領導人的特質?
3. 不同來源的回鍋執行長擔任變革領導人有何優、缺點?若回鍋執行長兼具創辦人身份,又有何優點?
4. 回鍋執行長如何扮演變革領導人的角色?
5. 回鍋執行長進行變革時,採取什麼樣的變革步驟和作為?

本研究從個案分析中發現以下四點結論:第一,董事會挑選前執行長為變革領導人的原因可能是因為接班管理制度的不彰。第二,回鍋執行長的特質和變革領導人的特質大多相符。而當回鍋執行長亦是創辦人時,將會對領導變革帶來正向的影響。第三,回鍋執行長會扮演好變革領導人的角色。最後,回鍋執行長以三階段的轉型承諾來作出變革行動。
由於回鍋執行長擔任變革領導人的適配性相當高,所以本研究建議一家公司在挑選變革領導人時,應將前執行長納入候選人的考量之中。
A successful company can’t assure to be continually successful in the future. When「Active Inertia」appears in the company, it needs to change to survive. Recently, there are many ex-CEOs back as change leaders (i.e., Michael Dell, Howard Schultz, and Jerry Yang), the most successful case of comeback CEO is the founder of APPLE-Steve Jobs. He successfully transforms APPLE from personal computer name brand vendor into computer and consumer electronics manufacturing industry. However, not all the comeback CEOs changed their company successfully, some comeback CEOs, like Gateway and YAHOO, are failed to improve their companies’ predicaments.
This study uses case study to investigate the fit on comeback CEO as change leader. We select eight U.S. listed companies as the research cases. Using secondary data to analyze and examine the following issues:1. Why the board selects comeback CEO as change leader in the process of succession? 2. What characteristics of change leaders must have, and comeback CEOs have those characteristics? 3. What advantages would generate if the comeback CEO has the status of company founder? 4. How the comeback CEOs play the roles of change leader? 5. What steps and actions of change would be adopted when comeback CEOs lead change?
Our study found four results worth to be noticed. First, the failure of succession management might be the reason that the board selected ex-CEO back as change leader. Second, the characteristics of some comeback CEOs are mostly similar to the change leaders have. If the comeback CEOs are founders in the same time, and then it will bring positive effects to the lead change. And the characteristics of founders are more similar to the change leaders have, so a founder back as change leader brings positive effects to lead change. The next result is that the comeback CEOs will play the roles of change leader. Finally, most of the comeback CEOs adopted the three steps of transforming commitments to lead change. Because there are high fit on comeback CEO as change leader. We also suggest that a company should consider ex-CEO as the list of candidates when selects a change leader.
目錄 I
表目錄 III
圖目錄 IV
第壹章 �頧� 1
第一節 研究動機 1
第二節 研究目的 3
第三節 研究流程 4
第貳章 文獻探討 5
第一節 變革領導人的挑選 5
一、接班管理 5
二、變革領導人的來源與優、缺點 11
三、變革領導人的特質 18
第二節 變革領導人的角色 21
一、塑造變革願景 21
二、擔任員工的心象製圖師 22
三、修訂員工的個人盟約 22
四、處理員工的抗拒行為 23
第三節 變革領導人的變革作為-轉型承諾三階段 25
一、第一階段:選擇著力點 26
二、第二階段:釘牢著力點 27
三、第三階段:重整組織其餘部分 28
第參章 研究方法 29
第一節 研究架構 29
第二節 研究方法 30
一、研究設計 30
二、質化研究 30
三、質化研究的信、效度 31
第三節 研究對象與資料搜集來源 33
一、研究對象 33
二、資料搜集方法 34
第肆章 個案分析與討論 39
第一節 變革領導人的挑選 39
一、為何董事會要挑選前執行長回鍋擔任變革領導人 39
二、回鍋執行長的特質與變革領導人的特質之適配性 41
三、變革領導人的來源對領導變革之影響 47
四、創辦人特質對領導變革之影響 51
第二節 回鍋執行長擔任變革領導人時所扮演的角色 57
一、回鍋執行長如何塑造變革願景 57
二、回鍋執行長如何擔任員工的心象製圖師 58
三、回鍋執行長如何修訂員工的個人盟約 59
四、回鍋執行長如何處理員工的抗拒行為 60
第三節 回鍋執行長擔任變革領導人所執行的變革作為 61
一、回鍋執行長選擇什麼著力點 61
二、回鍋執行長如何釘牢著力點 62
三、回鍋執行長如何重整組織其餘部分 65
第四節 總結 69
第伍章 結論與建議 70
第一節 結論 70
第二節 研究貢獻、研究限制與對後續研究之建議 72
一、研究貢獻 72
二、研究限制 72
三、對後續研究之建議 72
參考文獻 74
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