臺灣博碩士論文加值系統

近年來，由於科技快速提升及產品生命週期急速縮短，造成環境品質負面衝擊；相對的，環境保護意識抬頭及對綠色產品需求與日俱增之情形下，已促使許多組織重新思考他們的企業策略。為確保企業永續經營及維持競爭力，組織必須強化綠色創新和著重環境管理為重要策略規劃。由於臺灣經濟發展主要靠高科技產業OEM及ODM，廠商面臨產品出口至具高度競爭力之國家(如歐洲、美國、日本等國)，這些國家對環保規範要求非常嚴謹 (如歐盟WEEE電子電機廢棄物管制指令、RoHS危害物質禁用指令、日本京都議定書等)，因此，綠色創新被認為是組織不可或缺的策略管理重要因素之一。然而，組織文化對其推動綠色創新扮演重要角色，組織必須確認綠色創新策略之選擇及對環境價值與規範之訂定。故本研究旨在探討綠色創新對環境績效的影響，並以組織文化為干擾變項，以個案研究方法深入探討臺灣高科技產業執行綠色創新對環境績效之影響。本研究採用半結構式的訪談方式，訪問台灣四間大型電子電機公司之高階主管，並蒐集及分析資料。研究結果顯示綠色創新對環境績效具有正向影響，彈性型之組織文化意旨企業能承擔風險鼓勵員工勇於創新及實驗，生產創新產品，結果顯示彈性型組織文化正向影響綠色創新對環境績效的推動；相對的，控制型組織文化強調員工的生產力，以成果及目標導向為中心，鼓勵員工遵循公司規範，研究發現控制型組織文化負向影響綠色創新對環境績效之關係。本研究以個案研究方式深入訪談企業組織文化對綠色創新及環境績效之潛在影響，可補充現有文獻不足之處，藉此廠商能更了解推動綠色創新及節能減碳以達到友善環境之目標，組織文化扮演舉足輕重之角色，本研究將其研究結果提供學術界或企業管理者對因應「綠色時代」，作為創新及環境管理實務之參考。

Recently, rapidly changing technology and quickly shortened product life cycle has caused alarming environmental degradation and negative environmental impact. Therefore, environmental protection and increasing demands of green innovation are forcing organizations to reconsider their business strategies. Hence, in order to ensure corporate sustainability and maintain competitiveness, organizations have to further enhance green innovation and environmental management strategies. Regarding the economic development of Taiwan which mainly focuses on OEM and ODM in high-tech industry, Taiwanese manufacturers have a lot of pressures of exporting products to foreign countries (e.g. Europe, the USA, Japan, etc.) in the context of intense competition and tightened environmental regulations (i.e. WEEE, RoHS, Kyoto Protocol, etc.). As a result, green innovation is found to be one of essentials of organizational strategy management. However, green innovation can be affected by organizational culture which refers to shared values and norms that influence organizational processes and strategic choices. Therefore, the purpose of this study is to investigate the effect of green innovation on environmental performance; simultaneously examine the impact of organizational culture as a moderator on green innovation and environmental performance in Taiwanese firms. The results show that green innovation is positively related to environmental performance. The flexibility-oriented culture which encourages employees to take risk and experimentation to produce innovative products positively moderates the relationship between green innovation and environmental performance. On the contrary, the control-oriented culture which focuses on productivity, outcome achievement and rule compliance as well as encourages employees to be goal-oriented and follow firm’s regulations negatively moderates this relationship. This study adapts the case study method to interview of four large Taiwanese electric and electronics companies to investigate the potential impact of organizational culture on green innovation and environmental performance. Through this study, manufacturers can understand more about how to launch green innovation to reach the goal of friendly environment. This study can be a reference for academics and industry managers in the fields of green innovation and environmental management practices to fit with the requirements of the green era.

ABSTRACT i
摘要 iii
ACKNOWLEDGEMENTS iv
TABLE OF CONTENTS vi
LIST OF TABLES ix
LIST OF FIGURES x
Chapter 1 INTRODUCTION 1
1.1 Research Background and Motivation 1
1.2 Research Questions and Objectives 3
1.3 Research Contributions 4
1.4 Thesis Procedure 5
Chapter 2 LITERARTURE REVIEW 7
2.1 Innovation 7
2.2 Green Innovation 11
2.2.1 Green product innovation 15
2.2.2 Green process innovation 16
2.2.3 Green organizational innovation 17
2.3 Organizational culture 19
2.3.1 Flexible orientation 21
2.3.2 Control orientation 23
2.4 Environmental performance 24
2.4.1 Evironmental impact reduction 25
2.4.2 Energy saving 26
2.4.3 Waste treatment 26
2.5 Environmental management standards and regulations 28
2.6 Research propositions 29
Chapter 3 RESEARCH METHODOLOGY 32
3.1 Research Conceptual model 32
3.2 Case study 33
3.2.1 Research question identification 35
3.2.2 Protocol development and case selection 35
3.2.3 Data collection 36
3.2.4 Data analysis 38
3.2.5 Report preparation 39
3.3 Case study questions and research protocol 39
3.4 Case selection 41
3.5 Data collection and research reliability and validity 44
3.5.1 Data collection 44
3.5.1.1 Primary data 44
3.5.1.2 Secondary data 46
3.5.2 Data analysis 46
3.5.3 Reliability and validity 47
3.5.3.1 Reliability 47
3.5.3.2 Validity 48
Chapter 4 CASE STUDY ANALYSIS AND DISCUSSIONS 50
4.1 Case description 50
4.1.1 Profile of Company A 52
4.1.1.1 Company A background 52
4.1.1.2 Green innovation 53
4.1.1.3 Organizational culture 55
4.1.1.4 Environmental management practices 55
4.1.2 Profile of Company B 56
4.1.2.1 Company B background 56
4.1.2.2 Green innovation 57
4.1.2.3 Organizational culture 59
4.1.2.4 Environmental management practices 59
4.1.3 Profile of Company C 60
4.1.3.1 Company C background 60
4.1.3.2 Green innovation 61
4.1.3.3 Organizational culture 64
4.1.3.4 Environmental management practices 65
4.1.4 Profile of Company D 66
4.1.4.1 Company D background 66
4.1.4.2 Green innovation 67
4.1.4.3 Organizational culture 69
4.1.4.4 Environmental management practices 69
4.2 Within-case analysis 70
4.3 Cross-case analysis 82
4.3.1 The impact of Green innovation on Environmental performance 83
4.3.2 The moderating impact of Organizational culture on Green innovation and Environmental performane 84
Chapter 5 CONCLUSIONS 89
5.1 Conclusions 89
5.2 Managerial implications 91
5.2.1 Academic implications 92
5.2.2 Practical implications 92
5.3 Limitations 95
5.4 Future research recommendations 96
References 98
Appendix 114
Appendix A Environmental management regulations and standards 114
Appendix B Protocol 118

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