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研究生:謝昕璞
研究生(外文):Hsieh, Hsin Pu
論文名稱:創新企業競爭情報:臺灣中小企業的人力資源
論文名稱(外文):INNOVATION COMPETITIVE INTELLIGENCE: Human Resource of Taiwanese SME
指導教授:林月雲林月雲引用關係
指導教授(外文):Lin, Yeh Yun
學位類別:碩士
校院名稱:國立政治大學
系所名稱:企業管理研究所
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
畢業學年度:103
語文別:英文
論文頁數:64
中文關鍵詞:創新競爭情報人力情報SME
外文關鍵詞:InnovationCompetitive IntelligenceHuman IntelligenceSME
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隨著中小企業(Small and Medium Enterprises,SMEs)在台灣這個國家數量的提升,建立一個能夠運作至水準的團隊以確保公司維持具競爭力的型態已變得重要。為了維持競爭力,這些中小企業會找尋新穎、具創意的方法,為要能夠從同業當中脫穎而出。創新源自於兩處,藉由打造一項服務或是產品。在本篇研究當中,服務和產品皆被用來作為調查研究。要有具創意的想法,對於一個團隊就有其需要將想法付諸行動。然而,團隊的打造是一個長久的過程。團隊成長的過程會有第一次開會、相互瞭解、然後能夠作為一個單位去運作。在這個過程中,會有衝突和困惑的障礙。因此,本篇研究提出一項新的競爭情報─人力情報(Human Intelligence,HI)─以協助成長中的公司快速地建立一個團隊。
HI的目的是去建立一個讓公司可以更為快速建立團隊的程序。HI的架構遵循計畫與方向、資料蒐集、分析與傳播之競爭情報架構的原則。藉由三家有創新服務或產品的台灣中小企業之研究,本篇研究使用質性研究蒐集資料並且能夠為著分析從訪談、網路研究、和所在地觀察當中挖掘資料。在團隊效能上採用基礎實際理論,HI能夠告知一家公司建立中的團隊是處在哪一個階段。一旦建立中的團隊所處階段被確認了,人力資源實務就能針對公司給予建議,進而完成競爭情報架構的過程。
人力情報架構的結果能夠給目前的團隊情況給予見解並且提供回饋或是建議,這使得成長中的公司能夠有效地打造一個團隊。
With small and medium enterprises (SMEs) raising all over the country of Taiwan, thus forming a team that can perform up to standard to ensure the company stay in competitive form has become crucial. To stay competitive these SMEs find new innovative ways to be able to differentiate themselves from peers. Innovation can come from two sources, either by creating a service or product. In this paper, both service and product are used as sample studies. To have an innovative idea, there is a need for a team to carry the idea to action. However, team building is a long process. This process of team performance went through meeting for the first time, understanding each other and then being able to perform as one unit. During this process, there are bounds to be conflicts and confusions. Thus this paper brings about a new competitive intelligence, “Human Intelligence” (HI), to help growing companies to build a team rapidly.
HI’s aim is to create a process that allows companies to build teams faster. HI’s framework follows the principle of competitive intelligence process framework of planning and direction, collection of data, analysis and dissemination. Through the study of 3 Taiwanese SMEs that have innovation of either product or service. This paper uses qualitative study to collect data and is able to mine data from interview, internet research and on-site observation for analysis. Using basic practical theories on team performance, HI is able to determine which stage of team forming a company is in. Once the stage of team forming is determined, human resource practices give recommendation for the company, thus completing the process of competitive intelligence framework.
The result of the Human Intelligence framework was able to provide insight to current team situation and offer a feedback or recommendation. This allows growing companies to form a team efficiently.

Abstract i
TABLE OF CONTENT iii
LIST OF TABLES v
LIST OF FIGURES vi
Chapter 1. Introduction 1
1.1 Research Motivation 1
1.2 Research objective 3
1.3 Research Procedures 3
Chapter 2. Literature Review 5
2.1 Innovation 5
2.1.1 Innovation Process models 5
2.2 Competitive Intelligence 7
2.2.1 Market intelligence 8
2.2.2 Technology intelligence 9
2.2.3 Competitor intelligence 9
2.2.4 Strategic intelligence 9
2.3 Process of Competitive Intelligence 9
2.3.1 Planning and direction 9
2.3.2 Collection 10
2.3.3 Analysis 10
2.3.4 Dissemination 10
2.4 Innovation Competitive intelligence 10
2.5 Intangible Assets for Competitive Advantage 11
2.6 Human Resource Competitive Advantage 12
2.7 Team Performance 14
2.8 Summary 17
Chapter 3. Research Methodology 18
3.1 Case Study Methodology 18
3.2 In-depth interview 19
3.3 Research subjects 19
3.3.1 Company A 20
3.3.2 Company B 21
3.3.3 Company C 22
3.4 Interview Design 23
3.4.1 Data Collection 23
3.4.2 Outline interview questions 23
3.4.3 Interview Respondents 25
3.4.4 Interview Principle 26
Chapter 4. Result Analysis 27
4.1 Case Analysis for Company A 28
4.1.1 Innovation 28
4.1.2 Human Resource Practices 29
4.1.3 Human Intelligence 30
4.1.4 On-Site Observation 30
4.2 Case Analysis of Company B 31
4.2.1 Innovation 31
4.2.2 Human Resource Practices 32
4.2.3 Human Intelligence 34
4.2.4 On-site Observation 34
4.3 Case Analysis of Company C 35
4.3.1 Innovation 35
4.3.2 Human Resource Practices 36
4.3.3 Human Intelligence 37
4.3.4 On-site observation 38
4.4 Summary 39
Chapter 5. Human Intelligence Framework 43
5.1 Analyzing Framework 43
5.2 Recommendation Framework 46
5.3 Summary 48
Chapter 6. Conclusion 50
6.1 Contribution 50
6.2 Limitations 50
References 52
Appendix A 58


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