臺灣博碩士論文加值系統

企業想要實現永續的經營發展從而保有競爭優勢，企業在意自身產品以及服務的同時，更應當擁有一種可以及時因應外部環境的變化而調整內部動態的能耐，也就是組織依靠著動態調整的能耐能保有自身的競爭優勢(Poter, 1985)。大多的企業都依賴於既有的靜態運作模式，以一種「序列性」(sequential)的思考運作模式解決問題，然而，該序列性思考運作模式會使得個體並不容易發現自己的盲點，則處於長期以往的成功慣性中，無法跳脫框架且重新看待問題，然而面對市場的挑戰，環境的變化，企業遵循慣性成功的運作方式不會讓其一直成功。企業經營需要改變既有的思考運作模式，擁有能夠快速調整自身的能耐，隨時應對市場快速變化與環境需求量增大，使得自身及時對外在訊息吸收、學習，且調整自身，保持內部運作與外部環境一致，打破以往靜態運作模式，即為動態能耐的衍生。
企業的價值鏈是動態能耐產生的重要起點，即功能與程序導向價值鏈，而大多的組織在意內部的功能資源配置、資訊績效的作業流程以及日常的工作表現，此價值導向係是一套關於單一部門運作，僅憑藉著以部門為主的價值鏈營運，即為功能導向價值鏈，一旦此類穩固的體系受到外部環境的動盪，組織內部短時間內無法為了因應外部的變化而做出相應的改變，久而久之此類型的組織就會走向淘汰。若組織能夠具備程序導向價值鏈，注重部門間的互動協同運作以及問題的重新界定與解決，重新制定一套及時應對外部環境變化，保護組織自身屹立不倒的因應流程，當外部環境變化與衝擊時，組織應該改變既有的能耐，促進對組織內外部的能力進行整合、建構與調整(Teece, Pisano & Shuen, 1997)。基於功能導向價值鏈，進一步建立程序導向價值鏈為企業帶來的能耐因素，從而改變組織的流程，是順應組織未來的趨勢。
而重新建構、彈性思考邏輯與批判能力的「二階思維」(second-order thinking)作為本研究的調節變項，意在強調如何增強組織功能與程序導向價值鏈促進動態能耐的影響效果，使得組織打破既有的運作模式，面臨衝擊與問題採取應變的能力以及針對問題思考的能力，組織遵循此彈性思考邏輯可以開啟全新的運作機制，並且以此靈活的思考特徵，重新建構因應程序，且能夠及時應對外部環境帶來的變化，故而，本研究以「彈性」(flexibikity)、「重構」(reconstruction)作為「二階思維」的特徵，以全新的運作機制適應外部市場與企業內部環境保持一致。因此，本研究研究目的旨在驗證：
1.功能導向與程序導向價值鏈促進動態能耐。
2.彈性重構二階思維如何調節組織功能與程序導向價值鏈對組織動態能耐之影響關係。
本研究之研究對象為該企業任職三年以上的中高階主管，共計回收231份有效樣本，並採用系統抽樣與便利抽樣方法，驗證組織功能與程序導向價值鏈與動態能耐的關係。本研究發現，功能與程序導向皆對學習、創新、適應能耐有顯著的影響效果；此外，亦證實在彈性重構的二階思維下，功能導向價值鏈僅僅在部分條件有鮮明的影響效果，程序導向價值鏈則有具有普遍性的影響效果，且程序高於功能。就領導者行為出發，較強的二階思維使得組織較強的策略思考，領導者應當考慮企業自身需求，評估在組織各階段所需要的功能或程序導向價值鏈，時刻在意組織狀況的及時變化，制定工作再設計，重新改變工作方式的相應行為。

Market and technological changes have led to the gradual loss of competitive advantages among traditional enterprises. In response, organizations have had to develop dynamic capabilities to adaptive these competitive advantages. The cornerstone of a dynamic capability is the flexible adaptation of operational processes, hence the pressing need to study practical operations in order to understand how organizational development can be carried out to induce the growth of flexible and adaptive dynamic capabilities. Therefore, the purpose of this research study is to verify:
1: Organizational value chain promote dynamic capabilities.
2: Flexibility reconstructing second-order thinking how to adjust the relationship between organizational value activities and organizational dynamics.
The sample of this study is the middle and high-level supervisors who have served in the company for more than three years. A total of 231 samples were collected. Systematic and convenient sampling methods were used to verify the relationship between organizational value chain and dynamic capability.
The research results indicate that procedural value chains have a more pronounced and statistically significant effect on dynamic capabilities; and that organizational learning will amplify this effect when it is practiced with a higher level of operational logic. The research results are intended to help strengthen the procedural operations of value chains and promote dynamic capabilities among organizations, such that they can develop stronger competitive advantages. Starting from the leader's behavior, the strong second-order thinking makes the organization think stronger. The leader should consider the enterprise's own needs, evaluate the function or program-oriented value chain needed at each stage of the organization, and always pay attention to the timely changes of the organization's situation. Develop work redesign and re-change the corresponding behavior of work methods.

第壹章 緒論-------------------------------------------------------- 1
第一節 研究背景-------------------------------------------------------- 1
第二節 研究動機-------------------------------------------------------- 4
第三節 研究目的-------------------------------------------------------- 8
第四節 研究流程-------------------------------------------------------- 10
第五節 章節架構-------------------------------------------------------- 11
第貳章 文獻探討-------------------------------------------------------- 12
第一節 組織功能與程序導向價值鏈-------------------------------- 12
第二節 組織動態能耐-------------------------------------------------- 21
第三節 彈性重構運作機制：二階思維立基----------------------- 24
第四節 文獻小結-------------------------------------------------------- 28
第參章 研究方法-------------------------------------------------------- 30
第一節 研究架構-------------------------------------------------------- 29
第二節 研究變項與工具----------------------------------------------- 35
第三節 研究樣本-------------------------------------------------------- 44
第四節 資料分析方法-------------------------------------------------- 45

第肆章 研究結果與分析----------------------------------------------- 47
第一節 樣本與基本資料分析----------------------------------------- 47
第二節 信度分析-------------------------------------------------------- 50
第三節 相關分析-------------------------------------------------------- 52
第四節 多元回歸分析-------------------------------------------------- 53
第伍章 討論與建議----------------------------------------------------- 61
第一節 研究結果-------------------------------------------------------- 61
第二節 研究與實務意涵----------------------------------------------- 64
第三節 研究限制與後續發展----------------------------------------- 67
參考文獻 -------------------------------------------------------------------- 68
附錄一 組織價值活動促進動態能耐之研究問卷----------------- 76

表目錄
表 3-2-2 變數題項------------------------------------------------------------ 42
表 4-1-1 問卷發放及回收統計表------------------------------------------ 47
表 4-1-2 問卷基本資料分析及卡方檢定表------------------------------ 49
表 4-2-1 信度分析表--------------------------------------------------------- 51
表 4-3-1 組織價值活動對學習創新適應能耐之相關係數表--------- 52
表 4-4-1 檢驗價值鏈對動態能耐多元回歸主效果分析摘要表------ 55
表 4-4-2 檢驗價值鏈對動態能耐多元回歸調節效果分析檢驗表--- 58
表 5-1-1 組織價值活動對動態能耐之研究假說檢定結果表--------- 61


圖目錄
圖 1-3-1 研究設計流程圖------------------------------------------- 10
圖 3-1-1 研究架構圖------------------------------------------------- 31
圖 5-2-1 二階思維分析圖------------------------------------------- 64

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