臺灣博碩士論文加值系統

沒有永遠的明星企業與產品，Nokia與百年老牌柯達走向衰敗，是所有企業的前車之鑑。管理大師彼得杜拉克曾說”Innovate, or die.”意即「不創新，就等死」，說明了企業在追求永續經營時，勢必要能接受變革，然而這卻也是管理者最難定下的決策之一。現今複雜多變的商業環境，在數位浪潮的推進下，消費者的選擇也日趨多樣，這樣的狀況凸顯啟動變革與變革管理能力的重要性，促使企業轉型的需求與頻提高，而企業在推動變革時，需要先分析組織的情況與環境的因素，進而針對企業設計一套變革手法。
現今，組織面對比以往更瞬息萬變且更相互依賴和跨職能的變革。當企業面對組織內部的問題、外部環境如產業改變的壓力下，促使企業採取變革手段來改變現況，讓企業得以永續經營。
本研究透過質化訪談，以宏碁集團為個案公司，探索其三次組織再造與驅動變革之思維。根據研究，我們發現:表現不佳只是反映出來的結果，挑戰在於找出並解決導致表現不佳的因素。領導人在選擇變革時，對於組織未來的目標設定及心態，是啟動組織變革重要的推手，讓企業推動變革時能更能落實典範轉移。
關鍵字：組織變革、永續經營、王道思維、質性研究

There are no everlasting companies and products, the decline of Nokia and Kodak is a lesson for all companies. Peter F. Drucker, a leader in the development of management education, once said "Innovate, or die". This shows that when companies pursue sustainable operations, they are supposed to accept changes. However, this is difficult for managers to make decisions. Today, we are under the complex business environment and driven by the digital wave, customers’ choices are becoming more and more diverse. This situation highlights the importance of initiating changes and capabilities of change management. It promotes the demand and frequency of organizational transformation. When proceeding changes, it is necessary for companies to analyze the organizations’ situation and environmental factors first, then to design a set of reform methods for the enterprises.
When an enterprise faces the pressure of internal issues and the external environment changes, the enterprise is urged to adopt reform measures to change the current situation to let the enterprise thrive continuously. Through qualitative interviews, this research uses Acer as a case company to explore the core value and thinking when initiating its three organizational changes. Setting specific goals and mentality are significant motivations to organizational change; by doing so, the company can better implement changes and contribute business sustainability.
Keywords: organizational change, business sustainability, wangdao management, qualitative research

中文摘要 i
ABSTRACT ii
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 4
第四節 研究方法 6
第二章 文獻探討與個案公司簡介 9
第一節 組織變革文獻探討 9
第二節 個案公司介紹—創辦人及發展近況 18
第三章 宏碁策略性變革過程與作法—三次再造 25
第一節 宏碁的第一次再造 26
第二節 宏碁的第二次再造 33
第三節 宏碁的第三次再造 37
第四章 推動宏碁策略性變革之理念與思維 45
第一節 永續經營理念與王道思維 45
第二節 宏碁策略性變革之模型 55
第五章 結論與建議 65
第一節 研究結論 65
第二節 策略性變革模型與實務意涵 68
第三節 研究限制與未來研究建議 72
參考文獻 74
中文文獻 74
英文文獻 74
附錄 77
第一次訪談大綱 77
第二次訪談大綱 79

中文文獻
溫金豐，2019。組織理論與管理。華泰文化。
施振榮，1996。利他，最好的利己。遠見天下文化。
施振榮，2004。典範轉移順勢變革。遠見天下文化。
施振榮，2005。六面向論輸贏。遠見天下文化。
施振榮，2019。王道三造宏碁。電子書未出版資料。
施振榮，2020。王道創新兩代班課程紀錄。
呂妙芬、廖弘源、劉素芬、田筱榮、廖佳恩、曾冠傑、袁經緯，2018。宏碁經驗與台灣電子業—施振榮先生訪問紀錄。中研院近代史研究所。
英文文獻
Anderson, L. A., & Anderson, D. (2010). The change leader's roadmap: How to navigate your organization's transformation. John Wiley & Sons, 36-39.
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 234-262.
Al‐Shammari, M. M. (1992). Organizational climate. Leadership & Organization Development Journal, 30-32.
Ansoff, H. I., & Sullivan, P. A. (1993). Optimizing profitability in turbulent environments: A formula for strategic success. Long Range Planning, 26(5), 11-23.
Ashurst, C., & Hodges, J. (2010). Exploring business transformation: The challenges of developing a benefits realization capability. Journal of Change Management, 10(2), 217-237
Bamford, D.R. and Forrester, P.L. (2003), “Managing planned and emergent change within an operations management environment”, International Journal of Operations & Production Management, 546-564.
Bamford, D., & Daniel, S. (2005). A case study of change management effectiveness within the NHS. Journal of Change Management, 5(4), 391-406.
Beer, M., & Nohria, N. (Eds.). (2000). Breaking the code of change. Boston, MA: Harvard Business School Press, 78(3), 133-141.
Boeker, W., & Goodstein, J. (1993). Performance and successor choice: The moderating effects of governance and ownership. Academy of Management Journal, 36(1), 172-186.
Boyle, R. D., & Desai, H. B. (1991). Turnaround strategies for small firms. Journal of Small Business Management, 29(3), 33.
Buchanan, D., Fitzgerald, L., Ketley, D., Gollop, R., Jones, J. L., Lamont, S. S., ... & Whitby, E. (2005). No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews, 7(3), 189-205.
Burnes, B., & Jackson, P. (2011). Success and failure in organizational change: An exploration of the role of values. Journal of Change Management, 11(2), 133-162.
By, R. T. (2005). Organisational change management: A critical review. Journal of Change Management, 5(4), 369-380.
Chatman, J. A. (1989). Improving interactional organizational research: A model of person-organization fit. Academy of Management Review, 14(3), 333-349.
Chrusciel, D., & Field, D. W. (2006). Success factors in dealing with significant change in an organization. Business Process Management Journal, 503-516.
Corbin, J. M., & Strauss, A. (1990). Grounded theory research: Procedures, canons, and evaluative criteria. Qualitative Sociology, 13(1), 3-21.
Daft, R. L. (2004). Organization theory and design. South-Western Pub.
Demirkan, H., Spohrer, J. C., & Welser, J. J. (2016). Digital innovation and strategic transformation. IT Professional, 18(6), 14-18.
Dess, G. G., & Picken, J. C. (2000). Changing roles: Leadership in the 21st century. Organizational Dynamics, 28(3), 18-34.
Ford, J. D., Ford, L. W., & D'Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362-377.
Greiner, L. E. (1989). Evolution and revolution as organizations grow. In Readings in Strategic Management, 373-387. Palgrave, London.
Griffith‐Cooper, B., & King, K. (2007). The partnership between project management and organizational change: Integrating change management with change leadership. Performance Improvement, 46(1), 14-20.
Helmich, D. L., & Brown, W. B. (1972). Successor type and organizational change in the corporate enterprise. Administrative Science Quarterly, 371-381.
Hofer, C. W., & Schendel, D. (1978). Strategy formulation: Analytical concepts. West Publ..
Jacobs, G., Van Witteloostuijn, A., & Christe‐Zeyse, J. (2013). A theoretical framework of organizational change. Journal of Organizational Change Management, 772-792.
Jones, G.R. (2012). Organizational Theory, Design, and Change. New York: Pearson.
Kenny, J. (2006), “Strategy and the learning organization: a maturity model for the formation of strategy”, Learning Organization, 13(4), 353-368.
Knowles, H. P., & Saxberg, B. O. (1988). Organizational leadership of planned and unplanned change: A systems approach to organizational viability. Futures, 20(3), 252-265.
Kunisch, S., Bartunek, J. M., Mueller, J., & Huy, Q. N. (2017). Time in strategic change research. Academy of Management Annals, 11(2), 1005-1064.
Laamanen, T., Lamberg, J. A., & Vaara, E. (2016). Explanations of success and failure in management learning: What can we learn from Nokia’s rise and fall? Academy of Management Learning & Education, 15(1), 2-25.
Lewin, K. (1951). Field theory in social science: selected theoretical papers (Edited by Dorwin Cartwright.).
Michel, A., Todnem, R., & Burnes, B. (2013). The limitations of dispositional resistance in relation to organizational change. Management Decision, 51(4), 761-780.
Miller, D., & Friesen, P. H. (1982). Structural change and performance: Quantum versus piecemeal-incremental approaches. Academy of Management Journal, 25(4), 867-892.
Porter, M. E. (1985). Technology and competitive advantage. The Journal of Business Strategy, 5(3), 60.
Porter, M. E. (1989). How competitive forces shape strategy. In Readings in Strategic Management, 133-143. Palgrave, London.
Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 25-40.
Ulrich, D. (1997). Measuring human resources: an overview of practice and a prescription for results. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 36(3), 303-320.
Weick, K. & Quinn, R. (1999), “Organizational change and development”, Annual Review of Psychology, 361-386.
Zajac, E. J. & Kraatz, M. S. (1993). A diametric forces model of strategic change: Assessing the antecedents and consequences of restructuring in the higher education industry. Strategic Management Journal, 14(1), 83-102.
參考網站
湯明哲，2011。組織變革是企業成功的DNA：天下雜誌369期，取自https://www.cw.com.tw/article/5004091
林庭安，2020。每年10%企業面臨倒閉！當「變革」變成日常，領導者該怎麼辦？取自https://www.managertoday.com.tw/articles/view/60107?utm_source=likr&utm_medium=likr&utm_campaign=60107
Kotter, J. P. & Leonard A. S., 2014。搶救變革大作戰：哈佛商業評論，取自https://www.hbrtaiwan.com/article_content_AR0002949.html