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題名 新創公司的混合工作模式
Hybrid working arrangements in startups作者 蔡昊剛
Tsai, How-Kang貢獻者 林月雲
Lin, Yeh-Yun
蔡昊剛
Tsai, How-Kang關鍵詞 混合工作模式
新創
遠程辦公
適應性
員工滿意度
Hybrid working
Startups
Telecommuting
Adaptability
Employee satisfaction日期 2023 上傳時間 1-Sep-2023 15:12:55 (UTC+8) 摘要 無
With the advances of technology and the commonality of the internet, a lot of activities and industries have transcended from face-to-face to a so-called “cloud” level. People conduct meetings online, take online courses, try on clothes or makeup virtually. The Internet was already making an impact on the way we have been doing for centuries. Then Covid came along. To avoid being physically present, people were forced to conduct their daily rituals virtually whether being education, business or other affairs. It stimulated the process of moving everything onto the internet. This study looks into the advantages of implementing a hybrid working model in startup companies and uses qualitative research methods by conducting interviews with startup employees that have a hybrid working model. After the research, it can be concluded that hybrid working styles enable early-stage startups to make the most of their limited resources. Startups operate in fast-moving, dynamic environments where adaptability and agility are crucial. These characteristics are compatible with hybrid working since it equips startups with the adaptability they need to overcome diverse obstacles. However, it`s important to remember that effective communication, trust-building, and clear expectations are required for hybrid working implementation in companies. Startups need to establish efficient means of remote collaboration, ensure that staff members have the necessary tools and support, and maintain a strong corporate culture even when staff members work from home.參考文獻 Baldridge, R. (2022, October 16). What Is A Startup? The Ultimate Guide. Forbes Advisor.https://www.forbes.com/advisor/business/what-is-a-startup/Bareket-Bojmel, L., Chernyak-Hai, L., & Margalit, M. (2023). Out of sight but not out ofmind: The role of loneliness and hope in remote work and in job engagement.Personality and Individual Differences, 202, 111955. https://doi.org/10.1016/j.paid.2022.111955Billing, F., Smet, A., Reich, A., & Schaninger, B. (2021). McKinsey Global Surveys, 2021: Ayear in review. Mckinsey Global Institute.https://www.mckinsey.com/~/media/mckinsey/featured%20insights/mckinsey%20global%20surveys/mckinsey-global-surveys-2021-a-year-in-review.pdfBlank, S. (2013, May 3). Why the Lean Start-Up Changes Everything. Harvard BusinessReview. https://hbr.org/2013/05/why-the-lean-start-up-changes-everythingBloom, N., Liang, J., Roberts, J. D., & Ying, Z. J. (2015). Does Working from Home Work? Evidence from a Chinese Experiment *. Quarterly Journal of Economics, 130(1), 165–218. https://doi.org/10.1093/qje/qju032Boland, B., Smet, A., Palter, R., & Sanghvi, A. (2020, June 8). Reimagining the office andwork life after COVID-19. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/reimagining-the-office-and-work-life-after-covid-19Brown, J., Gosling, T., Sethi, B., Sheppard, B., Stubbings, C., Sviokla, J., Williams, J.,Zarubina, D., & Fisher, L. (2018). Workforce of the future: The competing forcesshaping 2030. PwC.https://www.pwc.com/gx/en/services/people-organisation/workforce-of-the-future/workforce-of-the-future-the-competing-forces-shaping-2030-pwc.pdfCB Insights. (2022). The Top 12 Reasons Startups Fail. CB Insights Research.https://www.cbinsights.com/research/report/startup-failure-reasons-top/Kochan, T. A., Bezrukova, K., Ely, R. J., Jackson, S. E., Joshi, A., Jehn, K. A., Leonard, J.,Levine, D. K., & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human Resource Management, 42(1), 3–21. https://doi.org/10.1002/hrm.10061Larson, B. Z. (2021, September 2). A Guide to Managing Your (Newly) Remote Workers.Harvard Business Review.https://hbr.org/2020/03/a-guide-to-managing-your-newly-remote-workersLeigh-Hunt, N., Bagguley, D., Bash, K., Turner, V., Turnbull, S., Valtorta, N., & Caan, W.(2017). An overview of systematic reviews on the public health consequences of social isolation and loneliness. Public Health, 152, 157–171. https://doi.org/10.1016/j.puhe.2017.07.035Lund, S., Madgavkar, A., Manyika, J., Smit, S., Ellingrud, K., & Robinson, O. (n.d.). Thefuture of work after COVID-19. McKinsey Global Institute. Retrieved February 18, 2021, from https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19Reiff, N. (2023). Series Funding: A, B, and C. Investopedia. https://www.investopedia.com/articles/personal-finance/102015/series-b-c-funding-what-it-all-means-and-how-it-works.aspRock, D. (2019, March 19). Why Diverse Teams Are Smarter. Harvard Business Review.https://hbr.org/2016/11/why-diverse-teams-are-smarterSevilla-Bernardo, J., Sanchez-Robles, B., & Herrador-Alcaide, T. C. (2022). Success Factorsof Startups in Research Literature within the Entrepreneurial Ecosystem. Administrative Sciences, 12(3), 102. https://doi.org/10.3390/admsci12030102Shockley, K. M., Allen, T. D., Dodd, H. R., & Waiwood, A. M. (2021). Remote workercommunication during COVID-19: The role of quantity, quality, and supervisor expectation-setting. Journal of Applied Psychology, 106(10), 1466–1482. https://doi.org/10.1037/apl0000970Summerfield, R. (2022). Hybrid working can help recruit and retain talent, upskill leadersand boost team working, suggests a case study from an international professional services firm. Strategic HR Review, 21(1), 34–40. https://doi.org/10.1108/shr-11-2021-0060View of “Unique Hybrid Work model- The future of remote work.” (n.d.). https://archives.palarch.nl/index.php/jae/article/view/8694/8102 描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
110933030資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110933030 資料類型 thesis dc.contributor.advisor 林月雲 zh_TW dc.contributor.advisor Lin, Yeh-Yun en_US dc.contributor.author (Authors) 蔡昊剛 zh_TW dc.contributor.author (Authors) Tsai, How-Kang en_US dc.creator (作者) 蔡昊剛 zh_TW dc.creator (作者) Tsai, How-Kang en_US dc.date (日期) 2023 en_US dc.date.accessioned 1-Sep-2023 15:12:55 (UTC+8) - dc.date.available 1-Sep-2023 15:12:55 (UTC+8) - dc.date.issued (上傳時間) 1-Sep-2023 15:12:55 (UTC+8) - dc.identifier (Other Identifiers) G0110933030 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/146979 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 國際經營管理英語碩士學位學程(IMBA) zh_TW dc.description (描述) 110933030 zh_TW dc.description.abstract (摘要) 無 zh_TW dc.description.abstract (摘要) With the advances of technology and the commonality of the internet, a lot of activities and industries have transcended from face-to-face to a so-called “cloud” level. People conduct meetings online, take online courses, try on clothes or makeup virtually. The Internet was already making an impact on the way we have been doing for centuries. Then Covid came along. To avoid being physically present, people were forced to conduct their daily rituals virtually whether being education, business or other affairs. It stimulated the process of moving everything onto the internet. This study looks into the advantages of implementing a hybrid working model in startup companies and uses qualitative research methods by conducting interviews with startup employees that have a hybrid working model. After the research, it can be concluded that hybrid working styles enable early-stage startups to make the most of their limited resources. Startups operate in fast-moving, dynamic environments where adaptability and agility are crucial. These characteristics are compatible with hybrid working since it equips startups with the adaptability they need to overcome diverse obstacles. However, it`s important to remember that effective communication, trust-building, and clear expectations are required for hybrid working implementation in companies. Startups need to establish efficient means of remote collaboration, ensure that staff members have the necessary tools and support, and maintain a strong corporate culture even when staff members work from home. en_US dc.description.tableofcontents TABLE OF CONTENTS1. Introduction 11.1. Background 11.2. Research question and objective 21.3. Context 31.3.1. Startups 31.3.2. Telecommuting 41.3.3. Hybrid working 51.3.4. Today’s trend 52. The Literature Review 62.1. Broad talent pool 62.2. Adaptability 72.3. Cost savings 82.4. Productivity and efficiency 92.5. Employee satisfaction 102.6. Attractiveness 113. Methodology 134. Results 154.1. Company A 154.1.1. Introduction 154.1.2. Interview with management 164.1.3. Interview with human resources 184.1.4. Interview with employee 194.2. Company B 204.2.1. Introduction 204.2.2. Interview with management 224.2.3. Interview with human resources 234.2.4. Interview with employee 244.3. Company C 264.3.1. Introduction 264.3.2. Interview with management 264.3.3. Interview with human resources 274.3.4. Interview with employee 285. Analysis and Discussions 305.1. Management Level 305.2. Human Resource Level 325.3. Employee Level 345.4. Individual Level 356. Limitation 427. Conclusion and recommendations 447.1. Conclusion 447.2. Recommendations 457.3. Suggestions for future similar research 46Bibliography, Citations and Plagiarism 48Appendices 50Appendix A - Questions for manager level 50Appendix B - Questions for HR level 51Appendix C - Questions for employee level 53 zh_TW dc.format.extent 5847586 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110933030 en_US dc.subject (關鍵詞) 混合工作模式 zh_TW dc.subject (關鍵詞) 新創 zh_TW dc.subject (關鍵詞) 遠程辦公 zh_TW dc.subject (關鍵詞) 適應性 zh_TW dc.subject (關鍵詞) 員工滿意度 zh_TW dc.subject (關鍵詞) Hybrid working en_US dc.subject (關鍵詞) Startups en_US dc.subject (關鍵詞) Telecommuting en_US dc.subject (關鍵詞) Adaptability en_US dc.subject (關鍵詞) Employee satisfaction en_US dc.title (題名) 新創公司的混合工作模式 zh_TW dc.title (題名) Hybrid working arrangements in startups en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Baldridge, R. (2022, October 16). What Is A Startup? The Ultimate Guide. Forbes Advisor.https://www.forbes.com/advisor/business/what-is-a-startup/Bareket-Bojmel, L., Chernyak-Hai, L., & Margalit, M. (2023). Out of sight but not out ofmind: The role of loneliness and hope in remote work and in job engagement.Personality and Individual Differences, 202, 111955. https://doi.org/10.1016/j.paid.2022.111955Billing, F., Smet, A., Reich, A., & Schaninger, B. (2021). McKinsey Global Surveys, 2021: Ayear in review. Mckinsey Global Institute.https://www.mckinsey.com/~/media/mckinsey/featured%20insights/mckinsey%20global%20surveys/mckinsey-global-surveys-2021-a-year-in-review.pdfBlank, S. (2013, May 3). Why the Lean Start-Up Changes Everything. Harvard BusinessReview. https://hbr.org/2013/05/why-the-lean-start-up-changes-everythingBloom, N., Liang, J., Roberts, J. D., & Ying, Z. J. (2015). Does Working from Home Work? Evidence from a Chinese Experiment *. Quarterly Journal of Economics, 130(1), 165–218. https://doi.org/10.1093/qje/qju032Boland, B., Smet, A., Palter, R., & Sanghvi, A. (2020, June 8). Reimagining the office andwork life after COVID-19. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/reimagining-the-office-and-work-life-after-covid-19Brown, J., Gosling, T., Sethi, B., Sheppard, B., Stubbings, C., Sviokla, J., Williams, J.,Zarubina, D., & Fisher, L. (2018). Workforce of the future: The competing forcesshaping 2030. PwC.https://www.pwc.com/gx/en/services/people-organisation/workforce-of-the-future/workforce-of-the-future-the-competing-forces-shaping-2030-pwc.pdfCB Insights. (2022). The Top 12 Reasons Startups Fail. CB Insights Research.https://www.cbinsights.com/research/report/startup-failure-reasons-top/Kochan, T. A., Bezrukova, K., Ely, R. J., Jackson, S. E., Joshi, A., Jehn, K. A., Leonard, J.,Levine, D. K., & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human Resource Management, 42(1), 3–21. https://doi.org/10.1002/hrm.10061Larson, B. Z. (2021, September 2). A Guide to Managing Your (Newly) Remote Workers.Harvard Business Review.https://hbr.org/2020/03/a-guide-to-managing-your-newly-remote-workersLeigh-Hunt, N., Bagguley, D., Bash, K., Turner, V., Turnbull, S., Valtorta, N., & Caan, W.(2017). An overview of systematic reviews on the public health consequences of social isolation and loneliness. Public Health, 152, 157–171. https://doi.org/10.1016/j.puhe.2017.07.035Lund, S., Madgavkar, A., Manyika, J., Smit, S., Ellingrud, K., & Robinson, O. (n.d.). Thefuture of work after COVID-19. McKinsey Global Institute. Retrieved February 18, 2021, from https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19Reiff, N. (2023). Series Funding: A, B, and C. Investopedia. https://www.investopedia.com/articles/personal-finance/102015/series-b-c-funding-what-it-all-means-and-how-it-works.aspRock, D. (2019, March 19). Why Diverse Teams Are Smarter. Harvard Business Review.https://hbr.org/2016/11/why-diverse-teams-are-smarterSevilla-Bernardo, J., Sanchez-Robles, B., & Herrador-Alcaide, T. C. (2022). Success Factorsof Startups in Research Literature within the Entrepreneurial Ecosystem. Administrative Sciences, 12(3), 102. https://doi.org/10.3390/admsci12030102Shockley, K. M., Allen, T. D., Dodd, H. R., & Waiwood, A. M. (2021). Remote workercommunication during COVID-19: The role of quantity, quality, and supervisor expectation-setting. Journal of Applied Psychology, 106(10), 1466–1482. https://doi.org/10.1037/apl0000970Summerfield, R. (2022). Hybrid working can help recruit and retain talent, upskill leadersand boost team working, suggests a case study from an international professional services firm. Strategic HR Review, 21(1), 34–40. https://doi.org/10.1108/shr-11-2021-0060View of “Unique Hybrid Work model- The future of remote work.” (n.d.). https://archives.palarch.nl/index.php/jae/article/view/8694/8102 zh_TW
