Please use this identifier to cite or link to this item: https://ah.lib.nccu.edu.tw/handle/140.119/134057
DC FieldValueLanguage
dc.contributor.advisor吳文傑zh_TW
dc.contributor.advisorWu, Jacken_US
dc.contributor.author司徒嘉慧zh_TW
dc.contributor.authorSeetoo, Chia-hueien_US
dc.creator司徒嘉慧zh_TW
dc.creatorSeetoo, Chia-hueien_US
dc.date2021en_US
dc.date.accessioned2021-03-02T06:26:56Z-
dc.date.available2021-03-02T06:26:56Z-
dc.date.issued2021-03-02T06:26:56Z-
dc.identifierG0107933005en_US
dc.identifier.urihttp://nccur.lib.nccu.edu.tw/handle/140.119/134057-
dc.description碩士zh_TW
dc.description國立政治大學zh_TW
dc.description國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description107933005zh_TW
dc.description.abstractInfiniteGame is a human resource training service provider aiming to re-kindle passion, collaboration, trust, and innovation in people working together through cooperative real-life and virtual games. Our service will be in three parts. The first part is conducting a pre-training collaboration status analysis questionnaire to understand the organization structure and collaboration mode, and making anonymous employee phone interviews to understand the pain points during client employees’ collaborations. The second part is a semi-customized on-site training that includes cooperative real-life and virtual games based on the results of the questionnaire and interviews. The third part is tracking the training result and helping the client cultivate a new collaborative corporate culture by a series of post-training 3-month follow-up games.\nWith the impact of pandemic and the rise of digital technology and individualism, The Economist has predicted that what firms will need emphasizing in 2021 is new ways to bring employees together other than drinks on Zoom. Indeed, simply increasing the quantity of collaboration is not enough, InfiniteGame wants to provide a service that helps improve the quality of collaboration with better communications, more trust and creativity.\nOur semi-customized cooperative games will be different from those existing consensus camps in the market in three ways. First, our art-related cooperative games do not use physically challenging activities to emphasize competition or self-exhibition, rather we encourage individuals to discover themselves and each other, re-calibrate themselves in teams, and re-adapt to a new collaborative mindset with art-related games. Second, unlike those competitors using a one-fit-all curriculum, we semi-customize the games according to corporate’s specific conditions based on the results of our questionnaire and interviews. Third, while a traditional consensus camp is usually a one-time big long course happening in one day or two, which employees inevitably forget as time goes by, InfiniteGame provides a series of post-training 3-month follow-up games that will help cultivate new collaborative behaviors into new collaborative habits and eventually into a new collaborative corporate culture.en_US
dc.description.tableofcontentsTABLE OF CONTENTS\n1. Executive Summary 1\n1.1. Vision and Mission 1\n1.2. How Does InfiniteGame Work for Businesses? 1\n1.3. Why the Quality of Collaboration Matters Now? 2\n1.4. Why Cooperative Games? 3\n1.5. Why Collaborative Artists? 5\n1.6. Keys to Success 6\n2. Company Summary 10\n2.1. Introduction 10\n2.1.1. Company Profile 10\n2.1.2. Origin of the Company Name 11\n2.2. Company Ownership & Roles and Responsibilities of Business Partners 12\n2.3. Company Structure 12\n2.4. Consultant 12\n3. Products & Services 13\n3.1. Products 13\n3.2. Diagnose Organization Collaboration Condition with Questionnaire and Interviews 14\n3.3. Common Reasons Why Collaborations Fail? 17\n3.4. Why Corporate Leaders Must Join the Games? 18\n3.5. Long-term Effect Tracking – Post-training Service 19\n3.6. Important Supplier —Sony PlayStation 19\n4. Market Analysis 21\n4.1. Market Overview 21\n4.2. Brief Evolution of Human Resource Management and Training 23\n4.3. Market Size Estimation 25\n4.4. Competitor Analysis 31\n4.5. Market Needs 40\n5. Strategy and Business Environment 42\n5.1. Porter’s Competitive Forces Analysis 42\n5.2. SWOT Analysis 46\n6. Marketing Strategy 49\n6.1. Networking Through Rotary Club, etc. 49\n6.2. Reputation Marketing by Word-of-Mouth Using Social Media 49\n6.3. Brand Awareness — Corporate Collective Force Contest 50\n7. Financial Plan 51\n7.1. Startup Initial Investment 51\n7.2. Annual Salaries and Consulting Fee 52\n7.3. Sales Forecast 53\n7.4. Annual Estimated Income Statement 53\n7.5. Annual Break-even Analysis 54\nReference 56zh_TW
dc.source.urihttp://thesis.lib.nccu.edu.tw/record/#G0107933005en_US
dc.subject人力資源訓練zh_TW
dc.subject工作場所協作zh_TW
dc.subject企業文化zh_TW
dc.subject合作遊戲zh_TW
dc.subject劇場遊戲zh_TW
dc.subjecthuman resource trainingen_US
dc.subjectworkplace collaborationen_US
dc.subjectcorporate cultureen_US
dc.subjectcooperative gamesen_US
dc.subjecttheater gamesen_US
dc.title"匯玩" 合作遊戲式企業教育訓練服務zh_TW
dc.title"InfiniteGame": A Business Plan for Corporate Human Resource Training Service Based on Cooperative Gamesen_US
dc.typethesisen_US
dc.relation.referenceReference\nBeyond team types and taxonomies: A dimensional scaling approach to team description. Hollenbeck, Beersma, & Shouten, 2012\nMobility, performance and engagement: How CIOs can contribute to business performance by shaping the employee experience, a report by The Economist Intelligence Unit, 2016\nEmployee Benefit News cited Gusto’s poll result, 2016, https://www.benefitnews.com/news/coworkers-benefits-matter-most-to-employees\n86 percent of employees cite lack of collaboration for workplace failures, Fierce Inc, 2011, https://fierceinc.com/employees-cite-lack-of-collaboration-for-workplace-failures/\nAssessment in Game-Based Learning: Foundations, Innovations, and Perspectives by Dirk Ifenthaler, Springer, 2012\nFinite and Infinite Games, James P. Carse, 2013\nThe Trusted Advisor, David H. Maister, Charles H. Green, and Robert M. Galford, 2001\nOrganigraphs: Drawing How Companies Really Work by Henry Mintzberg and Ludo Van der Heyden, Harvard Business Review, 1999, https://hbr.org/1999/09/organigraphs-drawing-how-companies-really-work\nHow Are Habits Formed: Modelling Habit Formation in The Real World by Phillippa Lally, Cornelia H. M. Van Jaarsveld, Henry W. W. Potts and Jan Wardle, University College London, London, UK, 2009\nThe Power of Habit: Why We Do What We Do in Life and Business by Charles Duhigg, 2012\nThe 2017 Report of Talent Training Survey of Taiwan Top 2000 Companies by CommonWealth Magazine (2017年天下2000大企業人才培育調查分析白皮書,天下雜誌),https://www.leadercampus.com.tw/desktop/file-info/white-paper\nThe 2018 Report of Talent Training Survey of Taiwan Top 2000 Companies by CommonWealth Magazine (2018年天下2000大企業學習調查報告AI時代的人才策略,天下雜誌),https://www.leadercampus.com.tw/desktop/file-info/white-paper\nThe 2019 Report of Talent Training Survey of Taiwan Top 2000 Companies by CommonWealth Magazine (2019年天下2000大企業數位轉型與人才大調查六大產業分析報告,天下雜誌) ,https://www.leadercampus.com.tw/desktop/file-info/white-paper\n2018 Corporate Training Need and Talents Development Trend questionnaire, Chinese Personnel Executive Association,(2018企業教育訓練需求與人才培育趨勢問卷調查,中華人事主管協會),https://www.hr.org.tw/news2.asp?ctype=4&autono=7034\n2020 Small and Medium Enterprise White Book published by Ministry of Economic Affairs, Taiwan, R.O.C. (2020年中小企業白皮書(全)_v1.pdf)\nBonding from Home: Corporate Life, The Economist Espresso, 2020, https://espresso.economist.com/aff390f6bf9e8036f52a75448b087ca2\nThe World in 2021, Firms will need to find new ways to bring employees together, and not just through drinks on Zoom, The Economist, 2020, https://www.economist.com/the-world-ahead/2020/11/17/firms-will-need-to-find-new-ways-to-bring-employees-togetherzh_TW
dc.identifier.doi10.6814/NCCU202100205en_US
item.openairetypethesis-
item.grantfulltextnone-
item.openairecristypehttp://purl.org/coar/resource_type/c_46ec-
item.cerifentitytypePublications-
item.fulltextNo Fulltext-
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