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題名 亂世人才學：動盪環境中人力管理的組織作為
Talent Retention in Turbulent Environment : Organizing Practices for Human Resource Management within Constraints作者 王琳
Wang, Lin貢獻者 蕭瑞麟
Hsiao, Ruey Lin
王琳
Wang, Lin關鍵詞 劣勢創新
人力資源管理
隨創
資源拼湊
制約解讀
Frugal innovation
Human resource management
Bricolage
Resource making-do
Constraint interpretation日期 2017 上傳時間 13-Sep-2017 14:29:23 (UTC+8) 摘要 全球的經營環境詭譎多變，對企業而言「變」是唯一的不變。在競爭環境中，大者恆大，資源集中在強勢企業身上，而弱勢企業只能以手邊僅有的資源去面對困境。過去的隨創(bricolage)文獻多半是分析資源匱乏時，如何重新拼湊而找到創新方案，以扭轉局勢。可是我們卻忽略，在獲取、拼湊或重組資源時，弱勢企業正遭遇重重的制約，使得資源拼湊的過程面臨各種障礙。當企業身處動盪的環境中，如何以不足的資源翻轉局勢，是劣勢創新的新課題。本研究將由人力資源的情境中去分析這個新課題。人力資源的重點是找人才、留人才、用人才，讓企業能於競爭中存活，或幸運勝出。在太平盛世時，企業會祭出各種誘因去吸引人才；可是在亂世時，強勢競爭對手各出奇招，以重金禮聘英雄，弱勢企業的誘因就不再誘人。此時，弱勢企業應如何突圍。本研究分析一家位於深圳的互聯網新創公司，在遭遇到「搶人才」的環境中，如何憑藉著有限的資源而發展出一套組織作為因應。在學術貢獻上，本案例分析企業解除人才制約的作為，跳脫誘因設計的理論，思考如何由制度的設計去產生延攬人才的激勵因子。同時，理解隨創過程中，資源拼湊之前弱勢者是如何有嶄新的角度去解讀制約，思考出化阻力為助力的解決方案，設計出回應制約的組織作為。在實務貢獻上，本研究提出在身處動盪環境之際，如何以不足的資源設計出創新的人才管理機制，由選才、育才和評量等層面去設計留才的機制。這些作為不但能做為人力資源管理的參考，其因應制約的方式更可為各類型身處劣勢的企業提供創新的思路。
Nowadays, the global business environment becomes more and more complex and changeful. For business, ‘change’ is the fact of constant. In the competition environment, the big ones get bigger. Most resources are centralized in a few of powerful enterprises, and vulnerable others can only use less resource at hand to face the difficulty. In the past, bricolage literatures were mostly talking about how to break through dilemma and reverse the status under limited resources. However, we overlook those weak enterprises which encounter constraints when trying to obtain, integrate, or reorganize resources. That makes them confront various barriers when getting piece of resources. When the enterprise is in a turbulent situation, how to turn the tables with limited resources is a new topic. This study would analyze this new theme through the context of human resources. The key point of human resources is to find the talents, retain the talents, and assign the talents, so to make enterprises survive or lucky win from the competition. In the times of peace and order, the enterprises resort kinds of incentives to attract the talents. However, in the troubled times, strong competitors would leave no stone unturned, pay high for hiring hero. Therefore, weak enterprises’ incentives are no longer attractive. At this point, how vulnerable enterprises break through? This study analyzes how a new Internet company in Shenzhen they rely on the limited resources to develop an organization action in the "headhunting” environment. In the academic contribution, this case analysis of how the enterprise remove human resource conduct limitation, get rid of the incentive design theory, and then thinking about how to encourage the talents through the system programming. Meanwhile, to understand in the process of implement create, before piece of resources putting together, how the weak explain the constraints with a new perspective, thinking of the solution by transforming obstacles into benefits, and designed an organized behavior to respond the constraints. In the practical contribution, this study presents how to design an innovative human resource management via selecting, training, and assess employees with insufficient resources when in the turbulent environment. Not only can be the reference of human resources management, these ideas can also bring the innovative thoughts for all types of disadvantaged enterprises參考文獻 一、中文文獻林雅萍，2012，《創新再脈絡：統一7-ELEVEN如何重新定義日本的熱賣商品》，國立政治大學經營管理碩士學程碩士論文。蕭瑞麟、歐素華、陳蕙芬，2011，市集脈絡：由組織例規分析資訊科技的創新來源，《中山管理評論》，19(2)：461-493。蕭瑞麟、歐素華、陳蕙芬，2014，劣勢創新:梵谷策展中的隨創行為，《中山管理評論》，22(2)：323-367。蕭瑞麟，2017，《不用數字的研究：質性研究的思辨脈絡》，台北：五南學術原創系列。蕭瑞麟，2016，《思考的脈絡：創新可能不擴散》，台北：天下文化學術叢書。二、英文文獻Baker, T. 2007. Resources in play: Bricolage in the toy store(y). Journal of Business Venturing, 22(5): 694-711.Baker, T., Miner, A. S., & Eesley, D. T. 2003. Improvising firms: Bricolage, account giving and improvisational competencies in the founding process. Research Policy, 32(2): 255-276.Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3): 329-366.Bechky, B. A., & Okhuysen, G. A. 2011. Expecting the unexpected? How SWAT officers and film crews handles surprises. Academy of Management Journal, 54(2): 239-261.Beugelsdijk, S. 2008. Strategic human resource practices and product innovation. Organization Studies, 29(6): 821-847.Brannen, M. Y., Liker, J. K., & Fruin, W. M. 1998. Recontextualization and factory-to-factory knowledge transfer from Japan to the US: the Case of NSK. In J. K. Liker, W. M. Fruin, & P. S. Adler (Eds.), Remade in America: Transplanting and Transforming Japanese Management Systems: 117-153. New York: Oxford University Press.Burack, E. H. 1991. Changing the company culture: The role of human resource development. Long Range Planning, 24(1): 88-95.Casciaro, T., & Piskorski, M. J. 2005. Power imbalance, mutual dependence, and constraint absorption: A closer look at resource dependence theory. Administrative Science Quarterly, 50(2): 167-199.Cooke, F. L., Wood, G., & Horwitz, F. 2015. Multinational firms from emerging economies in Africa: implications for research and practice in human resource management. International Journal of Human Resource Management, 26(21): 2653-2675.Cueille, S. 2006. Strategic responses to a high-turbulent environment. International Journal of Public Sector Management, 19(4): 359-383.Desa, G., & Basu, S. 2013. Optimization or bricolage? Overcoming resource constraints in global social entrepreneurship. 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Case Study Research: Design and Methods. Thousand Oaks, CA: Sage.Zott, C., & Amit, R. 2007. Business model design and the performance of entrepreneurial firms. Organization Science, 18(2): 181-199.Zott, C., & Huy, Q. N. 2007. How entrepreneurs use symbolic management to acquire resources. Administrative Science Quarterly, 52(1): 70-105.Zucker, L. G. 1977. The role of institutionalization in cultural persistence. American sociological review: 726-743. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
101932423資料來源 http://thesis.lib.nccu.edu.tw/record/#G1019324231 資料類型 thesis dc.contributor.advisor 蕭瑞麟 zh_TW dc.contributor.advisor Hsiao, Ruey Lin en_US dc.contributor.author (Authors) 王琳 zh_TW dc.contributor.author (Authors) Wang, Lin en_US dc.creator (作者) 王琳 zh_TW dc.creator (作者) Wang, Lin en_US dc.date (日期) 2017 en_US dc.date.accessioned 13-Sep-2017 14:29:23 (UTC+8) - dc.date.available 13-Sep-2017 14:29:23 (UTC+8) - dc.date.issued (上傳時間) 13-Sep-2017 14:29:23 (UTC+8) - dc.identifier (Other Identifiers) G1019324231 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/112645 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 101932423 zh_TW dc.description.abstract (摘要) 全球的經營環境詭譎多變，對企業而言「變」是唯一的不變。在競爭環境中，大者恆大，資源集中在強勢企業身上，而弱勢企業只能以手邊僅有的資源去面對困境。過去的隨創(bricolage)文獻多半是分析資源匱乏時，如何重新拼湊而找到創新方案，以扭轉局勢。可是我們卻忽略，在獲取、拼湊或重組資源時，弱勢企業正遭遇重重的制約，使得資源拼湊的過程面臨各種障礙。當企業身處動盪的環境中，如何以不足的資源翻轉局勢，是劣勢創新的新課題。本研究將由人力資源的情境中去分析這個新課題。人力資源的重點是找人才、留人才、用人才，讓企業能於競爭中存活，或幸運勝出。在太平盛世時，企業會祭出各種誘因去吸引人才；可是在亂世時，強勢競爭對手各出奇招，以重金禮聘英雄，弱勢企業的誘因就不再誘人。此時，弱勢企業應如何突圍。本研究分析一家位於深圳的互聯網新創公司，在遭遇到「搶人才」的環境中，如何憑藉著有限的資源而發展出一套組織作為因應。在學術貢獻上，本案例分析企業解除人才制約的作為，跳脫誘因設計的理論，思考如何由制度的設計去產生延攬人才的激勵因子。同時，理解隨創過程中，資源拼湊之前弱勢者是如何有嶄新的角度去解讀制約，思考出化阻力為助力的解決方案，設計出回應制約的組織作為。在實務貢獻上，本研究提出在身處動盪環境之際，如何以不足的資源設計出創新的人才管理機制，由選才、育才和評量等層面去設計留才的機制。這些作為不但能做為人力資源管理的參考，其因應制約的方式更可為各類型身處劣勢的企業提供創新的思路。 zh_TW dc.description.abstract (摘要) Nowadays, the global business environment becomes more and more complex and changeful. For business, ‘change’ is the fact of constant. In the competition environment, the big ones get bigger. Most resources are centralized in a few of powerful enterprises, and vulnerable others can only use less resource at hand to face the difficulty. In the past, bricolage literatures were mostly talking about how to break through dilemma and reverse the status under limited resources. However, we overlook those weak enterprises which encounter constraints when trying to obtain, integrate, or reorganize resources. That makes them confront various barriers when getting piece of resources. When the enterprise is in a turbulent situation, how to turn the tables with limited resources is a new topic. This study would analyze this new theme through the context of human resources. The key point of human resources is to find the talents, retain the talents, and assign the talents, so to make enterprises survive or lucky win from the competition. In the times of peace and order, the enterprises resort kinds of incentives to attract the talents. However, in the troubled times, strong competitors would leave no stone unturned, pay high for hiring hero. Therefore, weak enterprises’ incentives are no longer attractive. At this point, how vulnerable enterprises break through? This study analyzes how a new Internet company in Shenzhen they rely on the limited resources to develop an organization action in the "headhunting” environment. In the academic contribution, this case analysis of how the enterprise remove human resource conduct limitation, get rid of the incentive design theory, and then thinking about how to encourage the talents through the system programming. Meanwhile, to understand in the process of implement create, before piece of resources putting together, how the weak explain the constraints with a new perspective, thinking of the solution by transforming obstacles into benefits, and designed an organized behavior to respond the constraints. In the practical contribution, this study presents how to design an innovative human resource management via selecting, training, and assess employees with insufficient resources when in the turbulent environment. Not only can be the reference of human resources management, these ideas can also bring the innovative thoughts for all types of disadvantaged enterprises en_US dc.description.tableofcontents 壹、緒論 1第一節 研究動機 1第二節 研究目的 5第三節 論文架構 7貳、文獻回顧 9第一節 劣勢創新文獻回顧 9第二節 人力資源理論回顧 17第三節 理論缺口 19參、研究方法 21第一節 案例選擇 21第二節 分析架構 23第三節 資料蒐集與分析 24肆、研究發現 30第一節 案例背景 30第二節 認同度低的制約 35（一）制約狀況：很快進來的人，也很快就走 35（二）制約解讀：有思想才有信仰 39（三）組織作為：樹立典範 41第三節 忠誠度低的制約 50（一）制約狀況：忠誠都是短暫現象 50（二）制約解讀：忠於自己等於忠於企業 54（三）組織作為：勇敢自己做主 55第四節 勝任力低的制約 61（一）制約狀況：敢要求的往往不勝任 61（二）制約解讀：鑽石，是需要淬鍊的 63（三）組織作為：弱弱聯盟，得正 65第五節 積極度低的制約 73（一）制約狀況：大鍋飯、令人慢 73（二）制約解讀：境教才是王道 76（三）組織作為：隨時可升遷 76伍、討論 89第一節 學術貢獻 89一、劣勢創新文獻的貢獻 89二、對人力資源管理文獻的貢獻 93第二節 實務啟示 95第三節 研究限制與未來方向 100陸、結論 104參考文獻 106一、中文文獻 106二、英文文獻 106論文口試答覆稿 110 zh_TW dc.format.extent 28800942 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1019324231 en_US dc.subject (關鍵詞) 劣勢創新 zh_TW dc.subject (關鍵詞) 人力資源管理 zh_TW dc.subject (關鍵詞) 隨創 zh_TW dc.subject (關鍵詞) 資源拼湊 zh_TW dc.subject (關鍵詞) 制約解讀 zh_TW dc.subject (關鍵詞) Frugal innovation en_US dc.subject (關鍵詞) Human resource management en_US dc.subject (關鍵詞) Bricolage en_US dc.subject (關鍵詞) Resource making-do en_US dc.subject (關鍵詞) Constraint interpretation en_US dc.title (題名) 亂世人才學：動盪環境中人力管理的組織作為 zh_TW dc.title (題名) Talent Retention in Turbulent Environment : Organizing Practices for Human Resource Management within Constraints en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、中文文獻林雅萍，2012，《創新再脈絡：統一7-ELEVEN如何重新定義日本的熱賣商品》，國立政治大學經營管理碩士學程碩士論文。蕭瑞麟、歐素華、陳蕙芬，2011，市集脈絡：由組織例規分析資訊科技的創新來源，《中山管理評論》，19(2)：461-493。蕭瑞麟、歐素華、陳蕙芬，2014，劣勢創新:梵谷策展中的隨創行為，《中山管理評論》，22(2)：323-367。蕭瑞麟，2017，《不用數字的研究：質性研究的思辨脈絡》，台北：五南學術原創系列。蕭瑞麟，2016，《思考的脈絡：創新可能不擴散》，台北：天下文化學術叢書。二、英文文獻Baker, T. 2007. 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