Publications-Theses
Article View/Open
Publication Export
-
題名 以組織策略的觀點探討組織關鍵活動與數位轉型之關聯性：以T公司為例
The Relationship between Organizational Critical Activities and Digital Transformation based on Organizational Strategy：The Case of T Company作者 林彥志
Lin, Yan-Zhi貢獻者 洪為璽<br>季延平
Hung, Wei-Hsi<br>Chi, Yen-Ping
林彥志
Lin, Yan-Zhi關鍵詞 組織關鍵活動
數位轉型
綜效
計程車產業
Organizational Critical Activities
Digital Transformation
Synergy
Taxi Industry日期 2021 上傳時間 2-Sep-2021 18:22:05 (UTC+8) 摘要 在組織為了達到預期績效所進行的諸多活動中，組織關鍵活動(OCAs)被列為最優先考慮的，投入大量資源，並得到高階管理者頻繁的監控與指示，同時被視為組織在短、中、長期若要成功則不可或缺，必須被執行的活動；數位轉型則意指企業透過數位技術，協助企業的商業模式做出改變，並重新思考企業的價值定位，以創造更的高效率與價值。 本研究以T公司為例，分析其組織關鍵活動與數位轉型概況，與兩者之間的關聯，在訪談4位主管、2位司機及文獻整理，並將自身的研究經由T公司的最高階經理人確認後，發現T公司在研究發展、營運流程及行銷活動三大列表下，共具8個組織關鍵活動，以及在乘客端、公司端與司機端三大列表下，共具9項數位轉型內容。 在上述架構下，導入數位轉型後受益最大的組織關鍵活動為研究發展領域下的發展新科技、發展新服務以及行銷活動領域下的廣告投放，另本研究發現T公司在數位轉型的導入與否依現有的組織關鍵活動而定，以現有的組織關鍵活動為主，數位轉型的導入為輔，在現階段正實行的組織關鍵活動無法透過既有的解決方法來解決時，才會進一步探討要導入何種數位轉型，然而在導入數位轉型後雖可幫助組織關鍵活動的運行在財務績效指標看見顯著的成長，卻能同時觀察到「流程優化程度」、「員工接受程度」等重要指標有下滑的現象，因此企業在導入數位轉型時，應考慮與自身組織關鍵活動的適配，並在財務績效間取得平衡，才能真正將數位轉型的效益與組織關鍵活動結合，發揮應有的綜效。 本研究結果建議企業在面對多變的外在環境時，應有效實行並找出合適的組織關鍵活動並調適，盼本研究的結果，能實質幫助企業做出正確的決策，並在計程車產業外也能做為參考。
In order to achieve desired performance, an Organizational Critical Activities(OCAs) is “an organizational priority that is recognized as being essential to short, medium and long-term success in that industry, has been significantly resourced, and receives regular senior management monitoring and direction”. digital transformation refers to the use of digital technology to help companies change their business models and rethink their value proposition to create greater efficiency and value. This research took T Company as a case, had interviewed four executives, two drivers, and confirming the research with the vice president of T Company. We found that T Company has a total of nine Organizational Critical Activities under the lists of research and development, operational process, and marketing activities, and a total of nine digital transformations under the lists of passengers, company and drivers. Under the above framework, this research found that the introduction of digital transformation in T Company depends on the existing Organizational Critical Activities. When the existing Organizational Critical Activities at this stage aren’t sufficient enough to solve existing problems, the digital transformation will be further carried out. However, although significant growth in financial performance indicators can be observed after the introduction of digital transformation, a decline in important indicators such as "process optimization" and "employee acceptance" can be observed at the same time. When the organizations are introducing new technology, it is mandatory to consider the fit with the organization and strike a balance between financial performance in order to truly integrate the benefits of digital transformations. In the face of the changing external environment, companies should effectively implement and identify the appropriate Organizational Critical Activities to compete with the competitors. It is hoped that the results of this study will substantially help companies to make the right decisions and serve as a reference outside the taxi industry.參考文獻 中文部分： U-Car 編輯部，2017，邁向零傷亡的未來交通—自動駕駛發展趨勢總論。 司徒達賢(民83)。 策略矩陣分析法基礎。管理評論。13捲2期。 司徒達賢(民84)。 策略管理。台北：遠流出版。 司徒達賢(民90)。「策略管理新論 – 觀念架構與分析方法」。台北：智勝書局 吳思華(2000)。策略九說:策略思考的本質。台北:臉譜出版。 李家汶(民 103)。建構組織關鍵活動與資訊科技使用模式之理想廓形:以連鎖餐飲業為例。國立中正大學資訊管理研究所碩士論文，未出版。 李瓊淑(民 106)。台灣大車隊發展與個案研究。國立政治大學商學院經營管理碩士學程全球台商班碩士論文，未出版。 胡幼慧(民 85)。質性研究:理論、方法及本土女性研究實例。台北:巨流圖書。 徐彥婷(民 109)。數位動態能力對數位轉型之影響 - 策略彈性之干擾效果。東海大學企業管理研究所碩士論文，未出版。 張逸翔(民 109)。數位轉型之實務探討：驅動因子、關鍵要素、及績效評量。國立政治大學企業管理研究所碩士論文，未出版。 許士軍(民 77)。管理學(八版)。台北：東華書局。 許文琇(民 98)。組織關鍵活動與組織策略類型關聯性之研究。國立中正大學資 訊管理研究所碩士論文，未出版，嘉義縣。 陳昱豪(民 102，4 月)。醫療組織關鍵活動與資訊科技能力連結對組織績效之影響-資源基礎理論之觀點。2013 資訊科技國際研討會，台中市。 詹文男(2019)。數位轉型新視界台灣準備好了沒。TEEMA Times，141， 12-13。 英文部分： Andriole, S.J. (2017). Five myths about digital transformation. MIT Sloan Management Review, 58(3), 13-22. Ansoff, H.I. (1965). Corporate strategy. McGraw-Hill, New York. Anthony, R. N.(1965) Planning and Control System: A Framework for Analysis. Harvard Business School, Boston, MA. Bekkhus, R. (2016, December 11). Do KPIs used by CIOs decelerate digital business transformation? The case of ITIL【Paper presentation】. Digital Innovation, Technology, and Strategy Conference. Bergek, A., Berggren, C., & Tell, F. (2009). Do technology strategies matter? A comparison of two electrical engineering corporations, 1988–1998.Technology Analysis & Strategic Management, 21(4), 445-470. Berghaus, S., and Back, A. (2016, September 4-6 ). Stages in digital business transformation: Results of an empirical maturity study【Paper presentation】. Mediterranean Conference on Information Systems, Paphos, Cyprus. Chandler, A. D. (1962). Strategy and structure. MA: MIT press. Commerce Centric. (2019). Measuring Digital Transformation: It`s Not Rocket Science. Retrieved July 5, 2020, from:https://medium.com/@CommerceCentric/measuring-digital-transformation-its-not-rocket-science-e8fcc140c94f . Demirkan, H., Spohrer, J.C., and Welser, J.J. (2016). Digital innovation and strategic transformation. IT Professional, 18(6), 14-18. Glueck W. F. (1976), Business Policy, Strategy Formation and Management Action (2nd ed.),New York: Macgraw-Hill. Gorry, G. A. & Scott Morton, M. S. (1971). A framework for management information systems. Sloan Management Review, 13(1), 55-70. Hamel, G. & Prahalad, C. K. (1994) Strategy as a field of study: Why search for a new paradigm? Strategic Management Journal, 15(5), 5-16. Hess, T., Matt, C., Benlian, A., and Wiesböck, F. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15(2), 123-139. Hofer, C. W. & Dan Schendel (1978) Strategy Formation: Analytical Concept. St. Paul: West Publishing Co. Hung, W. H. (2006). Supporting organizational critical activities from Web sites: An evaluation methodology development. Unpublished doctoral dissertation, University of Waikato, New Zealand. IT Pro. (2020). Five reasons why digital transformation is essential for business growth. Retrieved July 5, 2020, from: https://www.itpro.co.uk/strategy/29899/three-reasons-why-digital- transformation-is-essential-for-business-growth. Kane, G.C. (2017). Digital maturity, not digital transformation. MIT Sloan Management Review. Scribbr. https://sloanreview.mit.edu/article/digital-maturity-not-digital-transformation/ Kotler, P. (1976), “Marketing Management, Analysis,Planning and Controls”, New Jersey: Prentice-Hall. Kotler, P., (1976). “Marketing Management, Analysis, Planning and Controls”, New Jersey: Prentice-Hall. Lewin, K. (1947). Frontiers in group dynamics. Human Relation, 1: 5-41. Liere-N.K, Packmohr, S., and Vogelsang, K. (2018). Drivers of digital transformation in manufacturing. Paper presentation at the 51th Hawaii International Conference on System Sciences, Hilton Waikoloa Village, Hawaii. Liere-Netheler, K., Vogelsang, K., & Packmohr, S. (2018). Drivers of digital transformation in manufacturing. In 51st Hawaii International Conference on System Sciences (HICSS), Waikoloa, Hawaii (2018), Shidler College of Business, 3926-3935. Martilla, J. A. and James, J. C., “Importance-Performance Analysis”, Journal of Marketing, Vol. 41, No. 1, 1977, pp. 77-79. Matt, C., T. Hess, and Benlian. 2015. Digital transformation strategies. Business Information Systems Engineering 57 (5):339-343. Mintzberg, H. (1978). Patterns in strategy formulation. Management Science, 24(9), 934-948. Porter, M. E. (1980). Competitive strategy: techniques for analyzing industries and competitors. The Free Press, New York. Porter, M. E. (1985). The Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press, New York. Porter, M. E. (1996). What is strategy? Harvard Business Review, November/December. Rita Gunther McGrath, (2013). The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business, Harvard Business Review. Roth, W. M., & Lee, Y. J. (2007). “Vygotsky’s neglected legacy”: Cultural-historical activity theory. Review of Educational Research, 77(2), 186-232. Snow, C. C., & Hambrick, D. C. (1980). Measuring organizational strategies: Some theoretical and methodological problems. Academy of Management Review, 5(4), 527-538. Spieth, P., and Schneider, S. (2016). Business model innovativeness: Designing a formative measure for business model innovation. Journal of Business Economics, 86(6), 671-696. Turney, P. B. B. (1994) Activity-based management. In B. J. Brinker (eds.), Activity-Based Management (B2-1-B2-9). Boston: Warren, Gorham and Lamont. Turney, P. B. B. (1994) Activity-based management. In B. J. Brinker (eds.), Activity-Based Management (B2-1-B2-9). Boston: Warren, Gorham and Lamont. Ulas, D. (2019). Digital transformation process and SMEs. Procedia Computer Science, 158, 662-671. Verhoef, P.C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J.Q., Fabian, N., and Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889-901. Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118-144. Wernerfelt, B. (1984) A Resourced-Based View of the Firm. Strategic Management Journal, 5(2), 171-180. Westerman, G., Bonnet, D., and McAfee, A. (2014). The nine elements of digital transformation. MIT Sloan Management Review, 55(3), 1-6. https://dixital.cec.es/wp- content/uploads/presentacions/presentacion08.pdf Yin, R. K. (2013). Case Study Research: Design and Methods. California: Sage. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
108363108資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108363108 資料類型 thesis dc.contributor.advisor 洪為璽<br>季延平 zh_TW dc.contributor.advisor Hung, Wei-Hsi<br>Chi, Yen-Ping en_US dc.contributor.author (Authors) 林彥志 zh_TW dc.contributor.author (Authors) Lin, Yan-Zhi en_US dc.creator (作者) 林彥志 zh_TW dc.creator (作者) Lin, Yan-Zhi en_US dc.date (日期) 2021 en_US dc.date.accessioned 2-Sep-2021 18:22:05 (UTC+8) - dc.date.available 2-Sep-2021 18:22:05 (UTC+8) - dc.date.issued (上傳時間) 2-Sep-2021 18:22:05 (UTC+8) - dc.identifier (Other Identifiers) G0108363108 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/137188 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 108363108 zh_TW dc.description.abstract (摘要) 在組織為了達到預期績效所進行的諸多活動中，組織關鍵活動(OCAs)被列為最優先考慮的，投入大量資源，並得到高階管理者頻繁的監控與指示，同時被視為組織在短、中、長期若要成功則不可或缺，必須被執行的活動；數位轉型則意指企業透過數位技術，協助企業的商業模式做出改變，並重新思考企業的價值定位，以創造更的高效率與價值。 本研究以T公司為例，分析其組織關鍵活動與數位轉型概況，與兩者之間的關聯，在訪談4位主管、2位司機及文獻整理，並將自身的研究經由T公司的最高階經理人確認後，發現T公司在研究發展、營運流程及行銷活動三大列表下，共具8個組織關鍵活動，以及在乘客端、公司端與司機端三大列表下，共具9項數位轉型內容。 在上述架構下，導入數位轉型後受益最大的組織關鍵活動為研究發展領域下的發展新科技、發展新服務以及行銷活動領域下的廣告投放，另本研究發現T公司在數位轉型的導入與否依現有的組織關鍵活動而定，以現有的組織關鍵活動為主，數位轉型的導入為輔，在現階段正實行的組織關鍵活動無法透過既有的解決方法來解決時，才會進一步探討要導入何種數位轉型，然而在導入數位轉型後雖可幫助組織關鍵活動的運行在財務績效指標看見顯著的成長，卻能同時觀察到「流程優化程度」、「員工接受程度」等重要指標有下滑的現象，因此企業在導入數位轉型時，應考慮與自身組織關鍵活動的適配，並在財務績效間取得平衡，才能真正將數位轉型的效益與組織關鍵活動結合，發揮應有的綜效。 本研究結果建議企業在面對多變的外在環境時，應有效實行並找出合適的組織關鍵活動並調適，盼本研究的結果，能實質幫助企業做出正確的決策，並在計程車產業外也能做為參考。 zh_TW dc.description.abstract (摘要) In order to achieve desired performance, an Organizational Critical Activities(OCAs) is “an organizational priority that is recognized as being essential to short, medium and long-term success in that industry, has been significantly resourced, and receives regular senior management monitoring and direction”. digital transformation refers to the use of digital technology to help companies change their business models and rethink their value proposition to create greater efficiency and value. This research took T Company as a case, had interviewed four executives, two drivers, and confirming the research with the vice president of T Company. We found that T Company has a total of nine Organizational Critical Activities under the lists of research and development, operational process, and marketing activities, and a total of nine digital transformations under the lists of passengers, company and drivers. Under the above framework, this research found that the introduction of digital transformation in T Company depends on the existing Organizational Critical Activities. When the existing Organizational Critical Activities at this stage aren’t sufficient enough to solve existing problems, the digital transformation will be further carried out. However, although significant growth in financial performance indicators can be observed after the introduction of digital transformation, a decline in important indicators such as "process optimization" and "employee acceptance" can be observed at the same time. When the organizations are introducing new technology, it is mandatory to consider the fit with the organization and strike a balance between financial performance in order to truly integrate the benefits of digital transformations. In the face of the changing external environment, companies should effectively implement and identify the appropriate Organizational Critical Activities to compete with the competitors. It is hoped that the results of this study will substantially help companies to make the right decisions and serve as a reference outside the taxi industry. en_US dc.description.tableofcontents 謝辭 I 摘要 II Abstract III 目次 IV 圖次 V 表次 VI 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 研究問題與目的 3 第四節 研究流程 4 第二章 文獻探討 5 第一節 策略 5 第二節 組織關鍵活動 11 第三節 數位轉型 17 第四節 台灣計程車產業概況 21 第三章 研究方法與設計 27 第一節 研究方法選擇 27 第二節 研究流程 29 第四章 研究結果 34 第一節 T公司介紹 34 第二節 T公司之組織關鍵活動 41 第三節 T公司之數位轉型概況 52 第五章 研究分析與討論 60 第一節 T公司之組織關鍵活動與數位轉型 60 第二節 T公司之組織策略類型與各項活動對應之層級 62 第三節 T公司進行數位轉型之原因探討 63 第四節 T公司之數位轉型成效衡量 64 第五節 T公司之組織關鍵活動優先順序探討 66 第六節 小結 70 第七節 其他研究發現 72 第六章 研究結論與建議 74 第一節 研究結論 74 第二節 研究限制 77 第三節 後續研究建議 78 參考文獻 79 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108363108 en_US dc.subject (關鍵詞) 組織關鍵活動 zh_TW dc.subject (關鍵詞) 數位轉型 zh_TW dc.subject (關鍵詞) 綜效 zh_TW dc.subject (關鍵詞) 計程車產業 zh_TW dc.subject (關鍵詞) Organizational Critical Activities en_US dc.subject (關鍵詞) Digital Transformation en_US dc.subject (關鍵詞) Synergy en_US dc.subject (關鍵詞) Taxi Industry en_US dc.title (題名) 以組織策略的觀點探討組織關鍵活動與數位轉型之關聯性：以T公司為例 zh_TW dc.title (題名) The Relationship between Organizational Critical Activities and Digital Transformation based on Organizational Strategy：The Case of T Company en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 中文部分： U-Car 編輯部，2017，邁向零傷亡的未來交通—自動駕駛發展趨勢總論。 司徒達賢(民83)。 策略矩陣分析法基礎。管理評論。13捲2期。 司徒達賢(民84)。 策略管理。台北：遠流出版。 司徒達賢(民90)。「策略管理新論 – 觀念架構與分析方法」。台北：智勝書局 吳思華(2000)。策略九說:策略思考的本質。台北:臉譜出版。 李家汶(民 103)。建構組織關鍵活動與資訊科技使用模式之理想廓形:以連鎖餐飲業為例。國立中正大學資訊管理研究所碩士論文，未出版。 李瓊淑(民 106)。台灣大車隊發展與個案研究。國立政治大學商學院經營管理碩士學程全球台商班碩士論文，未出版。 胡幼慧(民 85)。質性研究:理論、方法及本土女性研究實例。台北:巨流圖書。 徐彥婷(民 109)。數位動態能力對數位轉型之影響 - 策略彈性之干擾效果。東海大學企業管理研究所碩士論文，未出版。 張逸翔(民 109)。數位轉型之實務探討：驅動因子、關鍵要素、及績效評量。國立政治大學企業管理研究所碩士論文，未出版。 許士軍(民 77)。管理學(八版)。台北：東華書局。 許文琇(民 98)。組織關鍵活動與組織策略類型關聯性之研究。國立中正大學資 訊管理研究所碩士論文，未出版，嘉義縣。 陳昱豪(民 102，4 月)。醫療組織關鍵活動與資訊科技能力連結對組織績效之影響-資源基礎理論之觀點。2013 資訊科技國際研討會，台中市。 詹文男(2019)。數位轉型新視界台灣準備好了沒。TEEMA Times，141， 12-13。 英文部分： Andriole, S.J. (2017). Five myths about digital transformation. MIT Sloan Management Review, 58(3), 13-22. Ansoff, H.I. (1965). Corporate strategy. McGraw-Hill, New York. Anthony, R. N.(1965) Planning and Control System: A Framework for Analysis. Harvard Business School, Boston, MA. Bekkhus, R. (2016, December 11). Do KPIs used by CIOs decelerate digital business transformation? The case of ITIL【Paper presentation】. Digital Innovation, Technology, and Strategy Conference. Bergek, A., Berggren, C., & Tell, F. (2009). Do technology strategies matter? A comparison of two electrical engineering corporations, 1988–1998.Technology Analysis & Strategic Management, 21(4), 445-470. Berghaus, S., and Back, A. (2016, September 4-6 ). Stages in digital business transformation: Results of an empirical maturity study【Paper presentation】. Mediterranean Conference on Information Systems, Paphos, Cyprus. Chandler, A. D. (1962). Strategy and structure. MA: MIT press. Commerce Centric. (2019). Measuring Digital Transformation: It`s Not Rocket Science. Retrieved July 5, 2020, from:https://medium.com/@CommerceCentric/measuring-digital-transformation-its-not-rocket-science-e8fcc140c94f . Demirkan, H., Spohrer, J.C., and Welser, J.J. (2016). Digital innovation and strategic transformation. IT Professional, 18(6), 14-18. Glueck W. F. (1976), Business Policy, Strategy Formation and Management Action (2nd ed.),New York: Macgraw-Hill. Gorry, G. A. & Scott Morton, M. S. (1971). A framework for management information systems. Sloan Management Review, 13(1), 55-70. Hamel, G. & Prahalad, C. K. (1994) Strategy as a field of study: Why search for a new paradigm? Strategic Management Journal, 15(5), 5-16. Hess, T., Matt, C., Benlian, A., and Wiesböck, F. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15(2), 123-139. Hofer, C. W. & Dan Schendel (1978) Strategy Formation: Analytical Concept. St. Paul: West Publishing Co. Hung, W. H. (2006). Supporting organizational critical activities from Web sites: An evaluation methodology development. Unpublished doctoral dissertation, University of Waikato, New Zealand. IT Pro. (2020). Five reasons why digital transformation is essential for business growth. Retrieved July 5, 2020, from: https://www.itpro.co.uk/strategy/29899/three-reasons-why-digital- transformation-is-essential-for-business-growth. Kane, G.C. (2017). Digital maturity, not digital transformation. MIT Sloan Management Review. Scribbr. https://sloanreview.mit.edu/article/digital-maturity-not-digital-transformation/ Kotler, P. (1976), “Marketing Management, Analysis,Planning and Controls”, New Jersey: Prentice-Hall. Kotler, P., (1976). “Marketing Management, Analysis, Planning and Controls”, New Jersey: Prentice-Hall. Lewin, K. (1947). Frontiers in group dynamics. Human Relation, 1: 5-41. Liere-N.K, Packmohr, S., and Vogelsang, K. (2018). Drivers of digital transformation in manufacturing. Paper presentation at the 51th Hawaii International Conference on System Sciences, Hilton Waikoloa Village, Hawaii. Liere-Netheler, K., Vogelsang, K., & Packmohr, S. (2018). Drivers of digital transformation in manufacturing. In 51st Hawaii International Conference on System Sciences (HICSS), Waikoloa, Hawaii (2018), Shidler College of Business, 3926-3935. Martilla, J. A. and James, J. C., “Importance-Performance Analysis”, Journal of Marketing, Vol. 41, No. 1, 1977, pp. 77-79. Matt, C., T. Hess, and Benlian. 2015. Digital transformation strategies. Business Information Systems Engineering 57 (5):339-343. Mintzberg, H. (1978). Patterns in strategy formulation. Management Science, 24(9), 934-948. Porter, M. E. (1980). Competitive strategy: techniques for analyzing industries and competitors. The Free Press, New York. Porter, M. E. (1985). The Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press, New York. Porter, M. E. (1996). What is strategy? Harvard Business Review, November/December. Rita Gunther McGrath, (2013). The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast as Your Business, Harvard Business Review. Roth, W. M., & Lee, Y. J. (2007). “Vygotsky’s neglected legacy”: Cultural-historical activity theory. Review of Educational Research, 77(2), 186-232. Snow, C. C., & Hambrick, D. C. (1980). Measuring organizational strategies: Some theoretical and methodological problems. Academy of Management Review, 5(4), 527-538. Spieth, P., and Schneider, S. (2016). Business model innovativeness: Designing a formative measure for business model innovation. Journal of Business Economics, 86(6), 671-696. Turney, P. B. B. (1994) Activity-based management. In B. J. Brinker (eds.), Activity-Based Management (B2-1-B2-9). Boston: Warren, Gorham and Lamont. Turney, P. B. B. (1994) Activity-based management. In B. J. Brinker (eds.), Activity-Based Management (B2-1-B2-9). Boston: Warren, Gorham and Lamont. Ulas, D. (2019). Digital transformation process and SMEs. Procedia Computer Science, 158, 662-671. Verhoef, P.C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J.Q., Fabian, N., and Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889-901. Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118-144. Wernerfelt, B. (1984) A Resourced-Based View of the Firm. Strategic Management Journal, 5(2), 171-180. Westerman, G., Bonnet, D., and McAfee, A. (2014). The nine elements of digital transformation. MIT Sloan Management Review, 55(3), 1-6. https://dixital.cec.es/wp- content/uploads/presentacions/presentacion08.pdf Yin, R. K. (2013). Case Study Research: Design and Methods. California: Sage. zh_TW dc.identifier.doi (DOI) 10.6814/NCCU202101466 en_US
