| dc.contributor.advisor | 黃國峯 | zh_TW |
| dc.contributor.advisor | Huang, Kuo-Feng | en_US |
| dc.contributor.author (Authors) | 潘順完 | zh_TW |
| dc.contributor.author (Authors) | Pan, Shun-Wan | en_US |
| dc.creator (作者) | 潘順完 | zh_TW |
| dc.creator (作者) | Pan, Shun-Wan | en_US |
| dc.date (日期) | 2022 | en_US |
| dc.date.accessioned | 1-Jul-2022 16:15:57 (UTC+8) | - |
| dc.date.available | 1-Jul-2022 16:15:57 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Jul-2022 16:15:57 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0109932439 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/140628 | - |
| 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) | 109932439 | zh_TW |
| dc.description.abstract (摘要) | 本研究之研究發現如下：一、本研究之研究者是透過什麼方式來培養雙融領導策略。（一）Ｐ君擅長於在2000年網路泡沫，2008年金融大海嘯，2011年歐債危機及2020嚴峻新冠疫情之絕佳進場時機，以低價買進土地，例如，桃園市中壢區內壢段開發案及新北市埔墘段開發案兩個開發案，即為經典的案例。（二）自行創業之項目為Ｐ君建議Ｈ個案公司而沒有採用之案子(例如第七章所投資的開發案)，運用Ｈ個案公司品牌及人力資源管理（HRM），整合Ｐ君與同業在Ｈ個案公司的體制之外共同投資土地與房屋。（三）鑽研新知是Ｐ君成長習慣，天時不如地利、地利不如人和為P君待人處事之態度，P君累積多年的專業實績增加視野、奠定獨有的透視洞察力，串連Ｈ個案公司體制之外的多邊平台，將最新的絕佳資訊透過投資創業回饋給母公司Ｈ公司之案例共有桃園市中壢區內壢段開發案及新北市埔墘段開發案兩個開發案，從而達到互利雙贏的綜效及專業經理人與創業家雙融發展。二、透過這樣的雙融領導策略，個案公司與本研究之研究者個人分別產生哪些效益與好處透過雙融領導策略體制外投資帶給個案公司與本研究之研究者個人產生的效益與好處如下:（一）在體制外與同行之專業經理人，共同投資土地與房屋策略聯盟之多邊平台互動串連，運用地方人脈之關係，研究者參與公司體制外參與企業投資項目之四個案例桃園市平鎮區新光段702地號、桃園市楊梅區高獅段563地號、台中市潭子區僑忠段220地號、台南市新市區三舍段.大營段584地號皆採用銀行法拍，做不良債權之標售，法拍可能必須解決法拍蟑螂之占用與侵權問題，雖然取得有價值土地的成本比較低，但是有高報酬就有高風險。（二）由於目前嚴峻之新冠疫情，促使台商回流，使得房地產交易熱絡另外工業設廠需求倍增。Ｐ君擅長於在絕佳進場時機，以低價買進土地，運用Ｈ個案公司品牌及人力資源管理（HRM），將Ｈ個案公司之單一平台與同業在Ｈ個案公司的體制之外共同投資土地與房屋策略聯盟之多邊平台互動串連。（三）Ｐ君運用其多年經驗之透視洞察力與視野，串連Ｈ個案公司體制之外的多邊平台，將最新的絕佳資訊回饋給母公司Ｈ個案公司，從而達到互利雙贏的綜效及專業經理人與Ｈ個案公司體制之外創業家雙融發展，所以Ｐ君之體制外投資，會帶給公司許多的效益或好處。（四）本研究的雙融領導策略是指具備創業家精神的專業經理人，本研究之研究者因為具備創業家精神，故對決策模式會比較傾向於評估長期的目標與效益，但是在經營Ｈ個案公司的過程之中，因為具備創業家精神，同時發展個人事業，而此事業同時會對公司經營具有長期正面效益，透過此種的雙融領導策略過程，同時兼顧個人與組織長期的目標與利益。(五) 一個成功的雙融領導策略建立在良好道德感的領導人之基礎上。 | zh_TW |
| dc.description.abstract (摘要) | The findings of this study are as follows:1.How did the researcher in this study cultivate the dual-role leadership strategy?(1) Mr. P is good at buying land at low prices during the Internet bubble in 2000, the financial tsunami in 2008, the European debt crisis in 2011, and the severe COVID-19 epidemic in 2020. For example, Zhongli, Taoyuan City, the development of the Li section in the district and the development of the Puchang section in New Taipei City are two classic cases.(2) The project that Mr. P started his own business was a case that Mr. P suggested H company (for example, the development project invested in Chapter 7). Mr. P and his peers invested in lands and other companies outside the H company. Mr. P leveraged the H company brand and human resource management (HRM) to ’integrated Mr. P and peers’ invested projects outside the H company.(3) Mr. P uses his years of experience, insight and vision to connect the multilateral platforms outside the H company’s system to provide the latest excellent information to the parent company through the investment and entrepreneurship. There are two development projects in the Li section in Zhongli District of the Taoyuan City and the development in the Puchang section in New Taipei City were to achieve the mutual benefit and win-win synergy and the development of professional managers and entrepreneurs.2. Through such a dual-role leadership strategy, there are benefits on the case company and the individual researcher of this study. The benefits are as follows:(1) Outside the system, the multi-lateral platform of the strategic alliance for joint investment in land and housing with professional managers of the same industry is connected by using the relationship of local contacts. The researcher participated in the four cases of participating in corporate investment projects outside the company system. Taoyuan City Ping No. 702, Xinguang Section, Taoyuan City, No. 563, Gaoshi Section, Yangmei District, Taoyuan City, No. 220, Qiaozhong Section, Tanzi District, Taichung City, Sanshe Section, Xinshi District, Tainan City. No. 584, Daying Section. All of them were acquired by the banking method auction, and auction of bad debts. Foreclosure may have to solve the problem of occupation and infringement of cockroaches in foreclosure. Since the cost of acquiring valuable land is relatively low, high rewards come with high risks.(2) Due to the severe COVID-19 epidemic, which has prompted the return of Taiwanese businessmen, the real estate transactions are booming and the demand for the industrial factories has doubled. Mr. P is usually good at buying land at a low price at the best time to enter the market. The project of Mr. P`s self-employment is a case where Mr. P suggested H Company. Mr. P and his peers invested in the strategic alliance of land and housing outside the system of the H Company jointly. Mr. P can leverage the company`s brand and human resource management (HRM) of H Company to integrate Mr. P and his peers’ invested projects outside the H company.(3) Mr. P uses his years of experience, insight and vision to connect the multilateral platforms outside the H company system, and feedbacks the latest excellent information to the parent company H company, so as to achieve mutual benefit and win-win synergy and the professional managers and entrepreneurs outside the H company`s system. The investment outside the system of P`s system will bring many benefits to the H company.(4) The dual-role leadership strategy of this study refers to the professional managers with entrepreneurial spirit. Because of their entrepreneurial spirit of investing outside the system of the company, they tend to evaluate long-term goals and benefits for decision-making models. During the process, because of the entrepreneurial spirit, he also develops his personal business with investment outside the company, and this investment business outside the system will also have long-term positive benefits for the company`s operation and the company`s long-term goals and interests.(5) The assumption of well dual-role leadership strategy is based on the ethic of the leader. | en_US |
| dc.description.tableofcontents | 致謝詞 Ⅰ摘要 ⅡAstract Ⅳ目次 Ⅵ表目錄 Ⅷ圖目錄 Ⅸ第一章 緒論 1第一節 研究問題 1第二節 專業經理人與創業家精神之定義 1第三節 運用雙融領導策略來解決所任職H個案公司目前最大的挑戰 4第二章 從基層做起 13第一節 Ｐ君的個人成長年表（生命的故事） 13第二節 台灣營建產業介紹與Ｈ個案公司簡介 15第三章 開發部門發展 32第一節 升遷歷程 32第二節 早期開發案 32第三節 競爭之挑戰 32第四節 Ｐ君所累積之資源與能力 35第五節 Ｐ君此階段之創業 35第四章 土城日月光開發案 37第一節 開發案概況 37第二節 所面臨挑戰與問題 41第三節 解決方案與成果 41第四節 Ｐ君所累積之資源與能力 42第五章 竹北開發案 43第一節 開發案概況 43第二節 所面臨挑戰與問題 44第三節 解決方案與成果 44第四節 Ｐ君所累積之資源與能力 44第六章 研究者透過投資創業回饋給母公司之案例 46第一節 桃園市中壢區內壢段開發案 46第二節 新北市埔墘段開發案 51第三節 Ｐ君所累積之資源與能力 54第七章 研究者參與公司體制外參與企業投資項目 55第一節 桃園市平鎮區新光段702地號 55第二節 桃園市楊梅區高獅段563地號 55第三節 台中市潭子區僑忠段220地號 56第四節 台南市新市區三舍段、大營段584地號 56第五節 競業與兼職的正當性 57第六節 體制外投資帶給公司那些效益或幫助 57第八章 研究發現與實務意涵 59第一節 研究發現 59第二節 實務意涵 69參考文獻 71 | zh_TW |
| dc.format.extent | 2437636 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0109932439 | en_US |
| dc.subject (關鍵詞) | 專業經理人 | zh_TW |
| dc.subject (關鍵詞) | 創業家精神 | zh_TW |
| dc.subject (關鍵詞) | 雙融領導策略 | zh_TW |
| dc.subject (關鍵詞) | Professional managers | en_US |
| dc.subject (關鍵詞) | Entrepreneurship | en_US |
| dc.subject (關鍵詞) | Dual-role leadership strategies | en_US |
| dc.title (題名) | 專業經理人與創業家精神雙融領導策略發展：以Ｈ營建公司為例 | zh_TW |
| dc.title (題名) | The Dual-Role Leadership Strategy of the Professional Manager and Entrepreneurship: A Case study of H Construction Company | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 一、中文文獻1.林瑞陽，（2001）。臺灣營建產業不同發展階段經營戰略分析之研究。2.司徒達賢，(2005)。管理學的新世界。台北，天下文化。二．英文文獻1. Hagedoorn, J. (1996). Innovation and Entrepreneurship: Schumpeter Revisited, academic.oup.com.2.Drucker, P. ( 2014) . Innovation and entrepreneurship, butterworth-Heinemann publishing company,108-126.3.Parsons, T. (1971). The systems of modern societies. Prentice-Hall. | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202200514 | en_US |
