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題名 高永續工作系統：推動ESG的策略性人力資源管理新典範
THE HIGH SUSTAINABILITY WORK SYSTEM: A NEW STRATEGIC HRM PARADIGM OF ESG IMPLEMENTATION
作者 田錦宏
Tyan, Jonah
貢獻者 林月雲
Lin, Y.Y. Carol
田錦宏
Tyan, Jonah
關鍵詞 高永續工作系統
策略性人力資源
環境社會治理
企業社會責任
永續發展目標
永續管理
利害關係人資本主義
Stakeholder capitalism
High sustainability work system (HSWS)
Strategic HRM
ESG
Corporate social responsibility (CSR)
Sustainable development goals (SDGs)
Sustainability management
日期 2023
上傳時間 6-Jul-2023 16:43:26 (UTC+8)
摘要 在認知到ESG管理在理論架構及實務執行間的缺口，此研究的目的旨在找出人力資源如何能為ESG的執行做出策略性的貢獻。從2022年道瓊永續發展指數中挑選32家公司的永續報告書，這些個案公司涵蓋24個產業並遍及18個國家，透過多重個案分析的方法來建構高永續工作系統。高永續工作系統連結公司的ESG永續策略，其架構由五個相關的HR策略所組成：吸引與留住人才以確保人才庫、推動績效管理與發展來建構能力、建立多元、平權、包容的工作環境、創造關懷與友善的職場、發展共榮的社會等。透過高永續工作系統的實證模式進一步驗證其效能與實用性。從分析台灣公開發行之607家公司的資料，發現高永續工作系統對公司之ESG永續策略與公司績效間有顯著的中介效果，其中公司績效以淨利與股東權益報酬率為變數。同時分析結果也顯示高永續工作系統同時也扮演公司治理與績效間的完全中介角色。除此之外，高永續工作系統對公司績效具有顯著的預測能力。此研究所建構的高永續工作系統根源於利害關係人資本主義之理論基礎上，並獲得實證研究的驗證支持，標示為可推進ESG執行之策略性人力資源管理的新典範。
Recognizing the gap between the theoretical frameworks and the practical applications regarding ESG management, this study aims to identify how HR can contribute to ESG implementation strategically. The multiple cases composed of 32 ESG reports from 2022 DJSI World Index covering 24 industries and 18 nations are analyzed to build a high sustainability work system (HSWS). The HSWS framework connecting ESG strategies is consisted of five interrelated HR strategies: attracting and retaining talents to ensure talent pool; implementing performance management and development to build capability; building a diversity, equality, and inclusive work environment; creating a caring and friendly workplace; and developing co-prosperity with society. An empirical HSWS model is further built to validate its effectiveness and application in the field. Through analyzing 607 firm level data from public listed companies in Taiwan, I find that HSWS practices mediate the relationship between a firm’s ESG strategy and firm performance consisting of net profit and return on equity. In addition, HSWS practices also perfectly mediate the relationship between corporate governance and firm performance. Furthermore, the HSWS practices significantly predict the effects of firm performance. The proposed HSWS model constructed under stakeholder capitalism and validated empirically represents a new strategic HRM paradigm to advance ESG implementation.
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描述 博士
國立政治大學
企業管理學系
106355506
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106355506
資料類型 thesis
dc.contributor.advisor 林月雲zh_TW
dc.contributor.advisor Lin, Y.Y. Carolen_US
dc.contributor.author (Authors) 田錦宏zh_TW
dc.contributor.author (Authors) Tyan, Jonahen_US
dc.creator (作者) 田錦宏zh_TW
dc.creator (作者) Tyan, Jonahen_US
dc.date (日期) 2023en_US
dc.date.accessioned 6-Jul-2023 16:43:26 (UTC+8)-
dc.date.available 6-Jul-2023 16:43:26 (UTC+8)-
dc.date.issued (上傳時間) 6-Jul-2023 16:43:26 (UTC+8)-
dc.identifier (Other Identifiers) G0106355506en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/145845-
dc.description (描述) 博士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理學系zh_TW
dc.description (描述) 106355506zh_TW
dc.description.abstract (摘要) 在認知到ESG管理在理論架構及實務執行間的缺口，此研究的目的旨在找出人力資源如何能為ESG的執行做出策略性的貢獻。從2022年道瓊永續發展指數中挑選32家公司的永續報告書，這些個案公司涵蓋24個產業並遍及18個國家，透過多重個案分析的方法來建構高永續工作系統。高永續工作系統連結公司的ESG永續策略，其架構由五個相關的HR策略所組成：吸引與留住人才以確保人才庫、推動績效管理與發展來建構能力、建立多元、平權、包容的工作環境、創造關懷與友善的職場、發展共榮的社會等。透過高永續工作系統的實證模式進一步驗證其效能與實用性。從分析台灣公開發行之607家公司的資料，發現高永續工作系統對公司之ESG永續策略與公司績效間有顯著的中介效果，其中公司績效以淨利與股東權益報酬率為變數。同時分析結果也顯示高永續工作系統同時也扮演公司治理與績效間的完全中介角色。除此之外，高永續工作系統對公司績效具有顯著的預測能力。此研究所建構的高永續工作系統根源於利害關係人資本主義之理論基礎上，並獲得實證研究的驗證支持，標示為可推進ESG執行之策略性人力資源管理的新典範。zh_TW
dc.description.abstract (摘要) Recognizing the gap between the theoretical frameworks and the practical applications regarding ESG management, this study aims to identify how HR can contribute to ESG implementation strategically. The multiple cases composed of 32 ESG reports from 2022 DJSI World Index covering 24 industries and 18 nations are analyzed to build a high sustainability work system (HSWS). The HSWS framework connecting ESG strategies is consisted of five interrelated HR strategies: attracting and retaining talents to ensure talent pool; implementing performance management and development to build capability; building a diversity, equality, and inclusive work environment; creating a caring and friendly workplace; and developing co-prosperity with society. An empirical HSWS model is further built to validate its effectiveness and application in the field. Through analyzing 607 firm level data from public listed companies in Taiwan, I find that HSWS practices mediate the relationship between a firm’s ESG strategy and firm performance consisting of net profit and return on equity. In addition, HSWS practices also perfectly mediate the relationship between corporate governance and firm performance. Furthermore, the HSWS practices significantly predict the effects of firm performance. The proposed HSWS model constructed under stakeholder capitalism and validated empirically represents a new strategic HRM paradigm to advance ESG implementation.en_US
dc.description.tableofcontents ACKNOWLEDGEMENT iii
摘 要 iv
ABSTRACT v
CHAPTER ONE: INTRODUCTION 1
CHAPTER TWO: THEORETICAL PERSPECTIVE 10
2.1 ESG as the convergence of sustainability and CSR 10
2.2 Evolution from sustainability to ESG management 20
2.3 HR’s strategic responses to ESG management 24
2.4 High sustainability work system 28
CHAPTER THREE: STUDY 1–METHODS 32
3.1 Sample 32
3.2 Data analysis 37
3.3 Data interpretation 41
3.4 ESG component 42
CHAPTER FOUR: STUDY 1–RESULTS 45
4.1 ESG pillars, themes, and domains 45
4.2 Functional responsibilities of ESG issues 47
4.3 HR`s contributions to ESG management 52
4.4 Panel discussions and feedbacks 57
CHAPTER FIVE: STUDY 2–HIGH SUSTAINABILITY WORK SYSTEM 63
5.1 Integration of ESG strategy with HRM strategy 63
5.2 Constitutes of HSWS 66
5.3 Illustrations of HSWS through sample firms 70
CHAPTER SIX: STUDY 2–EMPIRICAL STUDY OF HSWS PRACTICES 83
6.1 Operationalization of HSWS model 83
6.2 Theoretical model and hypotheses development 85
6.3 Methods 90
6.4 Results 92
6.5 Discussion 97
CHAPTER SEVEN: DISCUSSION FOR STUDY 1 AND STUDY 2 101
7.1 Scalable HSWS framework 101
7.2 HR’s strategic contribution to ESG 103
7.3 The claim of new SHRM paradigm 105
7.4 Practicability and practical implications 108
7.5 Conclusions 111
7.6 Research limitations and future research 113
REFRERENCES 115
APPENDIX A. CODE CO-OCCURRENCE TABLES 135
APPENDIX B. PROXY VARIABLE ITEMS 141
APPENDIX C. CSO-CHRO RELATIONS 143		zh_TW
dc.format.extent 1874085 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106355506en_US
dc.subject (關鍵詞) 高永續工作系統zh_TW
dc.subject (關鍵詞) 策略性人力資源zh_TW
dc.subject (關鍵詞) 環境社會治理zh_TW
dc.subject (關鍵詞) 企業社會責任zh_TW
dc.subject (關鍵詞) 永續發展目標zh_TW
dc.subject (關鍵詞) 永續管理zh_TW
dc.subject (關鍵詞) 利害關係人資本主義zh_TW
dc.subject (關鍵詞) Stakeholder capitalismen_US
dc.subject (關鍵詞) High sustainability work system (HSWS)en_US
dc.subject (關鍵詞) Strategic HRMen_US
dc.subject (關鍵詞) ESGen_US
dc.subject (關鍵詞) Corporate social responsibility (CSR)en_US
dc.subject (關鍵詞) Sustainable development goals (SDGs)en_US
dc.subject (關鍵詞) Sustainability managementen_US
dc.title (題名) 高永續工作系統：推動ESG的策略性人力資源管理新典範zh_TW
dc.title (題名) THE HIGH SUSTAINABILITY WORK SYSTEM: A NEW STRATEGIC HRM PARADIGM OF ESG IMPLEMENTATIONen_US
dc.type (資料類型) thesisen_US
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