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題名 傳統產業邁向數位之路-接班後的組織變革歷程
The Road to the Digital Transformation: A Case Study of the Successor Leading Change作者 張庭維
Chang, Ting-Wei貢獻者 巫立宇<br>于卓民
張庭維
Chang, Ting-Wei關鍵詞 數位轉型
接班人
組織變革
Digital transformation
Succession planning
Organization change日期 2023 上傳時間 1-Sep-2023 15:04:49 (UTC+8) 摘要 受到新冠疫情以及中美貿易戰等因素的影響，改變了人們的工作及消費型態，也加速了企業推動數位轉型的步伐。本研究以一接班人成功推動數位轉型的個案為例，探討影響企業啟動數位轉型的因素、推動數位轉型過程中所面對的困難與解決困難的對策，以及個案公司評估數位轉型的指標，最後，歸納出企業推動數位轉型成功的要素。透過個案研究分析的結果顯示，影響個案公司啟動數位轉型的因素，內在因素包括：領導人對經營環境的危機感、產品製程改善與創新、數據資料蒐集與成本考量等；外在因素則包括：中美貿易戰爭、新冠疫情所引發的全球分工佈局、顧客消費型態改變與政府法規等，其中，本個案中二代接班人對數位轉型危機的覺察，是此個案公司啟動數位轉型最大的驅動力。個案公司三階段數位轉型的推動過程，所遭遇的問題包括工作流程不明確、員工抗拒、新冠疫情影響生產運作及行銷活動，以及面臨實踐ESG等問題，而個案公司透過溝通、調薪、推動績效考核、透過小型實作計畫創造成功、重塑企業文化、教育訓練與塑造健康安全職場等方法，克服推動時的難題。而個案公司領導者與員工提出可以用來評估數位轉型成功的指標涵括了財務、流程、員工成長與創新、創新及企業發展能耐等面向的指標，最後，透過個案分析，歸納出個案公司轉型成功的因素，期望所提出的研究結論，可以提供給想要推動數位轉型，但又不知如何推動的企業參考，以提供實務的貢獻。
Coronavirus and US-China trade war have been hurt the global economy and business development. They also changed people’s work style and consumer behaviors and faster the enterprises to promote the digital transformation. By take a case of successor successfully promoted digital transformation, we investigated what the drivers of digital transformation, what were the difficulties encountered and how to deal with these difficulties in the transformation process and how to evaluate the performance of digital transformation. And we also summarized the key factors for enterprise to promote the success of digital transformation, hope to provide our practical contributions.The results of the case study analysis show that the factors affecting the case company‘s initiation of digital transformation include internal factors such as leaders’ sense of crisis about the business environment, product process improvement and innovation, data collection and cost considerations; external factors include US-China trade war, global division of labor caused by COVID-19 pandemic, changes in customer consumption patterns and government regulations. Among them, the second-generation successor‘s awareness of digital transformation crisis is the biggest driving force for this case company to initiate digital transformation. The problems encountered in promoting the three-stage digital transformation process of the case company include unclear work processes, employee resistance, production operations and marketing activities affected by COVID-19 pandemic, and facing ESG issues. The case company overcomes difficulties during promotion through communication, salary adjustment, promotion of performance appraisal, creation of successful small-scale implementation projects, reshaping corporate culture, education and training and shaping a healthy and safe workplace. The indicators proposed by leaders and employees of the case company for evaluating successful digital transformation include financial indicators, process indicators, employee growth and innovation indicators, innovation and corporate development capabilities. Finally, through case analysis, it summarizes the factors for successful corporate transformation. It is expected that the research conclusions proposed can provide practical contributions to enterprises that want to promote digital transformation but do not know how to promote it.”參考文獻 王琪(2021)，「以策略行銷分析架構探討數位轉型的成功案例」，國立政治大學企業管理碩士學程碩士論文。王維聰 (2021)，「企業進行數位轉型的規劃思維」，哈佛商業評論，2021年2月數位版，引用自https://www.hbrtaiwan.com/article_content_AR0010235.html。石滋宜 (1996)，世紀變革，臺北：中國生產力中心。李世珍 (2020)，「後疫時代中小企業數位轉型之契機」，國土及公共治理季刊，8(4)，54-63.李吉仁 (2019)，「企業轉型四大關鍵，邁向創造價值的未來驅動變革成為轉機」， 哈佛商業評論，2019年4月號。李吉仁、吳相勳 (2014)，從卓越到長青的關鍵決策－標竿龍頭企業屹立20年的致勝心法，台北：天下雜誌。李光斌、彭志強、王仁聖、林冠仲 (2020)，「運用平衡計分卡建構台灣企業數位轉型之評估模型」，科技管理學刊，25(4)，1-35。李淳(2020)，「新冠肺炎疫情之長期影響及新常態趨勢」，引自：https://web.wtocenter.org.tw/Page/85/342824。沈柏延 (2022)，「從動態能力的觀點探討企業的數位轉型」，國立政治大學科技管理與智慧財產碩士學程碩士論文。吳怡靜 (2019)，「麥肯錫報告：只有3%公司能成功，數位轉型難在哪裡？」，天下雜誌，第678期。林顯明 (2015)，「各國工業 4.0 策略與發展：對臺灣的機會與挑戰」，引用自https://web. wtocenter.org.tw/file/newsletter/827/Newsletter470.pdf.許士軍 (1995)，管理學，台北市：東華。許士軍 (2001)，管理學，台北市：東華。許毓珉 (2019)，「電子製造業數位轉型之研究—以F公司為例」，國立臺灣大學資訊管理學碩士學程碩士論文。曾哲于(2022)，「從永續供應鏈角度出發 - 台灣企業如何因應新冠病毒疫情的衝擊」，引自：https://www.ey.com/zh_tw/climate-change-sustainability-services/tackling-covid-19-from-the-perspective-of-supply-chain-sustainability賈集成(2021)，「電子資訊業數位轉型關鍵成功因素之探討」，國立中央大學高階主管企管碩士班碩士論文。資策會 (2020)， 數位轉型化育者，台北：資策會。經濟部中小企業處(2019)，2019年中小企業白皮書。引自：https://book.moeasmea.gov.tw/book/doc_detail.jsp?pub_SerialNo=2019A01634&click=2019A01634。遠見雜誌 (2019)，”台灣第一份，上市櫃與家族企業樹偉轉型大調查”，遠見雜誌，402期。蕭瑞麟 (2017)，不用數字的研究: 質性研究的思辯脈絡(4版)，台北：五南。詹文男 (2022)，【數位轉型】企業轉型怎麼做？詹文男成立數位轉型學院，提供轉型策略目錄！引自：https://www.inside.com.tw/article/28883-digital-transformation-institute- interviewBaculard, L. P. (2017), “To lead a digital transformation, CEOs must prioritize”, Harvard Business Review, 1-6.Bibla, M. (2020), “Why Business are Experiencing a Digital Transformation”, cite by https://blog.atomicreach.com/why-businesses-are-experiencing-a-digital-transformation.Bluhm, D.J., Harman, W., Lee, T.W. and Mitchell, T.R. (2011), “Qualitative research in management: A decade of progress”, Journal of Management Studies, 48, 1866- 91.Bughin, J. and Catlin, T. (2017), “What successful digital transformations have in common”. Harvard Business Review, 1-5.Commerce Centric. (2019), “Measuring Digital Transformation: It`s Not Rocket Science”, cite from: https://medium.com/@CommerceCentric/measuring-digital-transformation-its-not-rocket-science-e8fcc140c94f.Cummings, T. G. and Worley, C. G. (1997), Organization development and change (6th ed.), USA: ITP.Cummings, T. G. and Worley, C. G. (2009), Organization development and change(9th ed.), Sydney: South-Western/Cengage Learning.Cummings, T. G., and Worley. (2015), Organization Development and Change (10th ed.), Stamford: Cengage Learning.Fitzgerald, M., Kruschwitz, N., Bonnet, D., and Welch, M. (2013), “ Embracing digital technology: a new strategic imperative”. MIT Sloan Management Review, 55, 1–12. doi: 10.1057/palgrave.ejis.3000650.Kaminski, J. (2011), “ Theory applied to informatics-Lewin’s change theory”, CJNI: Canadian Journal of Nursing Informatics, 6(1), 1-4.Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., and Buckley, N. (2015), Strategy, Not Technology, Drives Digital Transformation. MIT Sloan Management Review and Deloitte University Press.Kanter, R. M., Stein, B. A., and Todd, D. J. (1992), The challenge of organizational Change, New York, NY: Free Press.Kotter. J. P. (1995), Leadership Change：The eight steps to transformation. In J. A. Conger, G. M. Spreitzer and E. E. Lawler (3th ed.), The leader’s change handbook：An essential guide to setting direction and taking action (p.87-89), San Francisco ： Jossey-bass Publishers.Kotter, J. P., and Dan S. C. (2002), The Heart of Change. Boston, MA: Harvard Business School Press.Lewin, K. (1951), Field theory in social sciences. New York, NY: Harper & RowLewin, K. (1947), “Frontiers in Group Dynamics”, Human Relations, 1 (1), 5-41.Liere-Netheler, K., Vogelsang, K. and 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.Robbins, S.P. (2001), Organizational Behavior (9th ed.), Prentice-Hall, Inc., New York.Robbins, S.P. and Coulter, M.A. (2014), Management (12th ed.), Pearson.Sailer, J. (2014), “M2M–Internet of Things-Web of Things–Industry 4.0.” e & i Elektrotechnik und Informationstechnik, 131(1), 3-4.SEMI (2019), https://www.semi.org/zh/blogs/technology-trends/industry-4.0.Senge, P. M. (1990), The fifth discipline: The art and practice of the learning organization. New York: Doubleday-Currency.Singh, A. and Hess, T. (2017), “How chief digital officers promote the digital transformation of their companies”. MIS Quarterly Executive, 16(1), 31–44.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.Warren, B. (2009)，領導，不需要頭銜，李元墩,陳璧清譯，臺北市 : 大是文化。Yin, R. K. (2009), Case Study Research: Design and Methods (4th ed.). Thousand Oaks, CA: Sage Publications. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
107932111資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107932111 資料類型 thesis dc.contributor.advisor 巫立宇<br>于卓民 zh_TW dc.contributor.author (Authors) 張庭維 zh_TW dc.contributor.author (Authors) Chang, Ting-Wei en_US dc.creator (作者) 張庭維 zh_TW dc.creator (作者) Chang, Ting-Wei en_US dc.date (日期) 2023 en_US dc.date.accessioned 1-Sep-2023 15:04:49 (UTC+8) - dc.date.available 1-Sep-2023 15:04:49 (UTC+8) - dc.date.issued (上傳時間) 1-Sep-2023 15:04:49 (UTC+8) - dc.identifier (Other Identifiers) G0107932111 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/146940 - 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) 107932111 zh_TW dc.description.abstract (摘要) 受到新冠疫情以及中美貿易戰等因素的影響，改變了人們的工作及消費型態，也加速了企業推動數位轉型的步伐。本研究以一接班人成功推動數位轉型的個案為例，探討影響企業啟動數位轉型的因素、推動數位轉型過程中所面對的困難與解決困難的對策，以及個案公司評估數位轉型的指標，最後，歸納出企業推動數位轉型成功的要素。透過個案研究分析的結果顯示，影響個案公司啟動數位轉型的因素，內在因素包括：領導人對經營環境的危機感、產品製程改善與創新、數據資料蒐集與成本考量等；外在因素則包括：中美貿易戰爭、新冠疫情所引發的全球分工佈局、顧客消費型態改變與政府法規等，其中，本個案中二代接班人對數位轉型危機的覺察，是此個案公司啟動數位轉型最大的驅動力。個案公司三階段數位轉型的推動過程，所遭遇的問題包括工作流程不明確、員工抗拒、新冠疫情影響生產運作及行銷活動，以及面臨實踐ESG等問題，而個案公司透過溝通、調薪、推動績效考核、透過小型實作計畫創造成功、重塑企業文化、教育訓練與塑造健康安全職場等方法，克服推動時的難題。而個案公司領導者與員工提出可以用來評估數位轉型成功的指標涵括了財務、流程、員工成長與創新、創新及企業發展能耐等面向的指標，最後，透過個案分析，歸納出個案公司轉型成功的因素，期望所提出的研究結論，可以提供給想要推動數位轉型，但又不知如何推動的企業參考，以提供實務的貢獻。 zh_TW dc.description.abstract (摘要) Coronavirus and US-China trade war have been hurt the global economy and business development. They also changed people’s work style and consumer behaviors and faster the enterprises to promote the digital transformation. By take a case of successor successfully promoted digital transformation, we investigated what the drivers of digital transformation, what were the difficulties encountered and how to deal with these difficulties in the transformation process and how to evaluate the performance of digital transformation. And we also summarized the key factors for enterprise to promote the success of digital transformation, hope to provide our practical contributions.The results of the case study analysis show that the factors affecting the case company‘s initiation of digital transformation include internal factors such as leaders’ sense of crisis about the business environment, product process improvement and innovation, data collection and cost considerations; external factors include US-China trade war, global division of labor caused by COVID-19 pandemic, changes in customer consumption patterns and government regulations. Among them, the second-generation successor‘s awareness of digital transformation crisis is the biggest driving force for this case company to initiate digital transformation. The problems encountered in promoting the three-stage digital transformation process of the case company include unclear work processes, employee resistance, production operations and marketing activities affected by COVID-19 pandemic, and facing ESG issues. The case company overcomes difficulties during promotion through communication, salary adjustment, promotion of performance appraisal, creation of successful small-scale implementation projects, reshaping corporate culture, education and training and shaping a healthy and safe workplace. The indicators proposed by leaders and employees of the case company for evaluating successful digital transformation include financial indicators, process indicators, employee growth and innovation indicators, innovation and corporate development capabilities. Finally, through case analysis, it summarizes the factors for successful corporate transformation. It is expected that the research conclusions proposed can provide practical contributions to enterprises that want to promote digital transformation but do not know how to promote it.” en_US dc.description.tableofcontents 第一章 緒論 1第一節 研究背景與動機 1第二節 研究問題與目的 3第三節 研究流程與章節簡介 4第二章 文獻探討 6第一節 組織變革 6第二節 數位轉型 12第三章 研究方法 23第一節 研究架構 23第二節 研究方法和資料收集 24第四章 個案分析 27第五章 結論與建議 69第一節 結論 69第二節 實務的建議 74第三節 研究限制與未來發展建議 76參考文獻 77 zh_TW dc.format.extent 2323376 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107932111 en_US dc.subject (關鍵詞) 數位轉型 zh_TW dc.subject (關鍵詞) 接班人 zh_TW dc.subject (關鍵詞) 組織變革 zh_TW dc.subject (關鍵詞) Digital transformation en_US dc.subject (關鍵詞) Succession planning en_US dc.subject (關鍵詞) Organization change en_US dc.title (題名) 傳統產業邁向數位之路-接班後的組織變革歷程 zh_TW dc.title (題名) The Road to the Digital Transformation: A Case Study of the Successor Leading Change en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 王琪(2021)，「以策略行銷分析架構探討數位轉型的成功案例」，國立政治大學企業管理碩士學程碩士論文。王維聰 (2021)，「企業進行數位轉型的規劃思維」，哈佛商業評論，2021年2月數位版，引用自https://www.hbrtaiwan.com/article_content_AR0010235.html。石滋宜 (1996)，世紀變革，臺北：中國生產力中心。李世珍 (2020)，「後疫時代中小企業數位轉型之契機」，國土及公共治理季刊，8(4)，54-63.李吉仁 (2019)，「企業轉型四大關鍵，邁向創造價值的未來驅動變革成為轉機」， 哈佛商業評論，2019年4月號。李吉仁、吳相勳 (2014)，從卓越到長青的關鍵決策－標竿龍頭企業屹立20年的致勝心法，台北：天下雜誌。李光斌、彭志強、王仁聖、林冠仲 (2020)，「運用平衡計分卡建構台灣企業數位轉型之評估模型」，科技管理學刊，25(4)，1-35。李淳(2020)，「新冠肺炎疫情之長期影響及新常態趨勢」，引自：https://web.wtocenter.org.tw/Page/85/342824。沈柏延 (2022)，「從動態能力的觀點探討企業的數位轉型」，國立政治大學科技管理與智慧財產碩士學程碩士論文。吳怡靜 (2019)，「麥肯錫報告：只有3%公司能成功，數位轉型難在哪裡？」，天下雜誌，第678期。林顯明 (2015)，「各國工業 4.0 策略與發展：對臺灣的機會與挑戰」，引用自https://web. wtocenter.org.tw/file/newsletter/827/Newsletter470.pdf.許士軍 (1995)，管理學，台北市：東華。許士軍 (2001)，管理學，台北市：東華。許毓珉 (2019)，「電子製造業數位轉型之研究—以F公司為例」，國立臺灣大學資訊管理學碩士學程碩士論文。曾哲于(2022)，「從永續供應鏈角度出發 - 台灣企業如何因應新冠病毒疫情的衝擊」，引自：https://www.ey.com/zh_tw/climate-change-sustainability-services/tackling-covid-19-from-the-perspective-of-supply-chain-sustainability賈集成(2021)，「電子資訊業數位轉型關鍵成功因素之探討」，國立中央大學高階主管企管碩士班碩士論文。資策會 (2020)， 數位轉型化育者，台北：資策會。經濟部中小企業處(2019)，2019年中小企業白皮書。引自：https://book.moeasmea.gov.tw/book/doc_detail.jsp?pub_SerialNo=2019A01634&click=2019A01634。遠見雜誌 (2019)，”台灣第一份，上市櫃與家族企業樹偉轉型大調查”，遠見雜誌，402期。蕭瑞麟 (2017)，不用數字的研究: 質性研究的思辯脈絡(4版)，台北：五南。詹文男 (2022)，【數位轉型】企業轉型怎麼做？詹文男成立數位轉型學院，提供轉型策略目錄！引自：https://www.inside.com.tw/article/28883-digital-transformation-institute- interviewBaculard, L. 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