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題名 新創公司的混合工作模式
Hybrid working arrangements in startups
作者 蔡昊剛
Tsai, How-Kang
貢獻者 林月雲
Lin, Yeh-Yun
蔡昊剛
Tsai, How-Kang
關鍵詞 混合工作模式
新創
遠程辦公
適應性
員工滿意度
Hybrid working
Startups
Telecommuting
Adaptability
Employee satisfaction
日期 2023
上傳時間 1-Sep-2023 15:12:55 (UTC+8)
摘要 無
With the advances of technology and the commonality of the internet, a lot of activities and industries have transcended from face-to-face to a so-called “cloud” level. People conduct meetings online, take online courses, try on clothes or makeup virtually. The Internet was already making an impact on the way we have been doing for centuries. Then Covid came along. To avoid being physically present, people were forced to conduct their daily rituals virtually whether being education, business or other affairs. It stimulated the process of moving everything onto the internet. This study looks into the advantages of implementing a hybrid working model in startup companies and uses qualitative research methods by conducting interviews with startup employees that have a hybrid working model. After the research, it can be concluded that hybrid working styles enable early-stage startups to make the most of their limited resources. Startups operate in fast-moving, dynamic environments where adaptability and agility are crucial. These characteristics are compatible with hybrid working since it equips startups with the adaptability they need to overcome diverse obstacles. However, it`s important to remember that effective communication, trust-building, and clear expectations are required for hybrid working implementation in companies. Startups need to establish efficient means of remote collaboration, ensure that staff members have the necessary tools and support, and maintain a strong corporate culture even when staff members work from home.
參考文獻 Baldridge, R. (2022, October 16). What Is A Startup? The Ultimate Guide. Forbes Advisor.\nhttps://www.forbes.com/advisor/business/what-is-a-startup/\nBareket-Bojmel, L., Chernyak-Hai, L., & Margalit, M. (2023). Out of sight but not out of\nmind: The role of loneliness and hope in remote work and in job engagement.\nPersonality and Individual Differences, 202, 111955. https://doi.org/10.1016/j.paid.2022.111955\nBilling, F., Smet, A., Reich, A., & Schaninger, B. (2021). McKinsey Global Surveys, 2021: A\nyear in review. Mckinsey Global Institute.\nhttps://www.mckinsey.com/~/media/mckinsey/featured%20insights/mckinsey%20glo\nbal%20surveys/mckinsey-global-surveys-2021-a-year-in-review.pdf\nBlank, S. (2013, May 3). Why the Lean Start-Up Changes Everything. Harvard Business\nReview. https://hbr.org/2013/05/why-the-lean-start-up-changes-everything\nBloom, N., Liang, J., Roberts, J. D., & Ying, Z. J. (2015). Does Working from Home Work? Evidence from a Chinese Experiment *. Quarterly Journal of Economics, 130(1), 165–218. https://doi.org/10.1093/qje/qju032\nBoland, B., Smet, A., Palter, R., & Sanghvi, A. (2020, June 8). Reimagining the office and\nwork life after COVID-19. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/reimagining-the-office-and-work-life-after-covid-19\nBrown, J., Gosling, T., Sethi, B., Sheppard, B., Stubbings, C., Sviokla, J., Williams, J.,\nZarubina, D., & Fisher, L. (2018). Workforce of the future: The competing forces\nshaping 2030. PwC.\nhttps://www.pwc.com/gx/en/services/people-organisation/workforce-of-the-future/wo\nrkforce-of-the-future-the-competing-forces-shaping-2030-pwc.pdf\nCB Insights. (2022). The Top 12 Reasons Startups Fail. CB Insights Research.\nhttps://www.cbinsights.com/research/report/startup-failure-reasons-top/\nKochan, T. A., Bezrukova, K., Ely, R. J., Jackson, S. E., Joshi, A., Jehn, K. A., Leonard, J.,\nLevine, D. K., & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human Resource Management, 42(1), 3–21. https://doi.org/10.1002/hrm.10061\nLarson, B. Z. (2021, September 2). A Guide to Managing Your (Newly) Remote Workers.\nHarvard Business Review.\nhttps://hbr.org/2020/03/a-guide-to-managing-your-newly-remote-workers\nLeigh-Hunt, N., Bagguley, D., Bash, K., Turner, V., Turnbull, S., Valtorta, N., & Caan, W.\n(2017). An overview of systematic reviews on the public health consequences of social isolation and loneliness. Public Health, 152, 157–171. https://doi.org/10.1016/j.puhe.2017.07.035\nLund, S., Madgavkar, A., Manyika, J., Smit, S., Ellingrud, K., & Robinson, O. (n.d.). The\nfuture of work after COVID-19. McKinsey Global Institute. Retrieved February 18, 2021, from https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19\nReiff, N. (2023). Series Funding: A, B, and C. Investopedia. https://www.investopedia.com/articles/personal-finance/102015/series-b-c-funding-what-it-all-means-and-how-it-works.asp\nRock, D. (2019, March 19). Why Diverse Teams Are Smarter. Harvard Business Review.\nhttps://hbr.org/2016/11/why-diverse-teams-are-smarter\nSevilla-Bernardo, J., Sanchez-Robles, B., & Herrador-Alcaide, T. C. (2022). Success Factors\nof Startups in Research Literature within the Entrepreneurial Ecosystem. Administrative Sciences, 12(3), 102. https://doi.org/10.3390/admsci12030102\nShockley, K. M., Allen, T. D., Dodd, H. R., & Waiwood, A. M. (2021). Remote worker\ncommunication during COVID-19: The role of quantity, quality, and supervisor expectation-setting. Journal of Applied Psychology, 106(10), 1466–1482. https://doi.org/10.1037/apl0000970\nSummerfield, R. (2022). Hybrid working can help recruit and retain talent, upskill leaders\nand boost team working, suggests a case study from an international professional services firm. Strategic HR Review, 21(1), 34–40. https://doi.org/10.1108/shr-11-2021-0060\nView of “Unique Hybrid Work model- The future of remote work.” (n.d.). https://archives.palarch.nl/index.php/jae/article/view/8694/8102
描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
110933030
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0110933030
資料類型 thesis
dc.contributor.advisor 林月雲zh_TW
dc.contributor.advisor Lin, Yeh-Yunen_US
dc.contributor.author (Authors) 蔡昊剛zh_TW
dc.contributor.author (Authors) Tsai, How-Kangen_US
dc.creator (作者) 蔡昊剛zh_TW
dc.creator (作者) Tsai, How-Kangen_US
dc.date (日期) 2023en_US
dc.date.accessioned 1-Sep-2023 15:12:55 (UTC+8)-
dc.date.available 1-Sep-2023 15:12:55 (UTC+8)-
dc.date.issued (上傳時間) 1-Sep-2023 15:12:55 (UTC+8)-
dc.identifier (Other Identifiers) G0110933030en_US
dc.identifier.uri (URI) https://ah.lib.nccu.edu.tw/item?item_id=166453-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 110933030zh_TW
dc.description.abstract (摘要) 無zh_TW
dc.description.abstract (摘要) With the advances of technology and the commonality of the internet, a lot of activities and industries have transcended from face-to-face to a so-called “cloud” level. People conduct meetings online, take online courses, try on clothes or makeup virtually. The Internet was already making an impact on the way we have been doing for centuries. Then Covid came along. To avoid being physically present, people were forced to conduct their daily rituals virtually whether being education, business or other affairs. It stimulated the process of moving everything onto the internet. This study looks into the advantages of implementing a hybrid working model in startup companies and uses qualitative research methods by conducting interviews with startup employees that have a hybrid working model. After the research, it can be concluded that hybrid working styles enable early-stage startups to make the most of their limited resources. Startups operate in fast-moving, dynamic environments where adaptability and agility are crucial. These characteristics are compatible with hybrid working since it equips startups with the adaptability they need to overcome diverse obstacles. However, it`s important to remember that effective communication, trust-building, and clear expectations are required for hybrid working implementation in companies. Startups need to establish efficient means of remote collaboration, ensure that staff members have the necessary tools and support, and maintain a strong corporate culture even when staff members work from home.en_US
dc.description.tableofcontents TABLE OF CONTENTS\n1. Introduction 1\n1.1. Background 1\n1.2. Research question and objective 2\n1.3. Context 3\n1.3.1. Startups 3\n1.3.2. Telecommuting 4\n1.3.3. Hybrid working 5\n1.3.4. Today’s trend 5\n2. The Literature Review 6\n2.1. Broad talent pool 6\n2.2. Adaptability 7\n2.3. Cost savings 8\n2.4. Productivity and efficiency 9\n2.5. Employee satisfaction 10\n2.6. Attractiveness 11\n3. Methodology 13\n4. Results 15\n4.1. Company A 15\n4.1.1. Introduction 15\n4.1.2. Interview with management 16\n4.1.3. Interview with human resources 18\n4.1.4. Interview with employee 19\n4.2. Company B 20\n4.2.1. Introduction 20\n4.2.2. Interview with management 22\n4.2.3. Interview with human resources 23\n4.2.4. Interview with employee 24\n4.3. Company C 26\n4.3.1. Introduction 26\n4.3.2. Interview with management 26\n4.3.3. Interview with human resources 27\n4.3.4. Interview with employee 28\n5. Analysis and Discussions 30\n5.1. Management Level 30\n5.2. Human Resource Level 32\n5.3. Employee Level 34\n5.4. Individual Level 35\n6. Limitation 42\n7. Conclusion and recommendations 44\n7.1. Conclusion 44\n7.2. Recommendations 45\n7.3. Suggestions for future similar research 46\nBibliography, Citations and Plagiarism 48\nAppendices 50\nAppendix A - Questions for manager level 50\nAppendix B - Questions for HR level 51\nAppendix C - Questions for employee level 53zh_TW
dc.format.extent 5847586 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0110933030en_US
dc.subject (關鍵詞) 混合工作模式zh_TW
dc.subject (關鍵詞) 新創zh_TW
dc.subject (關鍵詞) 遠程辦公zh_TW
dc.subject (關鍵詞) 適應性zh_TW
dc.subject (關鍵詞) 員工滿意度zh_TW
dc.subject (關鍵詞) Hybrid workingen_US
dc.subject (關鍵詞) Startupsen_US
dc.subject (關鍵詞) Telecommutingen_US
dc.subject (關鍵詞) Adaptabilityen_US
dc.subject (關鍵詞) Employee satisfactionen_US
dc.title (題名) 新創公司的混合工作模式zh_TW
dc.title (題名) Hybrid working arrangements in startupsen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) Baldridge, R. (2022, October 16). What Is A Startup? The Ultimate Guide. Forbes Advisor.\nhttps://www.forbes.com/advisor/business/what-is-a-startup/\nBareket-Bojmel, L., Chernyak-Hai, L., & Margalit, M. (2023). Out of sight but not out of\nmind: The role of loneliness and hope in remote work and in job engagement.\nPersonality and Individual Differences, 202, 111955. https://doi.org/10.1016/j.paid.2022.111955\nBilling, F., Smet, A., Reich, A., & Schaninger, B. (2021). McKinsey Global Surveys, 2021: A\nyear in review. Mckinsey Global Institute.\nhttps://www.mckinsey.com/~/media/mckinsey/featured%20insights/mckinsey%20glo\nbal%20surveys/mckinsey-global-surveys-2021-a-year-in-review.pdf\nBlank, S. (2013, May 3). Why the Lean Start-Up Changes Everything. Harvard Business\nReview. https://hbr.org/2013/05/why-the-lean-start-up-changes-everything\nBloom, N., Liang, J., Roberts, J. D., & Ying, Z. J. (2015). Does Working from Home Work? Evidence from a Chinese Experiment *. Quarterly Journal of Economics, 130(1), 165–218. https://doi.org/10.1093/qje/qju032\nBoland, B., Smet, A., Palter, R., & Sanghvi, A. (2020, June 8). Reimagining the office and\nwork life after COVID-19. McKinsey & Company. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/reimagining-the-office-and-work-life-after-covid-19\nBrown, J., Gosling, T., Sethi, B., Sheppard, B., Stubbings, C., Sviokla, J., Williams, J.,\nZarubina, D., & Fisher, L. (2018). Workforce of the future: The competing forces\nshaping 2030. PwC.\nhttps://www.pwc.com/gx/en/services/people-organisation/workforce-of-the-future/wo\nrkforce-of-the-future-the-competing-forces-shaping-2030-pwc.pdf\nCB Insights. (2022). The Top 12 Reasons Startups Fail. CB Insights Research.\nhttps://www.cbinsights.com/research/report/startup-failure-reasons-top/\nKochan, T. A., Bezrukova, K., Ely, R. J., Jackson, S. E., Joshi, A., Jehn, K. A., Leonard, J.,\nLevine, D. K., & Thomas, D. (2003). The effects of diversity on business performance: Report of the diversity research network. Human Resource Management, 42(1), 3–21. https://doi.org/10.1002/hrm.10061\nLarson, B. Z. (2021, September 2). A Guide to Managing Your (Newly) Remote Workers.\nHarvard Business Review.\nhttps://hbr.org/2020/03/a-guide-to-managing-your-newly-remote-workers\nLeigh-Hunt, N., Bagguley, D., Bash, K., Turner, V., Turnbull, S., Valtorta, N., & Caan, W.\n(2017). An overview of systematic reviews on the public health consequences of social isolation and loneliness. Public Health, 152, 157–171. https://doi.org/10.1016/j.puhe.2017.07.035\nLund, S., Madgavkar, A., Manyika, J., Smit, S., Ellingrud, K., & Robinson, O. (n.d.). The\nfuture of work after COVID-19. McKinsey Global Institute. Retrieved February 18, 2021, from https://www.mckinsey.com/featured-insights/future-of-work/the-future-of-work-after-covid-19\nReiff, N. (2023). Series Funding: A, B, and C. Investopedia. https://www.investopedia.com/articles/personal-finance/102015/series-b-c-funding-what-it-all-means-and-how-it-works.asp\nRock, D. (2019, March 19). Why Diverse Teams Are Smarter. Harvard Business Review.\nhttps://hbr.org/2016/11/why-diverse-teams-are-smarter\nSevilla-Bernardo, J., Sanchez-Robles, B., & Herrador-Alcaide, T. C. (2022). Success Factors\nof Startups in Research Literature within the Entrepreneurial Ecosystem. Administrative Sciences, 12(3), 102. https://doi.org/10.3390/admsci12030102\nShockley, K. M., Allen, T. D., Dodd, H. R., & Waiwood, A. M. (2021). Remote worker\ncommunication during COVID-19: The role of quantity, quality, and supervisor expectation-setting. Journal of Applied Psychology, 106(10), 1466–1482. https://doi.org/10.1037/apl0000970\nSummerfield, R. (2022). Hybrid working can help recruit and retain talent, upskill leaders\nand boost team working, suggests a case study from an international professional services firm. Strategic HR Review, 21(1), 34–40. https://doi.org/10.1108/shr-11-2021-0060\nView of “Unique Hybrid Work model- The future of remote work.” (n.d.). https://archives.palarch.nl/index.php/jae/article/view/8694/8102zh_TW