| dc.contributor.advisor | 黃家齊 | zh_TW |
| dc.contributor.advisor | HUANG, JIA-CI | en_US |
| dc.contributor.author (作者) | 黃烱軍 | zh_TW |
| dc.contributor.author (作者) | Huang, Chiung Chun | en_US |
| dc.creator (作者) | 黃烱軍 | zh_TW |
| dc.creator (作者) | Huang, Chiung Chun | en_US |
| dc.date (日期) | 2024 | en_US |
| dc.date.accessioned | 1-七月-2024 12:22:56 (UTC+8) | - |
| dc.date.available | 1-七月-2024 12:22:56 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-七月-2024 12:22:56 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0111363002 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/152005 | - |
| 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) | 111363002 | zh_TW |
| dc.description.abstract (摘要) | 隨著環保意識提升及法規出現，國內企業紛紛投入環保永續發展，逐漸增 加新能源使用比例。聯合國發布 17 項永續發展目標(SDGs)後，企業逐漸關注 CSR(企業社會責任)及 ESG(環境、社會與治理)等衡量永續表現的指標，不再單 一注重獲利，亦重視環境保護和社會責任，改變了全球企業的生存規則。
台達電子在永續發展領域有著卓越表現，多年來連續入選國際 ESG 指數， 並在全球獲得多項永續發展獎項，成功從提供電源產品的小企業轉型為台灣永 續環保的典範。台達電子投入大量時間和金錢，致力於人才培育及社會貢獻， 秉持「環保、節能、愛地球」的企業文化，將永續發展融入企業文化，實現企 業上下共同達成永續目標。
本研究將台達電子的永續發展歷程分為三個階段:企業永續產品初創期 (1971-2000)、企業永續策略實施期(2001-2015)、企業永續延續期(2015 至今)， 並探討台達電子的具體永續實踐及方法。
利用 ESOC 及文化三層次模型架構整理相關永續及企業文化相關問題，透過 與內部員工的質化訪談加以驗證台達電子的永續發展與企業文化的假說，並在 訪談過程中了解與假說不同之處，並分析其在永續領域的卓越表現與成效原因 及實踐效果，分門別類的了解各個面向的永續策略與實施。
在研究最後整理出台達電子現階段永續環保目標後，學生建議台達電子之 未來目標如，未來永續環保將面臨新挑戰和競爭，國際永續政策也將隨時間改 變。建議台達電子加強內部資源和永續組織的連結，推動新能源投入及產品效 率改善，提供全球供應商一站式服務，降低碳權價格及政策變動影響，發揮永 續影響力，將能維持市場領導地位並讓大眾能將台達電子與環保繼續劃上等號。 | zh_TW |
| dc.description.abstract (摘要) | With the rise in environmental awareness and the implementation of new regulations, domestic enterprises have increasingly committed to sustainable development and the use of renewable energy. Following the United Nations' launch of the 17 Sustainable Development Goals (SDGs), companies have shifted their focus to include Corporate Social Responsibility (CSR) and Environmental, Social, and Governance (ESG) metrics, which evaluate sustainability performance. This shift has fundamentally altered the global business landscape, emphasizing environmental protection and social responsibility alongside profit.
Delta Electronics has demonstrated exceptional performance in the field of sustainable development, having been consecutively listed in international ESG indices and receiving numerous global sustainability awards. The company successfully transformed from a small enterprise providing power supplies into a paragon of sustainability in Taiwan. Delta has invested significant time and financial resources in talent cultivation and social contributions, embodying its corporate culture of "Environmental Protection, Energy Conservation, and Loving the Earth." By integrating sustainability into its corporate culture, Delta has achieved comprehensive participation in sustainability goals throughout the organization.
This study divides Delta Electronics' sustainability development into three phases:the Initial Sustainability Products Phase (1971-2000), the Implementation of Sustainability Strategy Phase (2001-2015), and the Continuation of Sustainability Phase (2015-present). It explores Delta's specific practices and methodologies in sustainability.
Using the ESOC framework and the three-layered cultural model, this study organizes issues related to sustainability and corporate culture. Qualitative interviews with internal employees are conducted to validate the hypotheses concerning Delta’s sustainable development and corporate culture. The aim is to understand the practical essence of Delta’s sustainability efforts and to examine the reasons and outcomes of its outstanding performance in the sustainability domain.
The study concludes by identifying the new challenges and competition Delta Electronics will face as it pursues its current sustainability goals. With international sustainability policies evolving, recommendations are made for Delta to strengthen its internal resources and sustainability organization, enhance investment in renewable energy, improve product efficiency, provide one-stop services to global suppliers, and mitigate the impact of carbon pricing and policy changes. These measures will help Delta maintain its leadership position and market share while exerting a strong influence in sustainability. | en_US |
| dc.description.tableofcontents | 第一章、緒論 1
1.1研究背景與動機 1
1.2 研究目的與程序 2
1.2.1研究目的 2
1.2.2研究程序 2
第二章、文獻回顧 4
2.1 可持續發展目標(SDGS) 4
2.2 CSR概念的出現 5
2.3 ESG策略說明 6
2.3.1 ESG執行相關法規評估 7
2.3.2 量測關鍵績效指標 8
2.3.3 制定具體行動計畫報告並發展ESG策略 8
2.3.4 ESG永續實踐對於企業的益處 9
2.4企業永續文化相關文獻探討 9
2.4.1企業永續文獻探討說明 10
2.4.2企業永續文化的框架 10
2.4.3企業永續文化的影響因素 11
2.5 ESOC 四象限相關文獻探討 11
2.5.1 ESOC永續文化四象限架構的應用 12
2.6 EDGAR SCHEIN 的組織文化模型 14
2.6.1企業永續文化的塑造及架構 14
第三章、研究設計 15
3.1 研究方法 16
3.1.1 質化訪談 16
3.1.2 訪談對象 16
3.1.3訪談內容與實施方法 17
3.1.4訪談目的及結果之綜合分析與討論 19
3.2綠能產業發展現況 20
3.2.1供不應求的市場 20
3.2.2多元化的交易管道 20
3.2.3未來綠能趨勢機會 22
3.3研究對象 23
3.3.1企業永續發展背景 23
3.3.2企業永續策略發展年份歷史表 23
3.3.3 企業永續獲獎表現 33
第四章、研究結果 34
4.1企業個案永續(ESG)價值鏈的組成介紹 34
4.1.1企業個案ESG政策與使命 34
4.1.2環境(Environment) 34
4.1.3社會(Social) 36
4.1.4公司治理(Governance) 37
4.1.5綠色供應鏈及永續品牌價值 37
4.1.6綠色永續影響力 40
4.2 台達電永續文化發展分析 41
4.2.1台達電子第一象限：促進承諾(Fostering Commitment) 41
4.2.2台達電子第二象限：界定期待(Clarifying Expectations) 42
4.2.3台達電子第三象限：創造動能(Building Momentum for Change) 43
4.2.4台達電子第四象限：驅動變革(Instilling Capacity for Change) 44
4.3台達電子文化元素層次分析 45
4.3.1台達電子第一層：有形元素 45
4.3.2台達電子第二層：價值觀 46
4.3.3台達電子第三層：基本假設 46
第五章、結論與未來建議 48
5.1結論 48
5.2 未來建議 49
5.2.1台達電子內部組織整合 49
5.2.2台達電子全球永續發展性 49
5.2.3 碳權規範的影響 50
5.2.4 新能源發展的影響 51
5.2.5 研究限制 51
參考資料 52
附錄 53
受訪者一的訪談內容 53
受訪者二的訪談內容 55
受訪者三的訪談內容 57 | zh_TW |
| dc.format.extent | 7325629 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0111363002 | en_US |
| dc.subject (關鍵詞) | 台達電子 | zh_TW |
| dc.subject (關鍵詞) | 環保歷程 | zh_TW |
| dc.subject (關鍵詞) | 企業永續實踐 | zh_TW |
| dc.subject (關鍵詞) | 企業文化 | zh_TW |
| dc.subject (關鍵詞) | ESG | zh_TW |
| dc.subject (關鍵詞) | ESG | en_US |
| dc.subject (關鍵詞) | Delta | en_US |
| dc.subject (關鍵詞) | ESG Strategies | en_US |
| dc.subject (關鍵詞) | Culture | en_US |
| dc.title (題名) | 如何實踐企業永續發展於企業文化中之探討 -以台達電子為例 | zh_TW |
| dc.title (題名) | How to Implement Corporate Sustainable Development in Corporate Culture of Delta Electronics | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | Bertels, S. (2014). Embedding Sustainability in Organizational Culture. Journal of Corporate Responsibility and Environmental Management. https://embeddingproject.org/pub/resources/EP-Embedding-Sustainability-in-Organizational-Culture.pdf
Delamont, S., & Atkinson , P. (2011). SAGE Qualitative Research Methods.
GRI Standards, 2024. Global Reporting Initiative https：//www.globalreporting.org/.
搜尋日期2024年5月20號
Ketprapakorn, N., & Kantabutra, S. (2022, July). Toward an Organizational Theory of Sustainability Culture.
SASB Standards, 2024. Sustainability Accounting Standards Board
https：//sasb.ifrs.org/ 搜尋日期2024年5月20號
Schein, E. henry. (2010). Organizational Culture and Leadership. Jossey-Bass.
TCFD, 2024. Task Force on Climate-related Financial Disclosures
https：//www.fsb-tcfd.org搜尋日期2024年5月20號
Yin, R. k. (2012). Case Study Research Design and Methods. 93–95.
台達電提高研發投入到營收9% 永續長周志宏：ESG與獲利雙贏. (2021, January
20). 天下雜誌. https：//www.cw.com.tw/article/5107145
台達電子2022年永續報告書，2022。台達電子社區回饋
https：//esg.deltaww.com/。 搜尋日期2024年5月18號
AI、ESG浪潮來襲 科技大老齊現身COMPUTEX 2023 從展位到論壇台達揭綠 色解決方案分享永續里程碑. (2023, June 30). 商業週刊.
氣候變遷綱要，2024。氣候變遷消息 https：//unfccc.int/。 搜尋日期2024年5
月20號
國際勞工組織，2024。國際勞工組織研究https：//www.ilo.org/。 搜尋日期
2024年5月20號
張勳紹. (2000). 企業文化與組織學習：以台積電為例。 管理科學. 35(4), 489–
522. | zh_TW |
