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題名 從動態能力視角探討中階主管引領數位轉型
The Role of Middle Managers in Steering Digital Transformation: A Dynamic Capabilities Perspective作者 陳柏文
Chen, Po-Wen貢獻者 李怡慧
Lee, Yi-Hui
陳柏文
Chen, Po-Wen關鍵詞 數位轉型
中階主管
動態能力
個案研究
敘事研究
Digital transformation
Middle manager
Dynamic Capabilities
Case study
Narrative analysis日期 2024 上傳時間 4-九月-2024 14:05:55 (UTC+8) 摘要 當前組織推進數位轉型的過程中，對其有效執行方式的深刻理解至關重要。雖然過往研究多聚焦於高層戰略的制定，但本研究則著眼於中層管理者如何參與數位轉型戰略的重新制定及其在組織中的執行過程。基於動態能力理論，本研究採用個案研究方法，對一家傳統公股銀行進行研究，該銀行正致力於建立數位化體驗，以提升其在數位轉型中感知、把握和重新配置機會的能力，從而實現由傳統模式向現代數位導向的轉型。我們的研究結果顯示，中層管理者在將戰略意圖轉化為具體行動並推動變革的過程中，發揮了關鍵作用，並強調了動態能力與數位轉型有效實施之間的相互作用。本研究不僅強調了中層管理者的重要性，在理論和實踐上也均有所創新，擴展了對數位轉型戰略的理解，涵蓋了執行層面，並為組織在應對複雜的數位轉型挑戰時提供了實際的見解。
The development of digital transformation (DT) in contemporary organizations necessitates a nuanced understanding of its effective execution. While prior research often focuses on top-level strategic formulation, this study investigates how middle managers (MM) involve in (re)formulating DT strategy and executing it across the organization. Drawing upon dynamic capabilities theory, this research employed a case study approach to investigate a traditional public-share bank striving to establish a digital experience to enhance its capability for sensing, seizing and reconfiguring opportunities for DT, leading the bank transiting from a traditional model to contemporary digital-oriented entity. Our findings reveal the critical role MM play in translating strategic intent into actionable change, highlighting the interplay between dynamic capabilities and effective DT implementation. This research, by emphasizing the crucial role of MM, contributes both theoretically and practically, extending the current understanding of DT strategies to encompass execution, and offering actionable insights for organizations navigating complex DT landscapes.參考文獻 Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization science, 20(2), 410-421. Balogun, J. (2003). From blaming the middle to harnessing its potential: Creating change intermediaries. British journal of management, 14(1), 69-83. Balogun, J. (2007). The practice of organizational restructuring:: From design to reality. European Management Journal, 25(2), 81-91. Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of management journal, 47(4), 523-549. Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of management, 36(1), 256-280. Bartlett, C. A., & Ghoshal, S. (1993). Beyond the M‐form: Toward a managerial theory of the firm. Strategic management journal, 14(S2), 23-46. Berman, S. J. (2012). Digital transformation: opportunities to create new business models. Strategy & leadership, 40(2), 16-24. Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. v. (2013). Digital business strategy: toward a next generation of insights. MIS quarterly, 471-482. Bonnet, D., Ferraris, P., Westerman, G., & McAfee, A. (2012). Talking’bout a Revolution. Digital Transformation Review, 2(1), 17-33. Bouncken, R. B., Kraus, S., & Roig-Tierno, N. (2021). Knowledge-and innovation-based business models for future growth: Digitalized business models and portfolio considerations. Review of Managerial Science, 15(1), 1-14. Bower, J. L. (1970). Managing the Resource Allocation Process, Richard D. Irwin, Homewood, IL. Brennen, J. S., & Kreiss, D. (2016). Digitalization. The international encyclopedia of communication theory and philosophy, 1-11. Burgelman, R. A. (1983). Corporate entrepreneurship and strategic management: Insights from a process study. Management science, 29(12), 1349-1364. Chanias, S., & Hess, T. (2016). Understanding digital transformation strategy formation: Insights from Europe’s automotive industry. Chanias, S., Myers, M. D., & Hess, T. (2019). Digital transformation strategy making in pre-digital organizations: The case of a financial services provider. The Journal of Strategic Information Systems, 28(1), 17-33. Chatfield, A. T., & Bjørn-Andersen, N. (1997). The impact of IOS-enabled business process change on business outcomes: Transformation of the value chain of Japan Airlines. Journal of Management Information Systems, 14(1), 13-40. Christodoulou, I. P., Wasim, J., Reinhardt, R. J., & Ivanov, K. (2022). The strategic role of middle managers in the formulation and implementation of digital transformation projects. Strategic Change, 31(6), 613-622. Cruz, M. d. A., Corrêa, V. S., Diniz, D. M., & Borini, F. M. (2021). Influence of middle management on dynamic capabilities. Journal of Strategy and Management, 14(4), 612-634. Demlehner, Q., & Laumer, S. (2019). Setting the hook–The digital transformation from a manufacturing point of view and what it really means. Dougherty, D., & Dunne, D. D. (2012). Digital science and knowledge boundaries in complex innovation. Organization science, 23(5), 1467-1484. Dutton, J. E., & Ashford, S. J. (1993). Selling issues to top management. Academy of management review, 18(3), 397-428. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic management journal, 21(10‐11), 1105-1121. El Sawy, O. A., Kræmmergaard, P., Amsinck, H., & Vinther, A. L. (2020). How LEGO built the foundations and enterprise capabilities for digital leadership. In Strategic information management (pp. 174-201). Routledge. Elbanna, A. (2013). 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國立政治大學
資訊管理學系
111356041資料來源 http://thesis.lib.nccu.edu.tw/record/#G0111356041 資料類型 thesis dc.contributor.advisor 李怡慧 zh_TW dc.contributor.advisor Lee, Yi-Hui en_US dc.contributor.author (作者) 陳柏文 zh_TW dc.contributor.author (作者) Chen, Po-Wen en_US dc.creator (作者) 陳柏文 zh_TW dc.creator (作者) Chen, Po-Wen en_US dc.date (日期) 2024 en_US dc.date.accessioned 4-九月-2024 14:05:55 (UTC+8) - dc.date.available 4-九月-2024 14:05:55 (UTC+8) - dc.date.issued (上傳時間) 4-九月-2024 14:05:55 (UTC+8) - dc.identifier (其他 識別碼) G0111356041 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/153161 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 資訊管理學系 zh_TW dc.description (描述) 111356041 zh_TW dc.description.abstract (摘要) 當前組織推進數位轉型的過程中，對其有效執行方式的深刻理解至關重要。雖然過往研究多聚焦於高層戰略的制定，但本研究則著眼於中層管理者如何參與數位轉型戰略的重新制定及其在組織中的執行過程。基於動態能力理論，本研究採用個案研究方法，對一家傳統公股銀行進行研究，該銀行正致力於建立數位化體驗，以提升其在數位轉型中感知、把握和重新配置機會的能力，從而實現由傳統模式向現代數位導向的轉型。我們的研究結果顯示，中層管理者在將戰略意圖轉化為具體行動並推動變革的過程中，發揮了關鍵作用，並強調了動態能力與數位轉型有效實施之間的相互作用。本研究不僅強調了中層管理者的重要性，在理論和實踐上也均有所創新，擴展了對數位轉型戰略的理解，涵蓋了執行層面，並為組織在應對複雜的數位轉型挑戰時提供了實際的見解。 zh_TW dc.description.abstract (摘要) The development of digital transformation (DT) in contemporary organizations necessitates a nuanced understanding of its effective execution. While prior research often focuses on top-level strategic formulation, this study investigates how middle managers (MM) involve in (re)formulating DT strategy and executing it across the organization. Drawing upon dynamic capabilities theory, this research employed a case study approach to investigate a traditional public-share bank striving to establish a digital experience to enhance its capability for sensing, seizing and reconfiguring opportunities for DT, leading the bank transiting from a traditional model to contemporary digital-oriented entity. Our findings reveal the critical role MM play in translating strategic intent into actionable change, highlighting the interplay between dynamic capabilities and effective DT implementation. This research, by emphasizing the crucial role of MM, contributes both theoretically and practically, extending the current understanding of DT strategies to encompass execution, and offering actionable insights for organizations navigating complex DT landscapes. en_US dc.description.tableofcontents 1. Introduction ..... 1 2. Literature Review......... 4 3. Research Methods ....... 17 4. Data Analysis and Findings ..... 25 5. Discussion ...... 53 6. Conclusion 58 References ........... 61 APPENDIX I – An Example of Interview Questions ... 69 APPENDIX II. – Coding Procedure with Examples ... 72 zh_TW dc.format.extent 958694 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0111356041 en_US dc.subject (關鍵詞) 數位轉型 zh_TW dc.subject (關鍵詞) 中階主管 zh_TW dc.subject (關鍵詞) 動態能力 zh_TW dc.subject (關鍵詞) 個案研究 zh_TW dc.subject (關鍵詞) 敘事研究 zh_TW dc.subject (關鍵詞) Digital transformation en_US dc.subject (關鍵詞) Middle manager en_US dc.subject (關鍵詞) Dynamic Capabilities en_US dc.subject (關鍵詞) Case study en_US dc.subject (關鍵詞) Narrative analysis en_US dc.title (題名) 從動態能力視角探討中階主管引領數位轉型 zh_TW dc.title (題名) The Role of Middle Managers in Steering Digital Transformation: A Dynamic Capabilities Perspective en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization science, 20(2), 410-421. Balogun, J. (2003). From blaming the middle to harnessing its potential: Creating change intermediaries. British journal of management, 14(1), 69-83. Balogun, J. (2007). The practice of organizational restructuring:: From design to reality. European Management Journal, 25(2), 81-91. Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of management journal, 47(4), 523-549. Barreto, I. (2010). Dynamic capabilities: A review of past research and an agenda for the future. Journal of management, 36(1), 256-280. Bartlett, C. A., & Ghoshal, S. (1993). Beyond the M‐form: Toward a managerial theory of the firm. Strategic management journal, 14(S2), 23-46. Berman, S. J. (2012). Digital transformation: opportunities to create new business models. Strategy & leadership, 40(2), 16-24. Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. v. (2013). Digital business strategy: toward a next generation of insights. MIS quarterly, 471-482. Bonnet, D., Ferraris, P., Westerman, G., & McAfee, A. (2012). Talking’bout a Revolution. Digital Transformation Review, 2(1), 17-33. Bouncken, R. B., Kraus, S., & Roig-Tierno, N. (2021). Knowledge-and innovation-based business models for future growth: Digitalized business models and portfolio considerations. Review of Managerial Science, 15(1), 1-14. Bower, J. L. (1970). Managing the Resource Allocation Process, Richard D. Irwin, Homewood, IL. Brennen, J. S., & Kreiss, D. (2016). Digitalization. The international encyclopedia of communication theory and philosophy, 1-11. Burgelman, R. A. (1983). Corporate entrepreneurship and strategic management: Insights from a process study. Management science, 29(12), 1349-1364. Chanias, S., & Hess, T. (2016). Understanding digital transformation strategy formation: Insights from Europe’s automotive industry. Chanias, S., Myers, M. D., & Hess, T. (2019). 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