| dc.contributor.advisor | 管康彥 | zh_TW |
| dc.contributor.author (作者) | 趙基楠 | zh_TW |
| dc.contributor.author (作者) | Chao,Chi-Nan | en_US |
| dc.creator (作者) | 趙基楠 | zh_TW |
| dc.creator (作者) | Chao,Chi-Nan | en_US |
| dc.date (日期) | 2005 | en_US |
| dc.date.accessioned | 18-九月-2009 13:30:03 (UTC+8) | - |
| dc.date.available | 18-九月-2009 13:30:03 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-九月-2009 13:30:03 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0093355021 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/34988 | - |
| 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 | zh_TW |
| dc.description (描述) | 93355021 | zh_TW |
| dc.description (描述) | 94 | zh_TW |
| dc.description.abstract (摘要) | 組織在持續發展的進程中會逐漸的由有機型轉而為機械型組織的狀態，然而隨著外在環境趨向超競爭的型態，使其核心技術將有過時之虞，所以組織必須成立新部門以隨時觀察並利用外在之機會，因此組織內新舊部門並列的現象成為企業運作實務的常態。不過新舊部門之間並非必然只能夠各自獨立運作，其間能夠透過持續倡導「可容納新舊部門」的願景下，讓新舊部門透過組織高層主持的跨部委員會之居中協調達到提升彼此績效之正向螺旋效果，如此之組織形式在文獻上稱為「雙面式組織」。 本研究之進行首先由內而外探討雙面式組織定義與內在核心構成要素：其核心概念分為由高層主導之結構性雙面式思維，其用意在於由高層設立跨部會機制以影響成員行為，而系絡性雙面式思維在於由基層員工主動引導跨部會行動，進而影響高層做出相對應之措施，而以上概念對應外在的組織構成形式則可分為結構性、系絡性與混合結構與系絡性之雙面式組織三種；而其間之知識管理模式主要概念在於「先讓成員從共同擬定價值觀，之後再使成員自發性的針對議題進分享彼此知識並進一步及於知識的整合與創造」。 接續以NTT DoCoMo研發i-mode系統為例，說明雙面式組織在企業實務運作之「從封閉平台之電信加值思維到開放平台之網路創值思維」的策略重思考、「透過具跨部門性質之策略性社群與凝聚各策略性社群共識之領導性策略事業群」的組織轉型與「主持策略性社群內 / 間互動與雙面式組織內部之知識發掘、擴散與累積」之變革管理的議題，並透過對個案評論與不同個案之輔助以期使雙面式組織之具體運作使說明更為全面。 在個案描述與評論之後，本研究針對雙面式組織的運行提出以下的三個推論：第一，組織高層應在可容納新舊部門思維之共同目標前提下，確立新舊部門之間的分工與合作機制，以免新舊部門因為彼此爭利而落得兩敗俱傷的局面；第二，在雙面式組織的有效運作中，各社群領導人富有包容力的領導方式與具備前瞻性的領導眼光是其成功的關鍵；第三，組織結構式雙面性與系絡式雙面性思維之運作過程是一體兩面且環環相扣，而且當雙面式組織的運作模式被長期使用時，組織內部的運作會同時包含以上所提及之兩種思維。 | zh_TW |
| dc.description.abstract (摘要) | As time goes by, organizational structure will be transformed from organic to mechanic form. However, organization must start a new division because the condition of hyper-competition would make core technology become obsolete. Therefore it is so common that new and old divisions co-exist in an organization, but they are not necessarily operated independently. Between them can both attain higher positive-spiral performance through the cross-division committee under “compatible of new and old divisions” vision and such the organizational structure is called “Ambidextrous Organization” in literatures. In this research, ambidextrous organization will be discussed from inner sides to outer ones: starting from the definition and core composing thoughts: structural ambidexterity, which means training employees’ behaviors to be ambidextrous through structural changes, and contextual ambidexterity, which means upper managers’ ambidextrous actions are stimulated from middle or lower employees. Following the core composing parts matches not only the external structural forms: structural ambidextrous organization, contextual ambidextrous organization, and organization which mix the thoughts of structural and contextual ambidexterity but also the process from value resonance of co-workers to knowledge sharing and creation. Following the case analyzing method will be used to explain the operation of ambidextrous organization putting into practice: Take NTT DoCoMo for instance, this research will show the strategic rethinking of” from close platform of telecom value-added concept to open platform of internet value-creation concept”, the corporate transformation of” cross-divisional strategic community and leadership-based strategic community which converge a common consensus of all strategic communities” and the change management of” directing the interaction among strategic communities and knowledge discovering, distributing, and accumulating”. Case comment and other supportive cases will be mentioned to fully analyze the concrete operation of ambidextrous organization. After the case description and comment, this research will further propose three propositions: First, high level managers should take visions comparable of new and old divisions or they would be in serious wrangling over the resources. Second, considerate and visionary leading competence is the key to successfully managing the operation of ambidextrous organization. Third, structural and contextual ambidexterity thoughts are interactive and mutual-inclusive, especially when using the system of ambidextrous organization for a long time. | en_US |
| dc.description.tableofcontents | 第一章 前言…………………………………………………………………101.1 雙面式組織的提出背景……………………………………………….121.2 研究動機與目的……………………………………………………….171.3 研究方法與研究流程………………………………………………….19第二章 文獻探討……………………………………………………………212.1 雙面式組織的定義…………………………………………………….262.2 雙面式組織概念的兩種思維：組織結構與組織系絡的雙面性探討…292.3 雙面式組織在企業實務應用的組織架構…………………………….322.4 雙面式組織的部門互動與知識管理模式…………………………….43第三章 NTT DoCoMo個案說明……………………………………………….493.1 個案背景介紹………………………………………………………….493.2 NTT DoCoMo之策略新思維與做法………………………………………52 3.2-1 NTT DoCoMo策略重思考...............................52 3.2-2 NTT DoCoMo結構轉型.................................57 3.2-3 NTT DoCoMo變革管理.................................67第四章 NTT DoCoMo個案評論……………………………………………….784.1 NTT DoCoMo個案與雙面式組織的呼應…………………………………784.2 不同企業應用雙面式組織概念的說明……………………………….88 4.2-1 索尼公司………………………………………………………….88 4.2-2 瑞穗金融控股公司……………………………………………….93 4.2-3 大塚製藥………………………………………………………….97 4.2-4 日立公司………………………………………………………….99第五章 結論………………………………………………………………103第六章 後續研究建議與研究限制………………………………………108參考文獻……………………………………………………………………111表目錄表2-1 組織結構與組織系絡的雙面性比較表…………………………….30表2-2 跨部委員會組織參考架構…………………………………………36圖目錄圖1-1 科技迴圈與組織結構之互動對應圖……………………………….15圖2-1 創新模式與產品生命週期示意圖………………………………….23圖2-2 結構性雙面式組織概念圖………………………………………….32圖2-3 有機型與機械型組織的分工機制………………………………….34圖2-4 系絡性雙面式組織概念圖………………………………………….37圖2-5 混合型雙面式組織概念圖………………………………………….40圖2-6 與各方利害關係人產生共鳴的流程概念圖……………………….44圖2-7 與各方利害關係人之間所產生的知識創新流程概念圖………….45圖2-8利害關係人與組織本身之價值共鳴與知識創造流程---以消費者與組織互動為例……………………………………………………………….46圖3-1 i-mode用戶成長變化圖…………………………………………….49圖3-2 i-mode系統透過入口、終端與平台策略概念所形成的商業模式…53圖3-3 NTT DoCoMo傳統與GBD部門之分工與跨部門機制………………….58圖3-4 GBD的社群分佈………………………………………………………60圖3-5 i-mode初始內容分類四象限…………………………………………62圖3-6 領導性策略社群之運作概念圖…………………………………….65圖3-7 策略性社群的組成要素推展……………………………………….69圖3-8 持續改變與漸進改善迴圈的連結………………………………….72圖3-9 組織的核心優勢透過策略性社群持續累積……………………….75圖3-10 策略性社群知識創造與內化流程圖………………………………76圖4-1 有機與機械型事業部門在雙面式組織架構下之分工…………….79圖4-2 尋找領先使用者成為跨部會成員的運作概念圖………………….83圖4-3 NTT DoCoMo應用雙面式組織概念與運行模式示意圖………………85圖4-4 利用辯證式領導引領新知識的創新……………………………….86圖4-5 索尼公司組織圖…………………………………………………….90圖4-6 索尼公司透過雙面式組織概念之部門互動模式………………….91圖4-7 考量消費者對屬性重視程度之雙面性互動概念分類圖………….93圖4-8 瑞穗金融控股公司組織圖………………………………………….95圖4-9 瑞穗控股透過雙面式組織概念之部門互動模式………………….96圖4-10 大塚製藥公司組織圖………………………………………………97圖4-11 大塚製藥透過雙面式組織概念之部門互動模式…………………98圖4-12 日立公司組織圖………………………………………………….100圖4-13 日立公司透過雙面式組織概念之部門互動模式……………….101圖6-1 TOYOTA生產體制概念圖……………………………………………109 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093355021 | en_US |
| dc.subject (關鍵詞) | 雙面式組織 | zh_TW |
| dc.subject (關鍵詞) | 結構性雙面式思維 | zh_TW |
| dc.subject (關鍵詞) | 系絡性雙面式思維 | zh_TW |
| dc.subject (關鍵詞) | 策略性社群 | zh_TW |
| dc.subject (關鍵詞) | 領導性策略性社群 | zh_TW |
| dc.subject (關鍵詞) | 領先使用者程序 | zh_TW |
| dc.subject (關鍵詞) | Ambidextrous Organization | en_US |
| dc.subject (關鍵詞) | Structural Ambidexterity | en_US |
| dc.subject (關鍵詞) | Contextual Ambidexterity | en_US |
| dc.subject (關鍵詞) | Strategic Community | en_US |
| dc.subject (關鍵詞) | Leadership-Based Strategic Community | en_US |
| dc.subject (關鍵詞) | Lead User Process | en_US |
| dc.title (題名) | 從日本NTT DoCoMo公司探討雙面式組織之運作 | zh_TW |
| dc.title (題名) | From NTT DoCoMo to Analyze The Operation of Ambidextrous Organization | en_US |
| dc.type (資料類型) | thesis | en |
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