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題名 綠色經營策略之階段性實踐—以精工愛普生公司為例
Stage-dependent management maturity for implementing green strategy：a case study of Seiko Epson
作者 宋雅玲
Sung, Ya Ling
貢獻者 管康彥
宋雅玲
Sung, Ya Ling
關鍵詞 綠色經營
綠色策略
環境經營
精工愛普生
Green management
Green Strategy
Environmental Management
Seiko Epson
日期 2008
上傳時間 8-十二月-2010 13:16:01 (UTC+8)
摘要 二十一世紀人類面對環境變遷及資源耗竭的問題，廣泛地討論因應對策，並提出環境議題成為產業下一次工業革命之觸發重點。各國政府、環境保護推行組織及企業皆針對該議題提出施行策略與政策，其中企業界回應態度由早期被動因應，近年來轉變為主動結合企業核心經營理念，實踐兼具環境與經濟目標之綠色經營，並開拓創造價值之新商機。針對企業綠色經營策略之規劃與執行，多位學者指出需要透過一個完整的管理架構，將企業於環境行動之現況與未來綠色經營之實踐藍圖，以具體可行的階段性目標陳述出來，並展開成為行動方案，逐步實現綠色經營下永續發展之願景。
本研究文獻探討著重三部份：永續經營思維的演變，綠色經營的發展，及綠色經營實踐階段性作法。利用Olson (2008) 綠色經營階段性發展模型之三大構面：領導理念、指導方針及具體實踐，並選擇日本綠色經營領導廠商精工愛普生公司，研究實務個案與理論架構之異同與行動背後之策略意涵。
本研究歸納出以下結論：一、企業推行綠色經營前期決策為戰術層級，發展至後期提升至戰略層級。二、企業推動綠色經營前期，視外部壓力為經營條件之限制；發展至後期企業將環境議題視為下一個驅動企業成長的機會。三、企業推動綠色經營前期因應外部壓力，主要回應法規及市場需求，推動單一倡議與重點投資，以降低成本與風險為主；後期主動領導階段以環境行動創造價值，結合綠色思維與企業價值主張，進而創造競爭優勢及打造新經營模式。四、企業推行綠色經營前期以產品相關議題為改善標的，因應環境相關法規改善製造成份與製造程序為主；產品階段改良步上軌道後，後期企業開始思考創新價值活動的可能性。五、合作對象範圍隨經營發展階段擴大，前期以整合合作夥伴、教育員工為主；後期擴大將環境理念教育傳達至顧客、社區協力合作。
Facing the problems of environmental change and natural resources depletion, these environmental concerns are widely discussed and debated in hope to bringing up more public attention and countermeasures. Overtime, these environmental factors have become the trigger of next generation industrial revolution in twenty-first century. Governments, organizations and enterprises put forward environmental protection strategies and policies. Enterprises generally take a passive stand to respond to the issue of actively taking environmental initiatives combined with their core business philosophy to achieve both the environment and economic goals of a green business model, and further explore new business opportunities to create value. A number of scholars have pointed out that enterprises manage sustainable green vision through a complete management structure in response to the current situation and the future blueprint for a green business strategy. Green strategy implementation plans illustrate specific, feasible and stage-dependent statement for enterprises to achieve both economy and ecology objectives.
In this research, the literature review focuses on three issues: the evolution of sustainable development thinking, green business development and management, and stage-dependent implementation of the green strategy. Meanwhile, the research chooses a green management leading practitioner in electronic product industry- Seiko Epson Corporation as the case-study company and the study focuses on three distinct dimensions of a green strategy maturity model which are illustrated by Olson (2008): role of leadership, role of policies and illustrative actions.
The research identifies and draws the following conclusions. First, with the management maturity for implementing green strategy, the decision-making level is escalated from tactical level to strategic level. Second, in the early stage of implementing green strategy enterprises see external conditions as constrains and in later stage they see them as opportunities for driving growth. Third, the early stages of awareness are largely in response to external pressure, regulations and demand from the community, investing in simple initiatives to streamline costs and reduce risks. The later stage of the initiative leads to the value creation which combines green thinking and business value proposition, thereby creating competitive advantages and create new business model. Fourth, the early stages of green management focus on product-related improvement issues and, in the later stage, enterprises start to consider innovative new value activities through green strategy. Fifth, the scope of cooperation expands as green management stage develops. In early stages enterprises integrate partners and educate employees and in the later stage to convey the environmental concept to customers and the community to achieve the vision together.
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描述 碩士
國立政治大學
企業管理研究所
96355036
97
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0096355036
資料類型 thesis
dc.contributor.advisor 管康彥zh_TW
dc.contributor.author (作者) 宋雅玲zh_TW
dc.contributor.author (作者) Sung, Ya Lingen_US
dc.creator (作者) 宋雅玲zh_TW
dc.creator (作者) Sung, Ya Lingen_US
dc.date (日期) 2008en_US
dc.date.accessioned 8-十二月-2010 13:16:01 (UTC+8)-
dc.date.available 8-十二月-2010 13:16:01 (UTC+8)-
dc.date.issued (上傳時間) 8-十二月-2010 13:16:01 (UTC+8)-
dc.identifier (其他 識別碼) G0096355036en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/49526-
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) 96355036zh_TW
dc.description (描述) 97zh_TW
dc.description.abstract (摘要) 二十一世紀人類面對環境變遷及資源耗竭的問題，廣泛地討論因應對策，並提出環境議題成為產業下一次工業革命之觸發重點。各國政府、環境保護推行組織及企業皆針對該議題提出施行策略與政策，其中企業界回應態度由早期被動因應，近年來轉變為主動結合企業核心經營理念，實踐兼具環境與經濟目標之綠色經營，並開拓創造價值之新商機。針對企業綠色經營策略之規劃與執行，多位學者指出需要透過一個完整的管理架構，將企業於環境行動之現況與未來綠色經營之實踐藍圖，以具體可行的階段性目標陳述出來，並展開成為行動方案，逐步實現綠色經營下永續發展之願景。
本研究文獻探討著重三部份：永續經營思維的演變，綠色經營的發展，及綠色經營實踐階段性作法。利用Olson (2008) 綠色經營階段性發展模型之三大構面：領導理念、指導方針及具體實踐，並選擇日本綠色經營領導廠商精工愛普生公司，研究實務個案與理論架構之異同與行動背後之策略意涵。
本研究歸納出以下結論：一、企業推行綠色經營前期決策為戰術層級，發展至後期提升至戰略層級。二、企業推動綠色經營前期，視外部壓力為經營條件之限制；發展至後期企業將環境議題視為下一個驅動企業成長的機會。三、企業推動綠色經營前期因應外部壓力，主要回應法規及市場需求，推動單一倡議與重點投資，以降低成本與風險為主；後期主動領導階段以環境行動創造價值，結合綠色思維與企業價值主張，進而創造競爭優勢及打造新經營模式。四、企業推行綠色經營前期以產品相關議題為改善標的，因應環境相關法規改善製造成份與製造程序為主；產品階段改良步上軌道後，後期企業開始思考創新價值活動的可能性。五、合作對象範圍隨經營發展階段擴大，前期以整合合作夥伴、教育員工為主；後期擴大將環境理念教育傳達至顧客、社區協力合作。		zh_TW
dc.description.abstract (摘要) Facing the problems of environmental change and natural resources depletion, these environmental concerns are widely discussed and debated in hope to bringing up more public attention and countermeasures. Overtime, these environmental factors have become the trigger of next generation industrial revolution in twenty-first century. Governments, organizations and enterprises put forward environmental protection strategies and policies. Enterprises generally take a passive stand to respond to the issue of actively taking environmental initiatives combined with their core business philosophy to achieve both the environment and economic goals of a green business model, and further explore new business opportunities to create value. A number of scholars have pointed out that enterprises manage sustainable green vision through a complete management structure in response to the current situation and the future blueprint for a green business strategy. Green strategy implementation plans illustrate specific, feasible and stage-dependent statement for enterprises to achieve both economy and ecology objectives.
In this research, the literature review focuses on three issues: the evolution of sustainable development thinking, green business development and management, and stage-dependent implementation of the green strategy. Meanwhile, the research chooses a green management leading practitioner in electronic product industry- Seiko Epson Corporation as the case-study company and the study focuses on three distinct dimensions of a green strategy maturity model which are illustrated by Olson (2008): role of leadership, role of policies and illustrative actions.
The research identifies and draws the following conclusions. First, with the management maturity for implementing green strategy, the decision-making level is escalated from tactical level to strategic level. Second, in the early stage of implementing green strategy enterprises see external conditions as constrains and in later stage they see them as opportunities for driving growth. Third, the early stages of awareness are largely in response to external pressure, regulations and demand from the community, investing in simple initiatives to streamline costs and reduce risks. The later stage of the initiative leads to the value creation which combines green thinking and business value proposition, thereby creating competitive advantages and create new business model. Fourth, the early stages of green management focus on product-related improvement issues and, in the later stage, enterprises start to consider innovative new value activities through green strategy. Fifth, the scope of cooperation expands as green management stage develops. In early stages enterprises integrate partners and educate employees and in the later stage to convey the environmental concept to customers and the community to achieve the vision together.		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 研究目的與問題 3
第三節 研究對象與方法 4
第四節 研究設計與流程 7
第二章 文獻探討 9
第一節 永續型環境經營的基本思維與環境議題 9
第二節 綠色經營發展 15
第三節 企業推行綠色經營之基本要素與原則 23
第四節 企業綠色經營實踐之階段性內涵 25
第三章 個案公司綠色經營描述 34
第一節 精工愛普生綠色經營重點 34
第二節 環境經營發展歷程四大階段 39
第四章 個案公司分析 47
第一節 綠色經營領導理念 47
第二節 綠色經營指導方針 54
第三節 綠色經營具體實踐 65
第四節 理論架構驗證分析討論 76
第五節 綠色經營價值活動再思考 82
第五章 結論與建議 87
第一節 研究結論 87
第二節 管理意涵 90
第三節 後續研究建議 92
參考文獻 95		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/#G0096355036en_US
dc.subject (關鍵詞) 綠色經營zh_TW
dc.subject (關鍵詞) 綠色策略zh_TW
dc.subject (關鍵詞) 環境經營zh_TW
dc.subject (關鍵詞) 精工愛普生zh_TW
dc.subject (關鍵詞) Green managementen_US
dc.subject (關鍵詞) Green Strategyen_US
dc.subject (關鍵詞) Environmental Managementen_US
dc.subject (關鍵詞) Seiko Epsonen_US
dc.title (題名) 綠色經營策略之階段性實踐—以精工愛普生公司為例zh_TW
dc.title (題名) Stage-dependent management maturity for implementing green strategy：a case study of Seiko Epsonen_US
dc.type (資料類型) thesisen
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dc.relation.reference (參考文獻) 三、 日文資料zh_TW
dc.relation.reference (參考文獻) 1. 日経エコロジー (2008)，9月号。zh_TW
dc.relation.reference (參考文獻) 2. セイコーエプソン (1999)，セイコーエプソン1999年環境報告書。zh_TW
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dc.relation.reference (參考文獻) 四、 網站資料zh_TW
dc.relation.reference (參考文獻) 1. 台灣環境資訊協會-環境資訊中心網站：http://einfo.org.tw/ (瀏覽時間：2009年3月30日)zh_TW
dc.relation.reference (參考文獻) 2. 全球前二十大經濟體(G20)高峰會官方網站：http://www.londonsummit.gov.uk/en/ (瀏覽時間：2009年3月30日)zh_TW
dc.relation.reference (參考文獻) 3. 社團法人中華民國企業永續發展協會網站：http://www.bcsd.org.tw/ (瀏覽時間：2009年3月30日)zh_TW
dc.relation.reference (參考文獻) 4. 國際標準組織網站：http://www.iso.org/iso/home.htmzh_TW
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dc.relation.reference (參考文獻) 5. 精工愛普生公司中文網站：http://w3.epson.com.tw/epson/index.aspzh_TW
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dc.relation.reference (參考文獻) 6. 精工愛普生公司全球網站：http://www.epson.co.jp/e/index.htmzh_TW
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dc.relation.reference (參考文獻) 7. 精工愛普生公司日文網站：http://www.epson.jp/zh_TW
dc.relation.reference (參考文獻) (瀏覽時間：2009年4月15日)zh_TW
dc.relation.reference (參考文獻) 8. 株式会社環境経営戦略総研公司網站：http://www.kankyo-keiei.org/environment/index.htmlzh_TW
dc.relation.reference (參考文獻) (瀏覽時間：2009年3月30日)zh_TW
dc.relation.reference (參考文獻) 9. Institute of Environmental Management & Assessment website：zh_TW
dc.relation.reference (參考文獻) http://www.iema.net/ems/emas (瀏覽時間：2009年4月30日)zh_TW
dc.relation.reference (參考文獻) 10. British Standards Institute website：http://www.bsigroup.com/en/ (瀏覽時間：2009年4月30日)zh_TW