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題名 永續發展策略之探討－以拜耳為例
A Study on Strategy of Sustainable Development - A Case on Bayer作者 葉雅婷
Yeh, Ya Ting貢獻者 林宛瑩
Lin, Wan Ying
葉雅婷
Yeh, Ya Ting關鍵詞 永續策略
永續發展
企業經營策略
策略地圖
Sustainability Strategy
Sustainable Development
Business Strategy
Strategy Map日期 2013 上傳時間 10-二月-2014 14:50:46 (UTC+8) 摘要 全球永續發展驅策力對企業的影響在永續發展有關議題中，持續受到市場的關注，許多標竿企業已將永續發展議題整合至企業的發展策略中，藉此回應永續發展驅策力所帶來的風險，以積極掌握永續發展議題所帶來的商業機會，進而提升企業價值並為股東創造更高的報酬。企業在面對永續發展驅策力的影響下，如何發展永續策略以因應風險並掌握機會，係不容忽視的重要管理議題。本研究參採Baumgartner and Ebner（2010）所提出之永續策略發展成熟度分析架構，嘗試將平衡計分卡及策略地圖之策略管理概念，應用於分析永續策略。本研究透過對個案企業之永續策略定位與管理、利害關係人參與流程及對企業經營策略具關鍵影響力的永續策略議題的分析，探討企業經營策略與永續策略之關聯，並進一步歸納發展企業導入永續策略的架構與步驟。本研究以拜耳作為個案分析對象，獲得以下主要發現：一、永續策略為企業經營策略中不可或缺的重要關鍵，可以協助企業提昇營運策略績效，並可為企業創造長期價值。二、企業導入永續策略時，必須辨識與企業攸關之永續發展驅策力，並以企業之核心營運項目為思考起點，進行永續策略的定位與發展。其中，利害關係人的管理，以及有效辨識對企業經營策略具關鍵影響力的永續策略議題，係導入永續策略的重要步驟。
Businesses nowadays pay more and more attention to sustainable development related issues, especially the impact from sustainability megaforces. Many benchmark enterprises have integrated sustainable development issues into their business development strategies in response to those risks raised from sustainability megaforces. Not only to aggressively take advantages of business opportunities come from sustainable development issues but to increase enterprise value and create higher stakeholder returns. Under the impact of sustainability megaforces, how enterprises develop sustainable strategies in response to the risks and meanwhile hold the opportunities are non-neglectable and critical management topics.This paper refers to the maturity levels of sustainability strategy defined from Baumgartner and Ebner (2010), and tries to apply the strategic management concepts of Balance Scorecard and Strategy Map to analyze sustainability strategy. The primary aim of this paper is to eveluate the relationship between business strategy and sustainability strategy and further identify the framework and steps to implement sustainability strategies by analyzing the case’s positioning and management of sustainability strategy, stakeholder engagement process, and material sustainability strategy issues which have critical impacts to business strategy. This paper takes Bayer Group as the case study and has the below main findings:1.Sustainability strategy is critical and indispensable to business strategy. Sustainability strategy can not only help business increase the performance of operating strategy but also create long-term value. 2.Enterprises have to identify the key sustainability megaforces relevant to business when developing sustainability strategy, and base on their core business to position and develop sustainability strategy. Important steps of implementing sustainability strategy include stakeholder management and the effectiveness of identifying material sustainability strategy issues which have critical impacts to business strategy.參考文獻 1.Bayer official website. Retrieved June 13, 2013, from: http://www.bayer.com/2.Bayer Sustainability Report 2012. Retrieved June 13, 2013, from: http://www.sustainability2012.bayer.com/3.Bayer Annual Report 2012. Retrieved June 13, 2013, from: http://www.annualreport2012.bayer.com/4.Baumgartner, R.J., Ebner, D. 2010. Corporate Sustainability Strategies: Sustainability Profiles and Maturity Levels, Sustainable Development, 18: 76-89.5.Business resilience in an uncertain, resource-constrained world, CDP Global 500 Climate Change Report 2012. Retrieved April 8, 2013, from: https://www.cdproject.net/CDPResults/CDP-Global-500-Climate-Change-Report-2012.pdf6.Carbon Disclosure Project 2010 Global 500 Report. Retrieved April 8, 2013, from: https://www.cdproject.net/CDPResults/CDP-2010-G500.pdf7.CDP Global 500 Report 2011, Accelerating Low Carbon Growth. Retrieved April 8, 2013, from: https://www.cdproject.net/CDPResults/CDP-G500-2011-Report.pdf8.Diesendorf, M., 2000. Sustainability and sustainable development, in Dunphy, D, Benveniste, J, Griffiths, A and Sutton, P (eds) Sustainability: The corporate challenge of the 21st century, Sydney: Allen & Unwin, chap. 2, 19-37.9.Ebner, D., Baumgartner, R.J. 2006. Relationship between Sustainable Development and Corporate Social Responsibility, Corporate Responsibility Research Conference 2006, 4th-5th September, Dublin, www.crrconference.org.10.FTSE4Good Index Series. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_Index_Series/index.jsp11.FTSE4Good IBEX Index. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_IBEX_Index/index.jsp12.FTSE4Good Environmental Leaders Index. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_Environmental_Leaders_Europe_40_Index/index.jsp13.FTSE4Good ESG Ratings. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/index.jsp14.FTSE4Good ESG Ratings-ESG Leaders. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/Downloads/FTSE_ESG_Leaders_M13.pdf15.FTSE4Good ESG Ratings-ESG Leaders. Retrieved April 21, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/Downloads/Supersector_Leaders_S12.pdf16.FTSE4Good ESG Ratings-ESG Leaders. Retrieved April 21, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/Downloads/Supersector_Leaders.pdf17.GlobeScan-Chairman’s Message. Retrieved April 8, 2013, from: http://www.globescan.com/company/chairmans-message.html18.Labuschagne, C., Brent, A.C., van Erck, R. 2005. Assessing the sustainability performance of industries, Journal of Cleaner Production, 13(4): 373-385.19.RobecoSAM-The Sustainability Yearbook 2012. Retrieved April 21, 2013, from: http://www.robecosam.com/images/sam-yearbook-2012-final.pdf 20.RobecoSAM-The Sustainability Yearbook 2011. Retrieved April 21, 2013, from: http://www.pwc.com/en_GX/gx/sustainability/publications/SAM_Yearbook_2011.pdf 21.RobecoSAM-The Sustainability Yearbook 2013. Retrieved April 8, 2013, from: http://www.sustainability-indexes.com/images/sustainability-yearbook-2013_tcm1071-363199.pdf22.SustainAbility-About Us. Retrieved April 8, 2013, from: http://www.globescan.com/company/chairmans-message.html 23.The GlobeScan/SustainAbility Survey-Rate the Raters. Retrieved April 8, 2013, from: http://www.sustainability.com/library/rate-the-raters-phase-five-polling-the-experts-201224.The Future We Want. Retrieved June 7, 2013, from: http://www.uncsd2012.org/content/documents/727The%20Future%20We%20Want%2019%20June%201230pm.pdf25.The Future We Want (Chinese Version). Retrieved June 7, 2013, from: http://nsdn.epa.gov.tw/20120623.pdf26.World Commission on Environmental and Development. 1987. Our Common Future, Oxford University Press.27.台灣拜耳股份有限公司網。檢視日期：2013年6月13日：http://www.bayer.com.tw/tc/homepage.asp28.行政院國家永續發展委員會全球資訊網。檢視日期：2013年6月13日：http://nsdn.epa.gov.tw/29.朱道凱（譯），1999。平衡計分卡－資訊時代的策略管理工具（原Kaplan and Norton. 1996），台北：臉譜出版。30.許詔智，2008。貿易自由化與永續發展：WTO法律如何促進永續發展。臺北市：許詔智。 描述 碩士
國立政治大學
管理碩士學程(AMBA)
100380012
102資料來源 http://thesis.lib.nccu.edu.tw/record/#G0100380012 資料類型 thesis dc.contributor.advisor 林宛瑩 zh_TW dc.contributor.advisor Lin, Wan Ying en_US dc.contributor.author (作者) 葉雅婷 zh_TW dc.contributor.author (作者) Yeh, Ya Ting en_US dc.creator (作者) 葉雅婷 zh_TW dc.creator (作者) Yeh, Ya Ting en_US dc.date (日期) 2013 en_US dc.date.accessioned 10-二月-2014 14:50:46 (UTC+8) - dc.date.available 10-二月-2014 14:50:46 (UTC+8) - dc.date.issued (上傳時間) 10-二月-2014 14:50:46 (UTC+8) - dc.identifier (其他 識別碼) G0100380012 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/63676 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 管理碩士學程(AMBA) zh_TW dc.description (描述) 100380012 zh_TW dc.description (描述) 102 zh_TW dc.description.abstract (摘要) 全球永續發展驅策力對企業的影響在永續發展有關議題中，持續受到市場的關注，許多標竿企業已將永續發展議題整合至企業的發展策略中，藉此回應永續發展驅策力所帶來的風險，以積極掌握永續發展議題所帶來的商業機會，進而提升企業價值並為股東創造更高的報酬。企業在面對永續發展驅策力的影響下，如何發展永續策略以因應風險並掌握機會，係不容忽視的重要管理議題。本研究參採Baumgartner and Ebner（2010）所提出之永續策略發展成熟度分析架構，嘗試將平衡計分卡及策略地圖之策略管理概念，應用於分析永續策略。本研究透過對個案企業之永續策略定位與管理、利害關係人參與流程及對企業經營策略具關鍵影響力的永續策略議題的分析，探討企業經營策略與永續策略之關聯，並進一步歸納發展企業導入永續策略的架構與步驟。本研究以拜耳作為個案分析對象，獲得以下主要發現：一、永續策略為企業經營策略中不可或缺的重要關鍵，可以協助企業提昇營運策略績效，並可為企業創造長期價值。二、企業導入永續策略時，必須辨識與企業攸關之永續發展驅策力，並以企業之核心營運項目為思考起點，進行永續策略的定位與發展。其中，利害關係人的管理，以及有效辨識對企業經營策略具關鍵影響力的永續策略議題，係導入永續策略的重要步驟。 zh_TW dc.description.abstract (摘要) Businesses nowadays pay more and more attention to sustainable development related issues, especially the impact from sustainability megaforces. Many benchmark enterprises have integrated sustainable development issues into their business development strategies in response to those risks raised from sustainability megaforces. Not only to aggressively take advantages of business opportunities come from sustainable development issues but to increase enterprise value and create higher stakeholder returns. Under the impact of sustainability megaforces, how enterprises develop sustainable strategies in response to the risks and meanwhile hold the opportunities are non-neglectable and critical management topics.This paper refers to the maturity levels of sustainability strategy defined from Baumgartner and Ebner (2010), and tries to apply the strategic management concepts of Balance Scorecard and Strategy Map to analyze sustainability strategy. The primary aim of this paper is to eveluate the relationship between business strategy and sustainability strategy and further identify the framework and steps to implement sustainability strategies by analyzing the case’s positioning and management of sustainability strategy, stakeholder engagement process, and material sustainability strategy issues which have critical impacts to business strategy. This paper takes Bayer Group as the case study and has the below main findings:1.Sustainability strategy is critical and indispensable to business strategy. Sustainability strategy can not only help business increase the performance of operating strategy but also create long-term value. 2.Enterprises have to identify the key sustainability megaforces relevant to business when developing sustainability strategy, and base on their core business to position and develop sustainability strategy. Important steps of implementing sustainability strategy include stakeholder management and the effectiveness of identifying material sustainability strategy issues which have critical impacts to business strategy. en_US dc.description.tableofcontents 中文摘要 IAbstract II謝誌 III目錄 IV圖目錄 V表目錄 VI第一章 緒論 1 第一節 研究動機 1 第二節 研究目的 3 第三節 論文架構 4第二章 文獻探討 5 第一節 永續發展 5 第二節 永續策略 7第三章 研究方法 20 第一節 研究方法及流程 20 第二節 研究個案之選取 22第四章 個案分析 27 第一節 個案背景 27 第二節 永續策略與企業策略關連性之探討 34 第三節 永續發展策略管理 68第五章 結論 76 第一節 研究結論 76 第二節 研究限制及後續研究建議 82參考文獻 83附錄一、CDP Leadership Index之產業別中英對照表 86附錄二、FTSE4Good ESG Ratings之ESG Leaders 87附錄三、FTSE4Good ESG Ratings之產業別中英對照表 92附錄四、拜耳2012年度永續發展報告書之永續策略構面的策略面向說明 93 zh_TW dc.format.extent 981771 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0100380012 en_US dc.subject (關鍵詞) 永續策略 zh_TW dc.subject (關鍵詞) 永續發展 zh_TW dc.subject (關鍵詞) 企業經營策略 zh_TW dc.subject (關鍵詞) 策略地圖 zh_TW dc.subject (關鍵詞) Sustainability Strategy en_US dc.subject (關鍵詞) Sustainable Development en_US dc.subject (關鍵詞) Business Strategy en_US dc.subject (關鍵詞) Strategy Map en_US dc.title (題名) 永續發展策略之探討－以拜耳為例 zh_TW dc.title (題名) A Study on Strategy of Sustainable Development - A Case on Bayer en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 1.Bayer official website. Retrieved June 13, 2013, from: http://www.bayer.com/2.Bayer Sustainability Report 2012. Retrieved June 13, 2013, from: http://www.sustainability2012.bayer.com/3.Bayer Annual Report 2012. Retrieved June 13, 2013, from: http://www.annualreport2012.bayer.com/4.Baumgartner, R.J., Ebner, D. 2010. Corporate Sustainability Strategies: Sustainability Profiles and Maturity Levels, Sustainable Development, 18: 76-89.5.Business resilience in an uncertain, resource-constrained world, CDP Global 500 Climate Change Report 2012. Retrieved April 8, 2013, from: https://www.cdproject.net/CDPResults/CDP-Global-500-Climate-Change-Report-2012.pdf6.Carbon Disclosure Project 2010 Global 500 Report. Retrieved April 8, 2013, from: https://www.cdproject.net/CDPResults/CDP-2010-G500.pdf7.CDP Global 500 Report 2011, Accelerating Low Carbon Growth. Retrieved April 8, 2013, from: https://www.cdproject.net/CDPResults/CDP-G500-2011-Report.pdf8.Diesendorf, M., 2000. Sustainability and sustainable development, in Dunphy, D, Benveniste, J, Griffiths, A and Sutton, P (eds) Sustainability: The corporate challenge of the 21st century, Sydney: Allen & Unwin, chap. 2, 19-37.9.Ebner, D., Baumgartner, R.J. 2006. Relationship between Sustainable Development and Corporate Social Responsibility, Corporate Responsibility Research Conference 2006, 4th-5th September, Dublin, www.crrconference.org.10.FTSE4Good Index Series. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_Index_Series/index.jsp11.FTSE4Good IBEX Index. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_IBEX_Index/index.jsp12.FTSE4Good Environmental Leaders Index. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_Environmental_Leaders_Europe_40_Index/index.jsp13.FTSE4Good ESG Ratings. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/index.jsp14.FTSE4Good ESG Ratings-ESG Leaders. Retrieved April 8, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/Downloads/FTSE_ESG_Leaders_M13.pdf15.FTSE4Good ESG Ratings-ESG Leaders. Retrieved April 21, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/Downloads/Supersector_Leaders_S12.pdf16.FTSE4Good ESG Ratings-ESG Leaders. Retrieved April 21, 2013, from: http://www.ftse.com/Indices/FTSE4Good_ESG_Ratings/Downloads/Supersector_Leaders.pdf17.GlobeScan-Chairman’s Message. Retrieved April 8, 2013, from: http://www.globescan.com/company/chairmans-message.html18.Labuschagne, C., Brent, A.C., van Erck, R. 2005. Assessing the sustainability performance of industries, Journal of Cleaner Production, 13(4): 373-385.19.RobecoSAM-The Sustainability Yearbook 2012. Retrieved April 21, 2013, from: http://www.robecosam.com/images/sam-yearbook-2012-final.pdf 20.RobecoSAM-The Sustainability Yearbook 2011. Retrieved April 21, 2013, from: http://www.pwc.com/en_GX/gx/sustainability/publications/SAM_Yearbook_2011.pdf 21.RobecoSAM-The Sustainability Yearbook 2013. Retrieved April 8, 2013, from: http://www.sustainability-indexes.com/images/sustainability-yearbook-2013_tcm1071-363199.pdf22.SustainAbility-About Us. Retrieved April 8, 2013, from: http://www.globescan.com/company/chairmans-message.html 23.The GlobeScan/SustainAbility Survey-Rate the Raters. Retrieved April 8, 2013, from: http://www.sustainability.com/library/rate-the-raters-phase-five-polling-the-experts-201224.The Future We Want. Retrieved June 7, 2013, from: http://www.uncsd2012.org/content/documents/727The%20Future%20We%20Want%2019%20June%201230pm.pdf25.The Future We Want (Chinese Version). Retrieved June 7, 2013, from: http://nsdn.epa.gov.tw/20120623.pdf26.World Commission on Environmental and Development. 1987. Our Common Future, Oxford University Press.27.台灣拜耳股份有限公司網。檢視日期：2013年6月13日：http://www.bayer.com.tw/tc/homepage.asp28.行政院國家永續發展委員會全球資訊網。檢視日期：2013年6月13日：http://nsdn.epa.gov.tw/29.朱道凱（譯），1999。平衡計分卡－資訊時代的策略管理工具（原Kaplan and Norton. 1996），台北：臉譜出版。30.許詔智，2008。貿易自由化與永續發展：WTO法律如何促進永續發展。臺北市：許詔智。 zh_TW
