學術產出-Theses
Article View/Open
Publication Export
-
題名 企業轉型與成長之個案研究
A Case Study on the Business Transformation and Growth作者 黃銘宏
Huang, Ming Hung貢獻者 邱奕嘉
Chiu, Yi Chia
黃銘宏
Huang, Ming Hung關鍵詞 製造業
企業轉型
企業策略規劃
組織重整
企業文化
Manufacturing Industry
Enterprise Transformation
Enterprise Strategy Development
Corporation Reorganization
Enterprise Culture日期 2015 上傳時間 3-Aug-2015 13:24:45 (UTC+8) 摘要 長期以來，在台灣經濟發展的過程中，製造業一直扮演著重要的角色，無論是對國內的勞工就業、所得分配、進出口貿易或是產業成長的推動力等，都有著舉足輕重的影響力，同時也是早期促成台灣經濟起飛的強大力量。 然而，隨著中國大陸等國家逐漸取代台灣成為世界的製造業中心，其在土地及人力上的成本優勢，吸引了全球的投資者爭相蜂擁而至。此一情況，使得過去長期身為資通訊與消費性電子產品製造生產重鎮的台灣，受到相當嚴重的衝擊。 以印刷電路板製造業者為例，如何維持長期的獲利能力是最嚴峻的考驗，過度的產能建置與產業外移，最終導致了無止盡的削價競爭以及產品低毛利等問題。因此，為了改善經營困境並提升獲利能力，印刷電路板業者勢必得要進行企業內部的重整與轉型，以面臨新的挑戰並創造機會。 筆者身為印刷電路板製造業者之一，經由在個案公司長期推動企業轉型的實務經驗後發現，『策略規劃』、『組織重整』以及『企業文化』是促成製造業轉型成長的重要因素。因此，本文旨在透過探究以下三個問題，以個案研究的方式，歸納並驗證台灣製造業在企業重整與轉型過程中的成功關鍵：1.台灣製造業企業轉型階段，如何透過短/中/長期的策略規劃持續成長？ 2.台灣製造業企業轉型階段，如何透過組織重整與人力配置達成效率化？3.台灣製造業企業轉型階段，如何透過企業文化的建立以提高員工的工作績效？
Manufacturing industry has played a very important role in the economic growth of Taiwan for a long time, and it also has a large impact on employment, income distribution, import and export business and industry development at Taiwan. In fact, manufacturing industry was a powerful driving force for economic flourishing in early Taiwan. However, countries just like China started to replace Taiwan and became the center of the manufacturing industry in the world. Their advantages on cost of lands and labors really attract most investors all over the world. Because of this situation, as the main producers of ICT products and consumer electronics, Taiwanese manufacturing enterprises face the serious strike. Take the PCB manufacturing industry for instance, it`s the most severest challenge to hold on the profitability. Excessive production capacity and offshore migration of business activities result in continued price war and low gross profit. In order to improve the operation and profitability, Taiwanese manufacturing enterprises have no choice but to carry out enterprise transformation and corporation reorganization. As an entrepreneur of PCB manufacturing industry, when carrying out enterprise transformation and corporation reorganization in my company, I found that strategic development, organization and enterprise culture and were essential factor for successful transformation of manufacturing enterprises. Therefore, in this paper, I will try to induce and verify the key factor of successful transformation for manufacturing enterprises through answering the three questions below:1. In transformation of Taiwanese manufacturing enterprises, how to keep enterprise growth through short/medium/long term strategies planning?2. In transformation of Taiwanese manufacturing enterprises, how to improve efficiency through organization and people allocation?3. In transformation of Taiwanese manufacturing enterprises, how to raise employees` commitment by building up enterprise culture?參考文獻 一、中文參考文獻司徒達賢（1995），策略管理，三版，台北：遠流出版有限公司。司徒達賢（2001），策略管理新論，智勝文化，第一、二章，第5-57 頁。司徒達賢（2005），外在環境其實都是他人決策造成的，整合的智慧初版，台北：天下雜誌，頁39-41。台灣電路板協會（2014），2014年11月 PCB上市櫃營收較去年同期成長6.73%， 台灣PCB產業市場資訊，http://www.tpca.org.tw/。伍忠賢（2000），企業轉型的策略方案抉擇，管理雜誌，314，頁106~110。李為仁（1990），電子業轉型之環境、策略與關鍵性成功要素研究，台灣科技大學工程技術研究所碩士論文。李易駿（2001），全球化對社會政策的挑戰：兼論台灣個案初探，台灣社會福利 學刊，2，頁119-154。呂碧茹（1998），高科技產業企業文化、經營策略與人力資源發展及組織績效之關連性研究，國立成功大學企業管理學系碩士論文。吳江林（1990），台灣地區機械業轉型經營策略之研究─以CNC 工具機為實證，中興大學企業管理研究所碩士論文。林建煌（2003），策略管理，台北：智勝文化事業有限公司，p125林溫正（2000），台灣傳統集團企業轉型策略之研究，台灣大學國際企業管理研究所碩士論文。洪文鎮（1995），我國企業轉型與升級之技術策略及相關問題探討，台灣大學商學研究所碩士論文。黃文宏（1999），企業文化策略性能力與外部因果模糊之關係─競爭優勢持續觀點的研究，國立成功大學企業管理學系碩士論文。許士軍（1993），管理學，台北：東華。許文志（1995），邁向21世紀台灣中小企業經營策略，揚智文化出版社。森口八郎（1991），開拓中小企業的活路：企業轉型成功實例，前程企管出版。葉淑蓉（2008），企業文化、知識管理和工作績效之關聯性研究─以yam 天空傳媒為例，銘傳大學傳播管理研究所碩士學位論文。趙祖佑（2014），智慧手機浪潮下的中國PCB業者策略，IEK產業情報，10305。鄭伯壎（2000），企業文化價值觀的數量衡量，中華心理學刊，32，pp. 31-49。鄭榮郎（2001)，傳統產業向上提升的轉型策略，能力雜誌，540，頁77~80。鍾明慶(1998)，企業文化、產業類型、組織規模與預算相關行為之關聯性研究，東華大學企業管理研究所碩士論文。蘇國楨（2000），我國服務業領導模式之發展及其應用之研究」，彰化師範大學工教系博士論文，彰化。二、英文參考文獻Aaker, D. A. (1989), “ Managing and Skills: The Key to Sustainable Competitive,＂California Management Review, Winter, pp.91-106.Ansoff, H. I. (1965), Corporate Strategy, New York: McGraw-Hill.Barney, J. (1986), Organizational culture: Can it be a source of sustained competitiveadvantage? Academy of Management Review, 11(3): 656-665.Bibeault, Donald B. (1982), How Managers Turn Losers into Winners, McGraw-HillBook Company.Bibeault, Donald B. (1982), “Corporate Turnaround, How managers turn Losers into Winners”, (McGraw-Hill Book Company).Burns, T. & Stalker, G. M. (1961), The management of innovation. London: Tavistock Publications.Calori, R & Sanin, P. (1991), Corporate culture and economic performance:FrenchStudent. Organization Studies,12,49-74.Chandler, A. D. (1962), Strategy and Structure, Cambridge: Harvard University Press.Chien, M.H.,(2004), “ A Study to Improve Organizational Performance: A View from SHRM,” Journal of American Academy of Business, 4 (1/2), 289-291.Child J. (1984), Organization, Harper&Row, NY.Chow, C.W., Haddad, K. M. & Wu, A.,(2003), “Corporate Culture and Its Relation to Performance: A Comparative Study of Taiwanese and U.S. Manufacturing Firms,” Managerial Finance, 29 (12), 65-76.Daft, R. L. (2004), Organization Theory and Design. 8th edition. South-Western College Publishing, USA.Davidson, W.(1993), ”Beyond re-engineering：the three phases of business transformation”, IBM systems Journal, 32(1), pp. 65-79.Deal, T.E. & Kennedy, A.A.,(1982), Corporate Cultures: The Rites and Rituals of Corporate Life, Reading, MA: Addison-Wesley.Denison, D. R., (1990), Corporate Culture and Organizational Effectiveness, NewDrucker, P. F. (1993), “Post-Capitalist Society,” New York: Harper Collins, p.25-30.Drucker, P. F. (1995), Managing in a time of great change. New York: Penguin.Edosomwan J A. (1996), Organizational Transformation and Process Reengineering, St Lucie Florida, USA.Jeffrey, D. (1981), ” The management of organizational crises”, Business Horizons, 24(3), pp. 10-16.Jeffrey L Kerr, Ellen F. Jackofsky(1989), Aligning managers with strategies: Management development versus selection Strategic Management Journal Special Issue: Strategic Leaders and Leadership Volume 10, Issue S1, pages 157–170Jonathan D. Day (2000), Corporate transformation without a crisis, The McKinseyQuarterly, New York, Iss. 4, PP.116~128.Joyce Wycoff & Tim Richardson (1995), Transformation Thinking, Berkley Publishing Group.Kimberly, J. R. & Quinn(1984), Managing Organizational Transition, Homewood,Illinois: Jessey Base Inc.,.Kotler, P. (2003), Marketing Management,11th Edition, Prentice Hall Inc.Langford, R. and Schulz, K.(2006), “Gaining 3-D Customer Insight to Drive profitable Growth,” Strategy and Leadership, Vol. 34, No. 2, pp. 21-42.Levy, A., and U. Merry (1984), Organizational Transformation, New York Praeger.Lownethal, J. (1994), Reengineering the Organization: A Step-to-Step Approach toCorporate Revitalization, ASQC Quality Press, p25.Lynch, D. F., S. B. Keller & J. Ozment (2000), “The Effects of Logistics Capabilities and Strategy on Firm Performance, ＂ Journal of Business Logistics, Vol.21, No.2, pp.47-67.Martin, J. & Siehl, C. (1983), Organizational culture and counter-culture：An uneasy symbiosis. Organizational Dynamics , 12, 52-64.Miles, R.E. and Snow, C.C. (1978), “Organizational Strategy, Structure and Process”, NY :McGraw Hill.Miller, D. (1988), “Relating Porter”s Business Strategies to Environment and Structure: Analysis and Performance Implications,＂Academy of Management Journal, Vol.31, No.2, pp.280-308.Mitchell, M. A., & Yate, D. (2002), How to Use Your Organizational Culture as a Competitive Tool. Nonprofit World, Madison, 20(2), 33-34.Peters,T.J.,& Waterman.R.H.(1982), In search of excellence: Lessons from America’s best-rum companies. New York: Hawper & Row.Porter, M.E. (1985), Competitive Advantage: Creating Sustaining Superior Performance, pp. 176-200, New York: The Free Press.Robbins, S. P.,(1990), Organization Theory: Structure Designs and Applications, 3rd ed., New Jersey: Prentice-Hall, Inc.Schein, E. H. (1985), Organizational culture and leadership. San Francisco:Jossey-bass.Shaheen George T (1994), Approach to Transformation, Chief Executive, PP2~5.Venkatraman, N., (1989), The concept of fit in strategy research: toward verbal and statistical correspondence. The Academy of Management Review, 14 (3), 423–444.Wallach, E.J., (1983), "Individuals and Organizations：The Cultural Match", Training and Development Journal, pp29-36.Warren Bennis and Patricia Biederman (1998), Organizing Genius : The Secrets of Creative Collaboration, Perseus Books.Wilkins, A. L., & Ouchi, W. G. (1983), Efficient culture：Exploring the relationship between culture and organizational performance, Administrative Science Quarterly,28:468-481Yvan, A. & Mihaela, F.(1985), ” How to implement radical strategies in large organizations”, Sloan Management Review, Spring, pp. 19-33. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
102932410資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102932410 資料類型 thesis dc.contributor.advisor 邱奕嘉 zh_TW dc.contributor.advisor Chiu, Yi Chia en_US dc.contributor.author (Authors) 黃銘宏 zh_TW dc.contributor.author (Authors) Huang, Ming Hung en_US dc.creator (作者) 黃銘宏 zh_TW dc.creator (作者) Huang, Ming Hung en_US dc.date (日期) 2015 en_US dc.date.accessioned 3-Aug-2015 13:24:45 (UTC+8) - dc.date.available 3-Aug-2015 13:24:45 (UTC+8) - dc.date.issued (上傳時間) 3-Aug-2015 13:24:45 (UTC+8) - dc.identifier (Other Identifiers) G0102932410 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/77206 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 102932410 zh_TW dc.description.abstract (摘要) 長期以來，在台灣經濟發展的過程中，製造業一直扮演著重要的角色，無論是對國內的勞工就業、所得分配、進出口貿易或是產業成長的推動力等，都有著舉足輕重的影響力，同時也是早期促成台灣經濟起飛的強大力量。 然而，隨著中國大陸等國家逐漸取代台灣成為世界的製造業中心，其在土地及人力上的成本優勢，吸引了全球的投資者爭相蜂擁而至。此一情況，使得過去長期身為資通訊與消費性電子產品製造生產重鎮的台灣，受到相當嚴重的衝擊。 以印刷電路板製造業者為例，如何維持長期的獲利能力是最嚴峻的考驗，過度的產能建置與產業外移，最終導致了無止盡的削價競爭以及產品低毛利等問題。因此，為了改善經營困境並提升獲利能力，印刷電路板業者勢必得要進行企業內部的重整與轉型，以面臨新的挑戰並創造機會。 筆者身為印刷電路板製造業者之一，經由在個案公司長期推動企業轉型的實務經驗後發現，『策略規劃』、『組織重整』以及『企業文化』是促成製造業轉型成長的重要因素。因此，本文旨在透過探究以下三個問題，以個案研究的方式，歸納並驗證台灣製造業在企業重整與轉型過程中的成功關鍵：1.台灣製造業企業轉型階段，如何透過短/中/長期的策略規劃持續成長？ 2.台灣製造業企業轉型階段，如何透過組織重整與人力配置達成效率化？3.台灣製造業企業轉型階段，如何透過企業文化的建立以提高員工的工作績效？ zh_TW dc.description.abstract (摘要) Manufacturing industry has played a very important role in the economic growth of Taiwan for a long time, and it also has a large impact on employment, income distribution, import and export business and industry development at Taiwan. In fact, manufacturing industry was a powerful driving force for economic flourishing in early Taiwan. However, countries just like China started to replace Taiwan and became the center of the manufacturing industry in the world. Their advantages on cost of lands and labors really attract most investors all over the world. Because of this situation, as the main producers of ICT products and consumer electronics, Taiwanese manufacturing enterprises face the serious strike. Take the PCB manufacturing industry for instance, it`s the most severest challenge to hold on the profitability. Excessive production capacity and offshore migration of business activities result in continued price war and low gross profit. In order to improve the operation and profitability, Taiwanese manufacturing enterprises have no choice but to carry out enterprise transformation and corporation reorganization. As an entrepreneur of PCB manufacturing industry, when carrying out enterprise transformation and corporation reorganization in my company, I found that strategic development, organization and enterprise culture and were essential factor for successful transformation of manufacturing enterprises. Therefore, in this paper, I will try to induce and verify the key factor of successful transformation for manufacturing enterprises through answering the three questions below:1. In transformation of Taiwanese manufacturing enterprises, how to keep enterprise growth through short/medium/long term strategies planning?2. In transformation of Taiwanese manufacturing enterprises, how to improve efficiency through organization and people allocation?3. In transformation of Taiwanese manufacturing enterprises, how to raise employees` commitment by building up enterprise culture? en_US dc.description.tableofcontents 圖目錄......................................vi表目錄......................................vii壹、緒論.....................................1 一、研究動機................................1 二、研究背景................................2 三、研究問題與目的...........................6貳、文獻探討..................................8 一、企業轉型................................8 （一）企業轉型之定義..........................................8 （二）企業轉型之原因與階段模式..........................................11 （三）企業轉型之類型與方法..........................................19二、企業策略規劃..............................23 （一）企業策略規劃之定義....................23 （二）企業策略之類型.......................25 （三）企業策略之配適性......................29三、企業組織重整...............................30 （一）企業組織重整之定義..........................................30 （二）企業組織重整之方法..........................................31 （三）企業組織重整之案例..........................................33 四、企業文化................................36 （一）企業文化之定義..........................................36 （二）企業文化之要素與類型..........................................38 （三）企業文化對經營績效的影響...........................................42參、研究方法...................................44 一、質性研究方法..............................44 二、個案研究.................................45 三、研究程序.................................45 四、分析架構.................................47肆、個案概況...................................49 一、個案背景介紹..............................49 二、困境與挑戰................................51 三、轉型策略.................................54 （一）產銷策略規劃............................................54 （二）組織架構重整............................................57 （三）企業文化建立.............................................59伍、研究分析.....................................63 一、企業轉型需求分析............................63 （一）內部因素分析............................63 （二）外部因素分析............................65 （三）轉型需求與策略對應性......................67 二、企業轉型策略之成效分析........................68 （一）企業策略規劃與財務績效....................69 （二）企業組織重整與生產效能....................70 （三）企業文化建立與員工離職率..............................................73 三、企業轉型成功關鍵.............................76陸、結論與建議....................................78參考文獻.........................................80一、中文參考文獻...................................81 二、英文參考文獻.................................82 zh_TW dc.format.extent 1073435 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102932410 en_US dc.subject (關鍵詞) 製造業 zh_TW dc.subject (關鍵詞) 企業轉型 zh_TW dc.subject (關鍵詞) 企業策略規劃 zh_TW dc.subject (關鍵詞) 組織重整 zh_TW dc.subject (關鍵詞) 企業文化 zh_TW dc.subject (關鍵詞) Manufacturing Industry en_US dc.subject (關鍵詞) Enterprise Transformation en_US dc.subject (關鍵詞) Enterprise Strategy Development en_US dc.subject (關鍵詞) Corporation Reorganization en_US dc.subject (關鍵詞) Enterprise Culture en_US dc.title (題名) 企業轉型與成長之個案研究 zh_TW dc.title (題名) A Case Study on the Business Transformation and Growth en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 一、中文參考文獻司徒達賢（1995），策略管理，三版，台北：遠流出版有限公司。司徒達賢（2001），策略管理新論，智勝文化，第一、二章，第5-57 頁。司徒達賢（2005），外在環境其實都是他人決策造成的，整合的智慧初版，台北：天下雜誌，頁39-41。台灣電路板協會（2014），2014年11月 PCB上市櫃營收較去年同期成長6.73%， 台灣PCB產業市場資訊，http://www.tpca.org.tw/。伍忠賢（2000），企業轉型的策略方案抉擇，管理雜誌，314，頁106~110。李為仁（1990），電子業轉型之環境、策略與關鍵性成功要素研究，台灣科技大學工程技術研究所碩士論文。李易駿（2001），全球化對社會政策的挑戰：兼論台灣個案初探，台灣社會福利 學刊，2，頁119-154。呂碧茹（1998），高科技產業企業文化、經營策略與人力資源發展及組織績效之關連性研究，國立成功大學企業管理學系碩士論文。吳江林（1990），台灣地區機械業轉型經營策略之研究─以CNC 工具機為實證，中興大學企業管理研究所碩士論文。林建煌（2003），策略管理，台北：智勝文化事業有限公司，p125林溫正（2000），台灣傳統集團企業轉型策略之研究，台灣大學國際企業管理研究所碩士論文。洪文鎮（1995），我國企業轉型與升級之技術策略及相關問題探討，台灣大學商學研究所碩士論文。黃文宏（1999），企業文化策略性能力與外部因果模糊之關係─競爭優勢持續觀點的研究，國立成功大學企業管理學系碩士論文。許士軍（1993），管理學，台北：東華。許文志（1995），邁向21世紀台灣中小企業經營策略，揚智文化出版社。森口八郎（1991），開拓中小企業的活路：企業轉型成功實例，前程企管出版。葉淑蓉（2008），企業文化、知識管理和工作績效之關聯性研究─以yam 天空傳媒為例，銘傳大學傳播管理研究所碩士學位論文。趙祖佑（2014），智慧手機浪潮下的中國PCB業者策略，IEK產業情報，10305。鄭伯壎（2000），企業文化價值觀的數量衡量，中華心理學刊，32，pp. 31-49。鄭榮郎（2001)，傳統產業向上提升的轉型策略，能力雜誌，540，頁77~80。鍾明慶(1998)，企業文化、產業類型、組織規模與預算相關行為之關聯性研究，東華大學企業管理研究所碩士論文。蘇國楨（2000），我國服務業領導模式之發展及其應用之研究」，彰化師範大學工教系博士論文，彰化。二、英文參考文獻Aaker, D. A. (1989), “ Managing and Skills: The Key to Sustainable Competitive,＂California Management Review, Winter, pp.91-106.Ansoff, H. I. (1965), Corporate Strategy, New York: McGraw-Hill.Barney, J. (1986), Organizational culture: Can it be a source of sustained competitiveadvantage? Academy of Management Review, 11(3): 656-665.Bibeault, Donald B. (1982), How Managers Turn Losers into Winners, McGraw-HillBook Company.Bibeault, Donald B. (1982), “Corporate Turnaround, How managers turn Losers into Winners”, (McGraw-Hill Book Company).Burns, T. & Stalker, G. M. (1961), The management of innovation. London: Tavistock Publications.Calori, R & Sanin, P. (1991), Corporate culture and economic performance:FrenchStudent. Organization Studies,12,49-74.Chandler, A. D. (1962), Strategy and Structure, Cambridge: Harvard University Press.Chien, M.H.,(2004), “ A Study to Improve Organizational Performance: A View from SHRM,” Journal of American Academy of Business, 4 (1/2), 289-291.Child J. (1984), Organization, Harper&Row, NY.Chow, C.W., Haddad, K. M. & Wu, A.,(2003), “Corporate Culture and Its Relation to Performance: A Comparative Study of Taiwanese and U.S. Manufacturing Firms,” Managerial Finance, 29 (12), 65-76.Daft, R. L. (2004), Organization Theory and Design. 8th edition. South-Western College Publishing, USA.Davidson, W.(1993), ”Beyond re-engineering：the three phases of business transformation”, IBM systems Journal, 32(1), pp. 65-79.Deal, T.E. & Kennedy, A.A.,(1982), Corporate Cultures: The Rites and Rituals of Corporate Life, Reading, MA: Addison-Wesley.Denison, D. R., (1990), Corporate Culture and Organizational Effectiveness, NewDrucker, P. F. (1993), “Post-Capitalist Society,” New York: Harper Collins, p.25-30.Drucker, P. F. (1995), Managing in a time of great change. New York: Penguin.Edosomwan J A. (1996), Organizational Transformation and Process Reengineering, St Lucie Florida, USA.Jeffrey, D. (1981), ” The management of organizational crises”, Business Horizons, 24(3), pp. 10-16.Jeffrey L Kerr, Ellen F. Jackofsky(1989), Aligning managers with strategies: Management development versus selection Strategic Management Journal Special Issue: Strategic Leaders and Leadership Volume 10, Issue S1, pages 157–170Jonathan D. Day (2000), Corporate transformation without a crisis, The McKinseyQuarterly, New York, Iss. 4, PP.116~128.Joyce Wycoff & Tim Richardson (1995), Transformation Thinking, Berkley Publishing Group.Kimberly, J. R. & Quinn(1984), Managing Organizational Transition, Homewood,Illinois: Jessey Base Inc.,.Kotler, P. (2003), Marketing Management,11th Edition, Prentice Hall Inc.Langford, R. and Schulz, K.(2006), “Gaining 3-D Customer Insight to Drive profitable Growth,” Strategy and Leadership, Vol. 34, No. 2, pp. 21-42.Levy, A., and U. Merry (1984), Organizational Transformation, New York Praeger.Lownethal, J. (1994), Reengineering the Organization: A Step-to-Step Approach toCorporate Revitalization, ASQC Quality Press, p25.Lynch, D. F., S. B. Keller & J. Ozment (2000), “The Effects of Logistics Capabilities and Strategy on Firm Performance, ＂ Journal of Business Logistics, Vol.21, No.2, pp.47-67.Martin, J. & Siehl, C. (1983), Organizational culture and counter-culture：An uneasy symbiosis. Organizational Dynamics , 12, 52-64.Miles, R.E. and Snow, C.C. (1978), “Organizational Strategy, Structure and Process”, NY :McGraw Hill.Miller, D. (1988), “Relating Porter”s Business Strategies to Environment and Structure: Analysis and Performance Implications,＂Academy of Management Journal, Vol.31, No.2, pp.280-308.Mitchell, M. A., & Yate, D. (2002), How to Use Your Organizational Culture as a Competitive Tool. Nonprofit World, Madison, 20(2), 33-34.Peters,T.J.,& Waterman.R.H.(1982), In search of excellence: Lessons from America’s best-rum companies. New York: Hawper & Row.Porter, M.E. (1985), Competitive Advantage: Creating Sustaining Superior Performance, pp. 176-200, New York: The Free Press.Robbins, S. P.,(1990), Organization Theory: Structure Designs and Applications, 3rd ed., New Jersey: Prentice-Hall, Inc.Schein, E. H. (1985), Organizational culture and leadership. San Francisco:Jossey-bass.Shaheen George T (1994), Approach to Transformation, Chief Executive, PP2~5.Venkatraman, N., (1989), The concept of fit in strategy research: toward verbal and statistical correspondence. The Academy of Management Review, 14 (3), 423–444.Wallach, E.J., (1983), "Individuals and Organizations：The Cultural Match", Training and Development Journal, pp29-36.Warren Bennis and Patricia Biederman (1998), Organizing Genius : The Secrets of Creative Collaboration, Perseus Books.Wilkins, A. L., & Ouchi, W. G. (1983), Efficient culture：Exploring the relationship between culture and organizational performance, Administrative Science Quarterly,28:468-481Yvan, A. & Mihaela, F.(1985), ” How to implement radical strategies in large organizations”, Sloan Management Review, Spring, pp. 19-33. zh_TW
