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題名 創新企業競爭情報：臺灣中小企業的人力資源
INNOVATION COMPETITIVE INTELLIGENCE: Human Resource of Taiwanese SME
作者 謝昕璞
Hsieh, Hsin Pu
貢獻者 林月雲
Lin, Yeh Yun
謝昕璞
Hsieh, Hsin Pu
關鍵詞 創新
競爭情報
人力情報
SME
Innovation
Competitive Intelligence
Human Intelligence
SME
日期 2015
上傳時間 1-Oct-2015 14:11:14 (UTC+8)
摘要 隨著中小企業（Small and Medium Enterprises，SMEs）在台灣這個國家數量的提升，建立一個能夠運作至水準的團隊以確保公司維持具競爭力的型態已變得重要。為了維持競爭力，這些中小企業會找尋新穎、具創意的方法，為要能夠從同業當中脫穎而出。創新源自於兩處，藉由打造一項服務或是產品。在本篇研究當中，服務和產品皆被用來作為調查研究。要有具創意的想法，對於一個團隊就有其需要將想法付諸行動。然而，團隊的打造是一個長久的過程。團隊成長的過程會有第一次開會、相互瞭解、然後能夠作為一個單位去運作。在這個過程中，會有衝突和困惑的障礙。因此，本篇研究提出一項新的競爭情報─人力情報（Human Intelligence，HI）─以協助成長中的公司快速地建立一個團隊。
HI的目的是去建立一個讓公司可以更為快速建立團隊的程序。HI的架構遵循計畫與方向、資料蒐集、分析與傳播之競爭情報架構的原則。藉由三家有創新服務或產品的台灣中小企業之研究，本篇研究使用質性研究蒐集資料並且能夠為著分析從訪談、網路研究、和所在地觀察當中挖掘資料。在團隊效能上採用基礎實際理論，HI能夠告知一家公司建立中的團隊是處在哪一個階段。一旦建立中的團隊所處階段被確認了，人力資源實務就能針對公司給予建議，進而完成競爭情報架構的過程。
人力情報架構的結果能夠給目前的團隊情況給予見解並且提供回饋或是建議，這使得成長中的公司能夠有效地打造一個團隊。
With small and medium enterprises (SMEs) raising all over the country of Taiwan, thus forming a team that can perform up to standard to ensure the company stay in competitive form has become crucial. To stay competitive these SMEs find new innovative ways to be able to differentiate themselves from peers. Innovation can come from two sources, either by creating a service or product. In this paper, both service and product are used as sample studies. To have an innovative idea, there is a need for a team to carry the idea to action. However, team building is a long process. This process of team performance went through meeting for the first time, understanding each other and then being able to perform as one unit. During this process, there are bounds to be conflicts and confusions. Thus this paper brings about a new competitive intelligence, “Human Intelligence” (HI), to help growing companies to build a team rapidly.
HI’s aim is to create a process that allows companies to build teams faster. HI’s framework follows the principle of competitive intelligence process framework of planning and direction, collection of data, analysis and dissemination. Through the study of 3 Taiwanese SMEs that have innovation of either product or service. This paper uses qualitative study to collect data and is able to mine data from interview, internet research and on-site observation for analysis. Using basic practical theories on team performance, HI is able to determine which stage of team forming a company is in. Once the stage of team forming is determined, human resource practices give recommendation for the company, thus completing the process of competitive intelligence framework.
The result of the Human Intelligence framework was able to provide insight to current team situation and offer a feedback or recommendation. This allows growing companies to form a team efficiently.
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16. Ciprian, G. G., Valentin, R., Mădălina, G. I. A., & Lucia, V. V. M. (2012). From visible to hidden intangible assets. Procedia-Social and Behavioral Sciences, 62, 682-688.
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描述 碩士
國立政治大學
企業管理研究所
102363118
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102363118
資料類型 thesis
dc.contributor.advisor 林月雲zh_TW
dc.contributor.advisor Lin, Yeh Yunen_US
dc.contributor.author (Authors) 謝昕璞zh_TW
dc.contributor.author (Authors) Hsieh, Hsin Puen_US
dc.creator (作者) 謝昕璞zh_TW
dc.creator (作者) Hsieh, Hsin Puen_US
dc.date (日期) 2015en_US
dc.date.accessioned 1-Oct-2015 14:11:14 (UTC+8)-
dc.date.available 1-Oct-2015 14:11:14 (UTC+8)-
dc.date.issued (上傳時間) 1-Oct-2015 14:11:14 (UTC+8)-
dc.identifier (Other Identifiers) G0102363118en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/78720-
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) 102363118zh_TW
dc.description.abstract (摘要) 隨著中小企業（Small and Medium Enterprises，SMEs）在台灣這個國家數量的提升，建立一個能夠運作至水準的團隊以確保公司維持具競爭力的型態已變得重要。為了維持競爭力，這些中小企業會找尋新穎、具創意的方法，為要能夠從同業當中脫穎而出。創新源自於兩處，藉由打造一項服務或是產品。在本篇研究當中，服務和產品皆被用來作為調查研究。要有具創意的想法，對於一個團隊就有其需要將想法付諸行動。然而，團隊的打造是一個長久的過程。團隊成長的過程會有第一次開會、相互瞭解、然後能夠作為一個單位去運作。在這個過程中，會有衝突和困惑的障礙。因此，本篇研究提出一項新的競爭情報─人力情報（Human Intelligence，HI）─以協助成長中的公司快速地建立一個團隊。
HI的目的是去建立一個讓公司可以更為快速建立團隊的程序。HI的架構遵循計畫與方向、資料蒐集、分析與傳播之競爭情報架構的原則。藉由三家有創新服務或產品的台灣中小企業之研究，本篇研究使用質性研究蒐集資料並且能夠為著分析從訪談、網路研究、和所在地觀察當中挖掘資料。在團隊效能上採用基礎實際理論，HI能夠告知一家公司建立中的團隊是處在哪一個階段。一旦建立中的團隊所處階段被確認了，人力資源實務就能針對公司給予建議，進而完成競爭情報架構的過程。
人力情報架構的結果能夠給目前的團隊情況給予見解並且提供回饋或是建議，這使得成長中的公司能夠有效地打造一個團隊。		zh_TW
dc.description.abstract (摘要) With small and medium enterprises (SMEs) raising all over the country of Taiwan, thus forming a team that can perform up to standard to ensure the company stay in competitive form has become crucial. To stay competitive these SMEs find new innovative ways to be able to differentiate themselves from peers. Innovation can come from two sources, either by creating a service or product. In this paper, both service and product are used as sample studies. To have an innovative idea, there is a need for a team to carry the idea to action. However, team building is a long process. This process of team performance went through meeting for the first time, understanding each other and then being able to perform as one unit. During this process, there are bounds to be conflicts and confusions. Thus this paper brings about a new competitive intelligence, “Human Intelligence” (HI), to help growing companies to build a team rapidly.
HI’s aim is to create a process that allows companies to build teams faster. HI’s framework follows the principle of competitive intelligence process framework of planning and direction, collection of data, analysis and dissemination. Through the study of 3 Taiwanese SMEs that have innovation of either product or service. This paper uses qualitative study to collect data and is able to mine data from interview, internet research and on-site observation for analysis. Using basic practical theories on team performance, HI is able to determine which stage of team forming a company is in. Once the stage of team forming is determined, human resource practices give recommendation for the company, thus completing the process of competitive intelligence framework.
The result of the Human Intelligence framework was able to provide insight to current team situation and offer a feedback or recommendation. This allows growing companies to form a team efficiently.		en_US
dc.description.tableofcontents Abstract i
TABLE OF CONTENT iii
LIST OF TABLES v
LIST OF FIGURES vi
Chapter 1. Introduction 1
1.1 Research Motivation 1
1.2 Research objective 3
1.3 Research Procedures 3
Chapter 2. Literature Review 5
2.1 Innovation 5
2.1.1 Innovation Process models 5
2.2 Competitive Intelligence 7
2.2.1 Market intelligence 8
2.2.2 Technology intelligence 9
2.2.3 Competitor intelligence 9
2.2.4 Strategic intelligence 9
2.3 Process of Competitive Intelligence 9
2.3.1 Planning and direction 9
2.3.2 Collection 10
2.3.3 Analysis 10
2.3.4 Dissemination 10
2.4 Innovation Competitive intelligence 10
2.5 Intangible Assets for Competitive Advantage 11
2.6 Human Resource Competitive Advantage 12
2.7 Team Performance 14
2.8 Summary 17
Chapter 3. Research Methodology 18
3.1 Case Study Methodology 18
3.2 In-depth interview 19
3.3 Research subjects 19
3.3.1 Company A 20
3.3.2 Company B 21
3.3.3 Company C 22
3.4 Interview Design 23
3.4.1 Data Collection 23
3.4.2 Outline interview questions 23
3.4.3 Interview Respondents 25
3.4.4 Interview Principle 26
Chapter 4. Result Analysis 27
4.1 Case Analysis for Company A 28
4.1.1 Innovation 28
4.1.2 Human Resource Practices 29
4.1.3 Human Intelligence 30
4.1.4 On-Site Observation 30
4.2 Case Analysis of Company B 31
4.2.1 Innovation 31
4.2.2 Human Resource Practices 32
4.2.3 Human Intelligence 34
4.2.4 On-site Observation 34
4.3 Case Analysis of Company C 35
4.3.1 Innovation 35
4.3.2 Human Resource Practices 36
4.3.3 Human Intelligence 37
4.3.4 On-site observation 38
4.4 Summary 39
Chapter 5. Human Intelligence Framework 43
5.1 Analyzing Framework 43
5.2 Recommendation Framework 46
5.3 Summary 48
Chapter 6. Conclusion 50
6.1 Contribution 50
6.2 Limitations 50
References 52
Appendix A 58		zh_TW
dc.format.extent 1078467 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102363118en_US
dc.subject (關鍵詞) 創新zh_TW
dc.subject (關鍵詞) 競爭情報zh_TW
dc.subject (關鍵詞) 人力情報zh_TW
dc.subject (關鍵詞) SMEzh_TW
dc.subject (關鍵詞) Innovationen_US
dc.subject (關鍵詞) Competitive Intelligenceen_US
dc.subject (關鍵詞) Human Intelligenceen_US
dc.subject (關鍵詞) SMEen_US
dc.title (題名) 創新企業競爭情報：臺灣中小企業的人力資源zh_TW
dc.title (題名) INNOVATION COMPETITIVE INTELLIGENCE: Human Resource of Taiwanese SMEen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 1. Adair, J. (1986), Effective Teambuilding, Gower, Aldershot.
2. Albury, D. & Mulgan, G. (2003). Innovation in the public sector.
3. Albury, D. (2005). "Fostering Innovation in Public Services," Public Money & Management, 25 (1), pp. 51-56.
4. Allameh, S. M., Ghazinour, S., Ansari, A., Kianpour, K., & Nazari, Z. (2014). Study the Effect of Competitive Intelligence Components on Creating Innovation. International Journal of Management Academy, 2(1), 27-35.
5. Amabile, T.M. (1996), Creativity in Context. Westview Press, New York, NY.
6. Amit, R., &Schoemaker, P. (1993). Strategic assets and organisational rent. Strategic Management Journal, 14 (1), 33–46.
7. Andrew, J. P., & Sirkin, H. L. (2006). Payback–Repeating the Rewards of Innovation.
8. Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82 (1), 150–169.
9. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99 – 120
10. Blyler, M., & Coff, R. W. (2003). Dynamic capabilities, social capital, and rent appropriation: Ties that split pies. Social Capital, and Rent Appropriation: Ties that Split Pies (July 26, 2012). Strategic Management Journal (24), 677-686.
11. Boisot, M. (1998). Knowledge assets: Securing competitive advantage in the information economy. New York, NY: Oxford University Press.
12. Britan, G. M. (1978). Experimental and contextual models of program evaluation. Evaluation and Program Planning, 1(3), 229-234.
13. Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.
14. Carmeli, A., & Schaubroeck, J. (2005). How leveraging human resource capital with its competitive distinctiveness enhances the performance of commercial and public organizations. Human Resource Management 44 (4), 391–412.
15. Chen, Y.-S., Lin, M.-J. J. & Chang, C.-H. 2009. The positive effects of relationship learning and absorptive capacity on innovation performance and competitive advantage in industrial markets. Industrial Marketing Management, 38: 152-158.
16. Ciprian, G. G., Valentin, R., Mădălina, G. I. A., & Lucia, V. V. M. (2012). From visible to hidden intangible assets. Procedia-Social and Behavioral Sciences, 62, 682-688.
17. Collis, D., & Montgomery, C. (1995). Competing on resources: Strategy in the 1990s. Harvard Business Review, 73 (4), 118–128.
18. Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501–528.
19. Critchley, B., & Casey, D. (1984). Second thoughts on team building. Management Learning, 15(2), 163-175.
20. Denzin, N. K. (1970). The research act: A theoretical introduction to sociological methods. Transaction publishers.
21. Deschamps, J. P. 1995. Product juggernauts: How companies mobilize to generate a stream of market winners, Harvard Business Press.
22. Du Toit, A. S. A. (1998). Information management in South African manufacturing enterprises. International Journal of Information Management, 18(3), 205–213.
23. Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. The Academy of Management Review, 23 (4), 660–679.
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