學號：M10508925
論文名稱：企業轉型挑戰--組織重整與傳承
院所組別：國立台灣科技大學 企業管理系EMBA碩士在職專班
研究生：張嘉鈞
指導教授：鄭仁偉 博士

本文管理個案公司為一家小型規模的醫療器材廠商，自1987年成立迄今已三十年。主要營業項目為製造及販售一次性使用的醫療器材，產品項包含：一般外科電燒刀和一次性配件、自動體外心臟電擊去顫器（Automated External Defibrillator，簡稱AED）及其使用的一次性配件。產品行銷主要以歐美市場為主。
最近個案公司除了業務部門陸續收到客戶產品異常的反應外，也出現產品開發時程延長，造成產品上市時間的延誤，使得公司的商譽受到影響；經過相關部門及主管深入分析後，發現公司長期經營呈現穩定成長的態勢，但各單位直、間接人員的迅速擴編，使得組織結構隨著人員的增多而需要進行調整與修正，以應應持續增加的產能需求及產品開發專案。這也是個案公司在人才尋找與人員培育、研發團隊的協調不良、組織與人員心態未適時調整等人員管理上的決策難題及挑戰。
本論文透過此個案，分享與探討企業轉型、組織重整期間個案公司的人力資源與技術傳承的運作，藉此培養領導者的決策思維，及嚴謹客觀的分析，進而在日後碰到類似狀況時，能從個案中獲得不同角度的啟發，並可觸類旁通，增加思考的層面，確保決策的執行成效。

The management company in the case is a small-scale medical device manufacturer that has been in existence for 30 years since its establishment in 1987. The main business is the manufacture and sale of disposable medical equipment. The product items included general surgical electrical pencil, and its disposable accessories, as well as automated external defibrillator (AED) and its accessories. Product marketing is mainly based on European and American markets.
Recently, the business unit of this company successively received reports, that their products have problems, from their customers. And development time extension causes the delay of the time to market as well as goodwill impairment. After analysis by related departments and supervisors, they discover that the long term operating condition shows steady growth. But the suddenly expansion of the direct and indirect employee at every department, they need to adjust the organizational structure to handle the increased capacity requirement and product development project. This is also the management challenges and the problems of this company, which are talent search as well as development, poor coordination of the R&D team, and also organization and employee did not adjust their mentality timely.
Through the sharing and discussion of this case, such as the human resources and technology inheritance of the case company during the period of enterprise transformation and organizational restructuring, so as to cultivate the decision thinking of the leaders. It must be analyzed rigorously and objectively, so that when similar situations are encountered in the future, readers can have inspired by different angles from the case, increase the level of thinking, and ensure the effectiveness of decision-making.

一、 中文部分
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二、 英文部分
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三、 網路部分
1. 經濟日報：全球醫材商機 https://money.udn.com/money/story/10161/2810282
2. 台灣就業通：醫療器材產業現況與趨勢 https://www.taiwanjobs.gov.tw/internet/jobwanted/docDetail.aspx?uid=1590&docid=32485
3. 每日頭條：你是人才，人財，人材還是人裁？https://kknews.cc/zh-tw/career/axvjkz6.html
4. 新知分享：I型人、T型人及π型人http://www.taifer.com.tw/taifer/tf/050002/47.html
5. 自由時報：先站穩，才能站得高！「π型人」職場必勝成功術http://news.ltn.com.tw/news/supplement/paper/277037
6. 經濟部人才快訊電子報--跨領域人才培育須先考量的三件事http://itriexpress.blogspot.com/2017/03/blog-post.html
7. TDK集团：选拔「π」型人才http://doc.mbalib.com/view/9b350f4db598456593efb78747240857.html
8. MBAlib：π型人才 http://wiki.mbalib.com/wiki/Π型人才
9. WiKi：T型人才 http://wiki.mbalib.com/zh-tw/T型人才
10. WiKi：π型人才 http://wiki.mbalib.com/zh-tw/Π型人才
11. MBAlib：舒適圈 http://wiki.mbalib.com/zh-tw/舒适圈
12. 百度百科：舒適區 https://baike.baidu.com/item/舒适区
13. 業務講堂：舒適圈裡除了舒適「一無所有」http://imtopsales.com/view1/?p=23026
14. 業務講堂：離開了舒適圈，才能看出一個人的實力和競爭力！http://imtopsales.com/?p=25156
15. TED：「舒適圈就是失敗圈！」邁向成功https://www.managertoday.com.tw/dictionary/cond/53508
16. MBAlib：組織慣性 http://wiki.mbalib.com/zh-tw/组织惯性
17. CPC：擺脫組織慣性 從成功到卓越 http://www.apiaa.org.tw/information_show.php?pid=5&sid=14&id=466
18. CPC：「慣性」燒不盡 經營績效走下坡 http://www.apiaa.org.tw/information_show.php?pid=5&sid=14&id=636
19. MBAlib：組織變革 wiki.mbalib.com/zh-tw/组织变革
20. MBAlib：Lewin的三階段變革過程模型 http://wiki.mbalib.com/zh-tw/卢因的三阶段变革过程模型
21. MBAlib：組織結構 http://wiki.mbalib.com/zh-tw/组织结构
22. MBAlib：無邊界組織：企業組織結構變革的新模式 http://doc.mbalib.com/view/9e1cb42b3e0f7f06577efd96b72f6cba.html
23. MBAlib：無疆界組織 http://wiki.mbalib.com/zh-tw/无边界组织
24. MBAlib：韋爾奇的無邊界管理 http://wiki.mbalib.com/zh-tw/韦尔奇的无边界管理
25. TALENT MAPPING STRATEGIES http://www.piexecutive.com/solutions/talent-mapping-strategies/
26. Stephen Dun-Hao Tsai-- Boundary Management: Exploring the Nature of Knowledge Embeddedness and Knowledge Transfer https://www.researchgate.net/scientific-contributions/2009744719_Stephen_Dun-Hao_Tsai