本管理個案是一家總部位於A國的跨國大型銀行-B銀行，該行創立時的目標是為A國華人社區提供銀行服務，並促進當地經濟發展。在經過近九十年的經營後，B銀行已成為亞洲地區最大的銀行之一，並提供全面的銀行業務，包括個人銀行業務、商業銀行業務和投資銀行業務，該銀行集團共有超過530間分行與辦事處，分布於亞太、西歐與北美的19個國家與地區。
B銀行身為A國主要銀行之一，由於A國在全球經濟體系中佔有舉足輕重的重要性，因此在洗錢防制與打擊資恐的把關上面，B銀行也責無旁貸。並且，A國政府亦相當重視洗錢防制的績效，其金融管理局也有嚴格的要求。因之，對於B銀行來說，如何有效率的嚴防洗錢甚是重要。
B銀行洗錢防制監控與調查部張凱文面臨了一個具有挑戰性的管理問題，長期高壓的洗錢防制警報調查作業，使得團隊苦不堪言，竟連最資深的王福安經理也受不了了，這成為張凱文不得不面對問題的一個關鍵推力。正所謂：「動心起念發於行」，解決問題的第一步就是面對問題並展開行動，張凱文除了夜深人靜的思考或不斷嘗試調整作業流程外，也尋求資訊科技管理部的李明協助，共同說服集團負責合規的黃友銘副總裁同意動用經費，引進金融科技來借路開路，讓洗錢防制警報調查作業有了新的做法。引進科技搭配管理，讓張凱文成功帶領團隊再進化，透過累積企業資源，使得該銀行持續成為亞洲金融產業領頭羊之一。
本論文包含個案內容和教師手冊兩部分，讀者可藉由此案例來探討如何運用二因子理論、知識管理理論、資源基礎理論、情境理論與科技來協助洗錢防制調查團隊，使其能更準確、有效率地完成任務，進而對於身為該部門成員能更有榮譽感。

This management case study focuses on Bank B, a multinational mega-bank headquartered in Country A, established with the objective of serving the Chinese community in Country A and promoting local economic development. Over nearly nine decades of operation, Bank B has grown to become one of the largest banks in Asia, offering a comprehensive range of banking services, including personal banking, commercial banking, and investment banking. The bank operates with an expansive network of over 530 branches and offices spread across 19 countries and regions in Asia-Pacific, Western Europe, and North America.
As one of the primary banks in Country A, and given the significant role Country A plays in the global economic system, Bank B is duty-bound to shoulder responsibility in Anti-Money Laundering (AML) and Combating the Financing of Terrorism (CFT) measures. The government of Country A places substantial emphasis on the effectiveness of AML and has stringent requirements set by its Monetary Authority. As such, it is of paramount importance for Bank B to effectively guard against money laundering.
Kevin Chang, the head of Anti-Money Laundering (AML) Monitoring and Investigation at Bank B, faced a challenging management issue. The prolonged and intense pressure of AML alert investigations had taken a toll on his team, to the extent that even the most seasoned manager, Fuan Wang, could no longer endure it. This situation became a crucial driving force for Kevin to address the problem. As the saying goes, "Action begins with a thought." The first step in solving a problem is to face it and take action. In addition to his late-night contemplations and continuous efforts to adjust operational processes, Kevin also sought the assistance of Li Ming from the IT Management Department. Together, they persuaded the Deputy General Manager in charge of compliance, Youming Huang, to allocate funds for the introduction of financial technology. This innovation paved a new way for handling AML alert investigations. By integrating technology with management, Kevin successfully led his team to evolve, leveraging corporate resources to maintain the bank's position as one of the leaders in Asia's financial industry.
Furthermore, as one of the leading figures in Asia's financial industry, Bank B is relatively more receptive to new technologies. This paper is divided into two sections: the case content and the instructor's manual. Through this case, readers can explore how to utilize Herzberg's Motivation-Hygiene Theory、Knowledge management、Resource-Based View (RBV)、Situational Theory and technology to assist AML alerts investigation team. This will enable more accurate and efficient completion of tasks, thus instilling a greater sense of pride and honor in members of the department.

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