個案公司是一家海、空運承攬運送業者，提供海、空運國際運輸、報關、卡車、倉儲、物流等相關業務。就經營角度，優秀專業的業務人才是最重要的成功關鍵因素之一，而一位專業的業務行銷人員的養成至少需要五年。個案公司業務部的業績貢獻量佔全公司總業績近百分之五十，而業務部近八成的貢獻度是來自於少數幾位的資深業務人員。而長久已來，公司過度注重個人營運績效而形成業務部以業績掛帥、各自為政的組織文化，嚴重影響了組織的發展。
2010 年新上任總經理 Jennifer 看到業務部如果不能立即有效的擴充組織及經驗傳承，幾年後的業務部組織將會嚴重老化及萎縮，這對於公司未來的營運將會有非常重大的影響。 Jennifer 將如何面對業務部長久下來無法留才的困境？在個案論文中就個案公司的現況對於組織文化、領導風格、激勵理論、組織變革、組織認同等相關管理議題作深入探討與論述。

Case company is a company providing the service for the logistic of customers’ goods and products. As far as the operation is concerned, the outstanding sales representatives will be the most important factor, whereas the cultivation of the professional sales representatives should cost at least five years. The almost 50% of Case company’s sales result from the sales team, with nearly 80% of the team’s sales resulting from a few senior sales representatives. For the long time, the company overrates personal performances, leading to the limited development of company by the performance-oriented and personal-based organizational culture.
Jennifer, the new CEO since 2010, envisions the risk for the long-term operation, if the sales team couldn’t effectively enlarge the organization and keep experiences in the company. How would Jennifer deal with the dilemma in the sales team since the long time? This study will explore the issues such as organizational culture, leadership style, motivation, organizational change, organizational identification.

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三、 網路資源
交通部統計處網站
http://stat.motc.gov.tw/mocdb/stmain.jsp?sys=100