Basic Search / Detailed Display

Author: 吳勝雄
Sheng-Hsiung Wu
Thesis Title: 台灣ICT產業組織轉型之資源管理及主導邏輯制定
The Organizational Transformation of Taiwanese ICT Industries: Resource Management and Dominant Logic Enactment
Advisor: 周子銓
Tzu-Chuan Chou
Committee: 周燦德
Tsan-Der Chou
翁樸棟
Pu-Dong Weng
李慶章
Ching-Chang Lee
張光第
Guangdi Chang
周子銓
Tzu-Chuan Chou
Degree: 博士
Doctor
Department: 管理學院 - 管理研究所
Graduate Institute of Management
Thesis Publication Year: 2020
Graduation Academic Year: 108
Language: 中文
Pages: 73
Keywords (in Chinese): 組織轉型ICT產業資源管理主導邏輯制定
Keywords (in other languages): Organizational Transformation, ICT Industry, Resource Management, Dominant Logic Enactment
Reference times: Clicks: 611Downloads: 0
Share:
School Collection Retrieve National Library Collection Retrieve Error Report
  • 轉型(organizational transformation)是管理領域中非常受關注的一個研究主題。儘管學者已經廣泛認識到管理組織變革的重要性,但很少有研究集中在(1)公司如何擺脫資源受限的環境以及(2)公司的主導業務邏輯如何變革。因此,本論文的目的是檢驗組織在資源受限的環境中的作用,如何進行資源拼湊(bricolage),以及在此過程中如何制定組織常規(routines)以進行主導邏輯(dominant logic)轉換和相關的組織學習。首先,本文擴展了資源管理的視角,解釋了組織在資源受限的環境中的資源拼湊作用。其次,本研究擴展了Stiles等人的研究,機制定與常規應用到組織級的研究,並探索組織主導商務邏輯轉型的重要機制。具體而言,我們通過對兩家台灣ICT公司的轉型實踐的深入進行個案研究。本文提出了8種機制來擴展我們對組織變革的認識,包含有徵用(appropriation)機制、策略性配適(strategic fit)機制、靈巧拼湊 (ambidexterity) 機制、市場導向(market orientation)機制、策略相容性(compatibility)機制、企業敏捷(Agility)機制、商務和諧(Orchestration)校準機制與自主性控制 (Autonomy control) 機制。對於每種機制,確定其關鍵的管理活動,並討論相關的管理意涵及其未來的研究方向。


    Transformation is a research topic that has received much attention in the field of management. Although scholars have widely recognized the importance of managing organizational transformation, few studies have focused on (1) how firm can escape from a resource constrained context and (2) how firm’s dominant business logic transform. Hence, the purpose of this dissertation is to examine the role of organizational bricolage in the resource constrained context and how organizational routines can be enacted for dominant logic transformation and the associated organizational learning in this process. Firstly, this dissertation extended the resource management perspective to explain the role of organizational bricolage in the resource constrained context. Secondly, this study extended Stiles et al.’s individual-level study method of enacting a schema and routines to incorporate the organizational level and explore the enactment of organizational routines for dominant business logic transformation. Specifically, we conducted our research through an in-depth case study of two Taiwanese ICT companies’ transformation practices. This dissertation proposes 8 mechanisms to extend our understanding of organizational transformation, including resource appropriation mechanism、strategic fit mechanism、resource ambidexterity mechanism、market orientation mechanism、strategic compatibility mechanism、organizational agility mechanism、business orchestration mechanism and autonomy control mechanism. For each mechanism, key managerial activities were identified and the implications of the lessons learned and its future research directions are also discussed.

    目錄 摘要 I ABSTRACT II 誌謝 III 目錄 IV 表目錄 VI 圖目錄 VII 第一章、 緒論 1 1.1 研究背景與動機 1 1.2 研究問題與目的 3 1.3 研究範圍與流程 5 1.4 論文架構 7 第二章、 文獻探討 8 2.1 組織變革與轉型 8 2.2 資源基礎理論與資源管理 10 2.3 組織拼湊( ORGANIZATIONAL BRICOLAGE) 12 2.4 主導邏輯轉型驅動常規制定 15 第三章、研究方法 21 3.1 研究方法 21 3.2 資料蒐集 22 3.3 研究分析 25 第四章、轉型之資源管理研究 27 4.1 階段1: 組織縮減(BUSINESS ENTRENCHMENT,1997-2001)-B.B.C.設備處理 27 4.2 階段2: 轉型過渡期 (BUSINESS TRANSITION,2002-2003)-網咖服務的淬鍊 30 4.3階段3: 核心能力重塑期 (CORE COMPETENCE RECONFIGURATION,2003-2011)- 發展 VOICE事業 32 4.4 階段4: 結構細緻化期 (STRUCTURE REFINEMENT,2012-至今)-加值服務發展 35 第五章、轉型之主導邏輯研究 38 5.1 階段1:觸發主導邏輯更新 38 5.2階段2:重塑組織基模(RESHAPING ORGANIZATIONAL SCHEMATA) 40 5.3 階段3:重塑形式面常規 42 5.4 階段4:制定組織執行面常規 44 第六章、研究結論與建議 47 6.1 研究問題的回應 47 6.2 研究貢獻 54 6.3 研究限制與未來研究方向 54 參考文獻 56 中文部分 56 英文部分 56

    中文部分
    徐宗國譯(1997),「質性研究概論」,巨流,台北。
    英文部分
    Ahuja, G. and Katila, R. (2004), “Where do resources come from? The role of idiosyncratic situations”, Strategic Management Journal, 25, pp.887-907.
    Baker, T. and Nelson, R.E. (2005), “Creating something from nothing: Resource construction through entrepreneurial bricolage”, Administrative Science Quarterly, 50, pp.329-266.
    Baker, T., Miner, A.S., and Eesley, D.T. (2003), “Improvising firms: Bricolage, account giving, and improvisational competency in the founding process”, Research Policy, 32, pp. 255–276.
    Barney J.B. (1991), “Firm resources and sustained competitive advantage,” Journal of Management, 17(1), pp. 99-120.
    Barney, J.B. (2001), “Is the resource-based view a useful perspective for strategic management research? Yes”, Academy of Management Review, 26, pp.41-56.
    Barua, A., Konana, P., Whinston, A.B. and Yin, F. (2004), “An empirical investigation of net-enabled business value”, MIS Quarterly, 28(4), pp. 585-620.
    Benbasat, I. Goldstein, D. and Mead, M. 1987. “The case research strategy in studies of information systems”, MIS Quarterly, Vol. 11 No. 3, pp. 369-386. doi:10.2307/248684
    Bettis, R.A. and Prahalad, C.K. 1995. “The dominant logic: Retrospective and extension”, Strategic Management Journal, Vol. 16 No. 1, pp. 5-14. doi:10.1002/smj.4250160104
    Brown, S.L. and Eisenhardt, K.M. (1997), “The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting Organizations”, Administrative Science Quarterly, 42, pp.1-34.
    Buffington, J. and McCubbrey, D. (2012), “The adoption of generative customer as an innovation strategy in U.S. smartphone market: A case study”, Communications of the Association for Information Systems, 30(7), pp. 101-110.
    Capron, L., Dussauge, P. and Mitchell, W. (1998), “Resource redeployment following horizontal acquisitions in Europe and North America, 1988-1922”, Strategic Management Journal, 19(7), pp.631-661.
    Chan, C.M.L., Hackney, R., Pan, S.L. and Chou, T. 2011. “Managing e-Government system implementation: a resource enactment perspective”, European Journal of Information Systems, Vol. 20 No 5, pp. 539-541. doi:10.1057/ejis.2011.19
    Chatfield, A.T and Bjørn-Anderson, N. (1997), “The impact of IOS-enabled business process change on business outcomes: Transformatin of the value chain of Japan Airlines”, Journal of Management Information Systems, 14(1), pp. 13-40.
    Collis, D.J. and Montgomery, C.A. (1995), “Competing on resources: Strategy in the 1990s”, Harvard Business Review, 73 (July-August), pp.118-128.
    Combs, J. and Ketchen, D.J. (1999), “Explaining interfirm cooperation and performance: toward a reconciliation of predictions from the resource-based view and organizational economics”, Strategic Management Journal, 20, pp. 867–888.
    Cunha, M.P. and Cunha, J.V. (2002), “to plan and not to plan: Toward a synthesis between planning and learning”, International Journal of Organization Theory and Behavior, 5(3/4), pp.299-315.
    Cunha, M.P. and Cunha, J.V. (2006), “Towards a complex theory of strategy”, Management Decision, 44(7), pp. 839-850.
    Cunha, M.P., Cunha, J.V. and Kamoche, K. (1999), “Organizational Improvisation: What, When, How and Why”, International Journal of Management Reviews, 1, pp. 299-341.
    Danneels, E. 2003. “Tight-loose coupling with customers: The enactment of customer orientation”, Strategic Management Journal, Vol. 24 No. 6, pp. 559-576. doi: 10.1002/smj.319
    DeSanctis, G. and Poole, M.S. (1994), “Capturing the complexity in advanced technology use: adaptive structuration theory”, Organization Science, Vol. 5 No. 2, pp. 121-7.
    Dey, B., Newman, D. and Prendergast, R. (2011), “Analyzing appropriation and usability in social and occupational lives: An investigation of Bangladeshi farmers' use of mobile telephony”, Information Technology & People, 24(1), pp. 46-63.
    Di Domenico, M., Haugh, H. and Tracey, P. (2010), “Social bricolage: Theorizing social value creation in social enterprise”, Entrepreneurship Theory and Practice, 34(4), pp.681-730.
    Dionysiou, D. D. and Tsoukas, H. 2013. “Understanding the (re)creation of routines from within: A symbolic interactionist perspective”, Academy of Management Review, Vol. 38 No. 2, pp. 181-205. doi:10.5465/amr.2011.0215
    Donald, S. (2009) “How to thrive in turbulent markets,” Harvard Business Review, 87(2), pp. 78-88.
    Du, W. and Pan, S. 2013. “Boundary spanning by design: Toward aligning boundary-spanning capacity and strategy in IT outsourcing”, IEEE Transactions on Engineering Management, Vol. 60 No. 1, pp. 59-76. doi: 10.1109/TEM.2012.2206114
    Du, Wenyu, Shan Ling Pan and Meiyun Zuo (2013), “How to Balance Sustainability and Profitability in Technology Organizations: An Ambidextrous Perspective,” IEEE Transactions on Engineering Management, 60(2):366-385.
    Duymedjian, R. and Rüling, C. (2010), “Towards a foundation of bricolage in organization and management theory”, Organization Studies, 31(2), pp.133-151.
    Eisenhardt, K. M. 1989. “Building theories from case study research.” Academy of management review, 14(4), 532-550. doi: 10.5465/amr.1989.4308385
    Eisenhart, K. and Martin, J.K. (2000), “Dynamic Capabilities: What are they?” Strategic management Journal, 21, 1105-1121.
    Feldman, M.S. 2000. “Organizational routines as a source of continuous change”, Organization Science, Vol. 11 No. 6, pp. 611-629. doi:10.1287/orsc.11.6.611.12529
    Fledman, M.S. and Pentland, B.T. 2003. “Reconceptualizing organizational routines as a source of flexibility and change”, Administrative Science Quarterly, Vol. 48 No. 1, pp. 94-118. doi:10.2307/3556620
    Glaser, B. G., & Strauss A. L. The Discovery of Grounded Theory. Aldine, New York, NY, 1967. doi: 10.4324/9780203793206-1
    Halfat C.E. and Peteraf, M.A. (2003), “The dynamic resource-based view: Capability life cycles”, Strategic Management Journal, 24(10), pp.997-1010.
    Jian, G. 2011. “Articulating circumstance, identity and practice: toward a discursive framework of organizational changing”, Organization, Vol. 18 No. 1, pp. 45-64. doi:10.1177/1350508410373672
    Kane, G.C., Palmer, D., Phillips, A.N., Kiron, D. and Buckley, N. (2017), “Achieving digital maturity: Adapting your company to a changing world”, MIT Sloan Management Review, 3-29,
    Kane, G.C., Palmer, D., Phillips, A.N., Kiron. D. and Buckley, N. (2016), “Aligning the Organization for Its Digital Future” MIT Sloan Management Review and Deloitte University Press, http://sloanreview.mit.edu/digital2016
    Kane, G.C., Palmer, D., Phillips, A.N., Kiron. D. and Buckley, N. (2017), “Achieving Digital Maturity” MIT Sloan Management Review and Deloitte University Press, https://sloanreview.mit.edu/projects/achieving-digital-maturity/
    Karim, S. and Mitchell, W. (2000), “Path dependent and path-breaking change: Reconfiguring business resources following acquisitions in the U.S. medical sector, 1978-1995”, Strategic Management Journal, 21 (10/11), pp.1061-1081.
    Ketchen, D.J., Wowak, K.D. and Graighead, C.W. (2014), “Resource gaps and resource orchestration shortfalls in supply chain management: the case of product recalls”, Journal of Supply Chain Management, 50(3), pp. 6-15.
    Kirca, A.H., Bearden, W.O. and Roth, K. 2011. “Implementation of market orientation in the subsidiaries of global companies: The role of institutional factors”, Journal of the Academy of Marketing Science, Vol. 39 No. 5, pp. 683-699. doi:10.1007/s11747-010-0234-1
    Klein, H. K., & Myers, M. D. 1999. “A set of principles for conducting and evaluating interpretive field studies in information systems”, MIS Quarterly, 23(1), 67-93.
    Labianca, G., Gary, B. and Brass, D.J. 2000. “A grounded model of organizational schema change during empowerment”, Organization Science, Vol. 11 No. 2, pp. 235-257. doi:10.1287/orsc.11.2.235.12512
    Lanzara, G.F. and Patriotta, G. (2001), “Technology and the courtroom: An inquiry into knowledge making in organizations”, Journal of Management Studies, 38, pp. 943–971.
    Lavie, D. (2006), “Capability reconfiguration: An analysis of incumbent responses to technology change”, Academy of Management Review, 31(1), pp.153-174.
    Leonardi, P.M. (2007), “Activating the information capabilities of information technology for organization change”, Organization Science, pp. 813-831.
    Levi-Strauss, C. (1966), The Savage Mind. Chicago: University of Chicago Press.
    Liu, D., Chen, S. and Chou, T. (2011), “Resource fit in digital transformation: Lessons learned from the CBC Bank global e-banking project”, Management Decision, 49(10), pp. 1728-1742.
    Management, 17, pp. 99-120.
    Martin, R. and Deimler, M. (2011), “Adaptability: The New Competitive Advantage”, Harvard Business Review, pp. 134-141.
    Miles, R.E. and Snow, C.C. (1994), Fit Failure, and the Hall of Fame: How Companies Succeed or Fail, Free Press, New York, NY.
    Miller, D. (1992), “Environmental Fit versus Internal Fit”, Organization Science, 3(2), pp. 159-178.
    Nambisan, S., Agarwal, R. and Tanniru, M. (1999), “Organizational mechanisms for enhancing user innovation in information technology”, MIS Quarterly, 23(3), pp. 365-395.
    Narver, J.C. & Slater, S.F. (1990). The effect of a market orientation on business profitability. Journal of Marketing, 54(4), 20-34. doi: 10.2307/1251757
    Newman, K.L. 2000. “Organizational transformation during institutional upheaval”, Academy of Management Review, Vol. 25 No. 3, pp. 602-619. doi: 10.2307/259313
    Novak, L., Brooks, J., Gadd, C., Anders, S. & Lorenzi, N. 2012. “Mediating the intersections of organizational routines during the introduction of a health IT system”, European Journal of Information Systems, Vol. 21 No. 5, pp. 552-569. doi: 10.1057/ejis.2012.2
    Obloj, T., Obloj, K. and Pratt, M.G. 2010. “Dominant logic and entrepreneurial firms’ performance in a transition economy”, Entrepreneurship Theory and Practice, Vol. 34 No. 1, pp. 152-170. doi: 10.1111/j.1540-6520.2009.00367.x
    Orlikowski W.J. (1996), “Improvising organizational transformation over time: A situated change perspective”, Information Systems Research, 7(1), pp. 63-92.
    Pan, S L., Pan, G., Chen, J. W. and Hsieh, M-H (2007), “The Dynamics of Implementing and Managing Modularity of Organizational Routines during Capability Development: Insights from a Process Model?”, IEEE Transactions on Engineering Management. 54 (4): 800-813.
    Pearce, J.A. II and Keith, D.K. (1994), “Retrenchment remains the foundation of business turnaround”, Strategic Management Journal, 15(5), pp. 407-417.
    Pearce, J.A., II and Robbins, D.K. (1993), “Toward improved theory and research on business turnaround”, Journal of Management, 19(3), pp.613-636.
    Penrose, E.T. (1959), The Theory of the Growth of the Firm. New York: John Wiley.
    Pentland, B.T and Feldman, M.S. 2005. “Organizational routines as a unit of analysis”, Industrial and Corporate change, Vol. 14 No. 5, pp. 793-815. doi: 10.1093/icc/dth070
    Porter, M.E. (1979), “How competitive forces shape strategy”, Harvard Business Review, 57(2), pp.137-145.
    Prahalad, C.K. 2004. “The blinders of dominant logic”, Long Range Planning, Vol. 37 No. 2, pp. 171-179 doi:10.1016/j.lrp.2004.01.010.
    Prahalad, C.K. and Bettis, R.A. 1986. “The dominant logic: A new linkage between diversity and performance”, Strategic Management Journal, Vol. 7 No. 6, pp. 485-501. doi:10.1002/smj.4250070602
    Priem, R.L. and Bulter, J.E. (2001), “Is the resource-based view a useful perspective for strategic management research?”, Academy of Management Review, 26, pp.22-40.
    Quinn, M. (2011), “Routines in management accounting research: Future exploration”, Journal of Accounting & Organizational Change, 7(4), pp. 337-357.
    Romanelli, E. and Tushman, M.L. (1994), “Organizational Transformation as Punctuated Equilibrium: An Empirical Test”, The Academy of Management Journal, 37(5), pp. 1141-1166.
    Sirmon, D.G, Hitt, M.A. and Ireland, R.D. (2007), “Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box”, The Academy of Management Review, 32(1), pp. 273–292.
    Spicer, A. and Sewell, G. 2010. “From national service to global player: Transforming the organizational logic of a public broadcaster”, Journal of Management Studies, Vol. 47 No. 6, pp. 913-943. doi: 10.1111/j.1467-6486.2009.00915.x
    Stake, R. E. 1994. Case Studies, In Denzin N. K., and Lincoln, Y. S. (Eds.), Handbook of Qualitative Research (pp. 236-247), Sage Publications. doi:10.1017/S0714980800016482
    Stiles, P, Trevor, J., Farndale, E. Morris, S.S., Paauwe, J., Stahl, G. and Wright, P. 2015. “Changing routine: Reframing performance management within a multinational”, Journal of Management Studies, Vol. 52 No. 1, pp. 63-88. doi: 10.1111/joms.12111
    Strauss, A. (1987). Qualitative analysis for social scientists. Cambridge: Cambridge University Press.
    Strauss, A. and Corbin, J. 1990. Basics of qualitative research: Grounded theory, procedures and techniques, Newbury Park, CA: Sage Publications.
    Teece, D.J., Pisano, G. and Shuen, A. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, 18, pp.509-533.
    Tellis, Winston, (1997). Introduction to Case Study. The Qualitative Report, Volume 3, Number 2, July. (http://www.nova.edu/ssss/QR/QR3-2/tellis1.html).
    Thietart, R. 2016. “Strategic dynamics: Agency, path dependency, and self-organized emergence”, Strategic Management Journal, Vol. 37 No. 4, pp. 774-792. doi: 10.1002/smj.2368
    Tsai, W. and Ghoshal, S. (1998), “Social capital and value creation: the role of interfirm networks,” Academy of Management Journal, 41(4), pp.464-476.
    Van de Ven, A. and Poole, M.S. (1995), “Explaining development and change in organizations”, The Academy of Management Review, 20(3), pp. 510-540.
    Walsham, G., 2006. Doing interpretive research. Eur. J. Inform. Syst. 15 (3), 320–330.
    Wamba, S.F. and Chatfield, A.T. 2009. “A contingency model for creating value from RFID supply chain network projects in logistics and manufacturing environments”, European Journal of Information Systems, Vol. 18 No. 6, pp. 615-636. doi:10.1057/ejis.2009.44
    Weick, K. (2001), Making Sense of the Organization, Wiley-Blackwell.
    Weick, K.E. (1993), “Organizational redesign as improvisation”, in Huber, G.P and Glick, W.H. (eds), Organizational Change and Redesign, New Youk: Oxford University Press, pp.346-379.
    Wernerfelt B. (1984), “A resource-based view of the firm”, Strategic Management Journal, 5(2), pp.171–180.
    Wheeler, B.C. (2002), “NEBIC: A dynamic capabilities theory for assessing Net-Enablement”, Information Systems Research, 13(2), pp.125-146.
    Wischnevsky, J. D., and Damanpour, F. 2006. “Organizational transformation and performance: An examination of three perspectives”, Journal of Managerial Issues, Vol. 18 No. 1, pp. 104-128. doi:10.1007/978-1-137-03028-3_15
    Worren, N. Moore, K., and Cardona, P. (2002), “Modularity, strategic flexibility and firm performance: A study of the home appliance industry”, Strategic Management Journal, 23, p.1123-1149.
    Yin, R. 2003. Case Study Research Design and Methods. (3rd ed.), Applied Social Research Methods Series, Volume 5, Sage Publications. doi:10.4135/9781446212165.n13

    無法下載圖示 Full text public date 2025/07/27 (Intranet public)
    Full text public date 2030/07/27 (Internet public)
    Full text public date 2030/07/27 (National library)
    QR CODE