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    題名: 華碩電腦公司企業永續轉型策略-以CSOP架構分析
    ASUS Sustainability Transformation Strategy - An Analysis Based on CSOP Framework
    作者: 葉惟佳
    Yeh, Wei-Chia
    貢獻者: 郭曉玲
    Guo, Shiau-Ling
    葉惟佳
    Yeh, Wei-Chia
    關鍵詞: 企業轉型
    永續轉型
    企業社會責任
    電子製造業
    華碩
    Corporate Transformation
    Sustainability Transformation
    Corporate Social Responsibility
    Electronics Manufacturing
    ASUS
    CSOP
    日期: 2021
    上傳時間: 2021-08-04 16:38:17 (UTC+8)
    摘要: 　　企業轉型(Corporate Transformation)廣義而言是指企業長期策略方向、商業模式、營運流程、組織設計方式、資源配置方式的本質上的整體改變。企業轉型是描述組織透過變革達到一個新企業型態的過程。企業透過轉型得以重新塑造競爭優勢、提升價值。企業轉型之動機主要來源為，當企業面臨總體環境、任務環境、或是企業內部考量本身的發展性，因而做出變革，而企業轉型的類型也有許多不同分類，尤其是近年來出現的數位轉型、智慧轉型等轉型種類名稱，包括隨著現今社會對於企業社會責任的趨勢與意識抬頭，也出現所謂針對企業社會責任的企業永續轉型型態。各項轉型皆因企業面臨不同的環境變因，或擁有不同的策略目的所產生，進而導致企業採取不同的轉型策略與具體行動方案。
    　　企業社會責任(Corporate Social Responsibility，簡稱CSR)發展至今經歷過各式各樣不同的階段，企業對於永續的解讀與作法皆各有不同，但隨著永續意識的抬頭，電子製造業之跨國企業在邁向國際時，勢必需要配合目標國家相關政策與環保法規的規範，也因此國內許多企業開始重視企業永續經營。如何更有效率生產合規產品，取得相關國際環保標章、降低產品製造過程中的碳排量，減少有害物質的產生，幾乎成為企業營運中不可忽視的關鍵環節，進而也影響企業中的組織結構與營運流程跟著轉變，促成新的企業轉型型態。
    　　本研究的文獻探討將分別針對「企業轉型動機相關文獻」、「常見的企業轉型類型相關文獻」、與「常見的企業轉型挑戰相關文獻」等相關議題做文獻回顧與整理，並針對國內電子製造業之跨國企業-華碩電腦股份有限公司，運用「CSOP」企業轉型管理架構，分析其將企業社會責任價值導入「企業永續轉型」的過程，規劃企業永續轉型的轉型策略及作法，以及其中面臨的挑戰，並提供相關建議與結論。
    Corporate transformation refers to the overall adjustment and transformation of the company`s long-term strategic direction, business model, operation process, organizational design method. Corporate transformation is to describe the process by which an organization achieves a new corporate form through adjustment. Corporate can reshape their competitive advantages and enhance value through transformation. The motivation of corporate transformation is that when the enterprise is faced with the overall environment, task environment, or internal consideration of its own development, they make changes, there are many different types of corporate transformation, especially the digital transformation that has occurred in recent years. Various transformations are caused by different environmental factors or different strategic objectives of the corporate, which leads to the adoption of different transformation strategies and specific action plans.
    The development of corporate social responsibility (Abbreviated as CSR) has gone through a variety of different stages. Companies have different interpretations and practices of sustainability. However, with the rise of sustainability awareness, the electronic manufacturing industry has become more transnational. As companies move internationally, they will inevitably need to comply with the relevant policies and environmental protection regulations of the target country. Therefore, many domestic companies have begun to attach importance to sustainable business operations. How to produce compliant products more efficiently? How to obtain relevant international environmental protection labels? How to reduce carbon emissions in the product manufacturing process? Reducing the generation of harmful substances has almost become a key link that cannot be ignored in business operations, and also affects the organization of the company The structure and operating procedures have been changed accordingly, leading to a new type of corporate transformation.
    The literature discussion of this research will review the literature on "corporate transformation motivation", "common corporate transformation types", and "common corporate transformation challenges ", and focus on domestic electronics manufacturing. Asustek Computer Co., Ltd., a multinational company in the industry, uses the "CSOP" corporate transformation management framework to analyze its process of introducing corporate social responsibility values into the "sustainable corporate transformation". Plan the transformation strategies and practices of the company`s sustainable transformation, as well as the challenges it faces, and provide relevant suggestions and conclusions.
    參考文獻: 中文參考文獻
    1.安德利亞．萊特，馬柯斯．施密特，凱洛琳．弗朗根柏格，漢娜．梅爾 (2019)，轉型的兩難，林俊宏譯，2021年5月18日檢自https://www.hbrtaiwan.com/article_content_AR0009333.html
    2.李宜樺 (2017)，DJSI 最新趨勢-環境損益評估(EP&L)，資誠企業永續發展新訊，1-4。
    3.周佳欣 (1975)，台灣中小企業策略性轉型之研究，東吳大學企業管理研究所碩士論文，台中。
    4.孫玲萍 (2004)，台灣傳統製造業轉型成長之策略性人力資源管理，國立中山大學人力資源管理研究所碩士在職專班碩士論文，高雄。
    5.翁望回 (1975年12月)，中小企業的策略性轉型-台灣案例，香港城市大學：華夏文化出版社，50-61。
    6.袁素萍 (2003)，企業轉型成功關鍵因素之研究，國立成功大學企業管理研究所在職專班碩士論文，台南。
    7.麥可．比爾 (2020)，策略失敗六大原因，蘇偉信譯，2021年5月20日檢自https://www.hbrtaiwan.com/article_content_AR0009913.html
    8.梁定澎, 盧懿娟 (2021)，HBR導師講座:企業如何邁向智慧轉型?，2021年5月18日檢自https://www.hbrtaiwan.com/article_content_AR0010279.html?success=Y
    9.華碩企業社會責任(無日期)，找公司，2021年5月9日檢自https://csr.asus.com/chinese/index.aspx
    10.經濟部商業司(無日期)，商工登記公示資料查詢服務，2021年5月28日檢自https://findbiz.nat.gov.tw/fts/query/QueryCmpyDetail/queryCmpyDetail.do
    11.iThome (2020)，iThome 2020 CIO大調查系列五：數位轉型最大挑戰是什麼？CIO第一線心聲大公開，2021年5月22日檢自https://www.ithome.com.tw/news/138476


    英文參考文獻
    1.Adams, J. D. (1984), Transforming Work, Miles Review Press, Alexandria, VA.
    2.Andreas Reiter, and Hannah Mayer, and Karolin Frankenberger, and Markus Schmidt (2019), The Transformer’s Dilemma, Retrieved May 24 2021, from: https://hbr.org/2019/11/the-transformers-dilemma
    3.Blumenthal, B. and Haspeslagh, P. (1994), Toward a Definition of Corporate
    Transformation, Sloan Management Review, 35(3), 101-106.
    4.Daft, R. L. (2004). Organizational Theory and Design. Mason, OH: South-Western.
    Publisher.
    5.Donald, B. Bibeault (1982), How managers turn Losers into Winners, McGraw-Hill Book Company.
    6.Donella, H. Meadows, and Dennis L. Meadows, and Jorgen Randers (1972), Limits to Growth, Potomac Associates - Universe Books.
    7.Jonathan, D.D. and Michael (2000), Corporate transformation without a crisis, The McKinsey Quarterly, 4, 116-128.
    8.Kilmann, R. H. and Covin, T. J. (1988), Corporate Transformation: Revitalizing Organizations for a Competitive World, Jossey-Bass Publisher.
    9.Levy, A. and Merry, U. (1986), Organizational Transformation, N.Y, Praeger Publisher, 106-130.
    10.Mélanie Muller (2018), The 5 Types of Business Transformation, Retrieved May 24 2021, from: https://www.insideboard.com/blog/the-5-types-of-business-transformations/
    11.Michael Beer (2020), 6 Reasons Your Strategy Isn`t Working, Retrieved May 26 2021, from: https://hbr.org/2020/06/6-reasons-your-strategy-isnt-working
    12.Rindova, V. P. and Kotha, S. K. (2001), Continuous morphing: competing through dynamic capabilities, form, and function., Academy of Management Journal, 44(6), 1263-1280.
    13.Sheldon, O. (1923). The Philosophy of Management, London, Pitman.
    14.Weick, K. E. and Quinn, R. E. (1999), Organizational Change and Development, Annual Review of Psychology, 50, 361-386.
    15.What are the types of business transformation? (No Date), Retrieved May 24 2021, from: https://www.aha.io/roadmapping/guide/enterprise-transformation/what-are-the-types-of-business-transformation
    描述: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    108363082
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0108363082
    資料類型: thesis
    DOI: 10.6814/NCCU202100914
    顯示於類別:[企業管理研究所（MBA學位學程）] 學位論文

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