政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/145892
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文笔数/总笔数 : 113311/144292 (79%)
造访人次 : 50925049      在线人数 : 962
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜寻范围 查询小技巧：
  • 您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果
  • 若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据
    •  进阶搜寻


    请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/145892


    题名: 從商業洞察到數位轉型之價值創造研究—以台灣保樂力加為例
    Value Creation from Business Insights to Digital Transformation: The Case of Pernod Ricard Taiwan
    作者: 黃宜羚
    Huang, Yi-Ling
    贡献者: 羅明琇
    郁方
    黃宜羚
    Huang, Yi-Ling
    关键词: 酒類產業
    數位轉型
    商業洞察
    價值創造
    日期: 2023
    上传时间: 2023-07-06 16:53:40 (UTC+8)
    摘要: 酒類產業受限於產業相對傳統、法規限制嚴苛，隨著外部環境的變化與科技的革新，在台灣深耕超過三十年的台灣保樂力加為了帶給消費者更好的產品及服務，並跟隨時代的腳步，將數位技術的應用導入，進一步打造成更完整的轉型計畫，突破傳統產業的思維與限制。故本研究以「台灣保樂力加」為研究對象，透過商業洞察及數位轉型的角度，和數位轉型所累積的成效，來深入梳理台灣保樂力加近年轉型的過程，以及探討其轉型成果如何帶來價值創造。

    本研究透過質性研究方法中的單一個案整體設計研究法，以酒類產業—台灣保樂力加作為研究個案公司，透過數位轉型的理論基礎，分析其轉型的歷程，並探討如何與利害關係人互動，以及公司如何解決各環節中的困難與障礙。

    根據本研究的結果發現，數位轉型策略的制定將領導組織朝同一方向前進，而後定義出所需的數位技術成為重要支援，策略與技術間需具備一致性。而藉由數位技術的應用，能蒐集到大量的數據，有助於商業面向的洞察，並在組織內、外部發揮價值；價值共創的過程中需要參與者之間的協調和合作，而不是傳統意義上的「交換」關係，台灣保樂力加團隊選擇將全部的資源投入到創新的領域，全力支持轉型的前進。
    參考文獻: 一、英文參考資料
    Bharadwaj, A., El Sawy, O., Pavlou, P., Venkatraman, N. (2013). Digital business strategy: toward a next generation of insights. MIS Quartly, 37(2), 471-482.
    Correani, A., De Massis, A., Frattini, F., Petruzzelli, A. M., & Natalicchio, A. (2020). Implementing a Digital Strategy: Learning from the Experience of Three Digital Transformation Projects. California Management Review, 62(4), 37-56.
    Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks. CA: SAGE Publications.
    Dremel, C., Wulf, J., Herterich, M.M., Waizmann, J.-C., Brenner, W. (2017). How AUDI AG established big data analytics in its digital transformation. MIS Quart Executive, 16(2), 81-100.
    Fan, S., Lau, R. Y., & Zhao, J. L. (2015). Demystifying big data analytics for business intelligence through the lens of marketing mix. Big Data Research, 2(1), 28-32.
    Fitzgerald, M., Kruschwitz, N., Bonnet, D., Welch, M. (2014). Embracing digital technology: a new strategic imperative. MIT Sloan Manage Review, 55(2), 1-12.
    Jöhnk, J., Röglinger, M., Thimmel, M., Urbach, N. (2017). How to implement agile IT setups: a taxonomy of design options. In: European Conference of Information Systems, Guimaraes, Portugal, 1521-1535.
    Kretschmer, T., & Khashabi, P. (2020). Digital Transformation and Organization Design: An Integrated Approach. California Management Review, 62(4), 86-104.
    Matt, C., Hess, T., Benlian, A. (2015). Digital transformation strategies. Business and Information Systems Engineering, 57(5), 339-343.
    Newell, S., Marabelli, M. (2015). Strategic opportunities (and challenges) of algorithmic decision-making: a call for action on the long-term societal effects of ‘datification’. Strategic Information System, 24(1), 3-14.
    Prahalad, C.K., Ramaswamy, V. (2004). Co-creation experiences: The next practice in value creation. Journal of Interactive Marketing, 18(3), 5-14.
    Sambamurthy, V., Bharadwaj, A., Grover, V. (2003). Shaping agility through digital options: reconceptualizing the role of information technology in contemporary firms. MIS Quart, 27(2), 237–263.
    Senyo, P.K., Liu k., Effah. J. (2019). Digital business ecosystem: Literature review and a framework for future research. International Journal of Information Management, 47, 52-64.
    Tanriverdi, H., Lim, S.-Y. (2017). How to survive and thrive in complex, hypercompetitive, and disruptive ecosystems? The roles of IS-enabled capabilities. In: International Conference of Information Systems, Seoul, South Korea.
    Vargo, S.L., Lusch, R.F. (2016). Institutions and axioms: an extension and update of service-dominant logic. Journal of the Academy Marketing Science, 44(1), 5-23.
    Venkatraman, N., Henderson, J.C., & Oldach S. (1993). Continuous strategic alignment: Exploiting information technology capabilities for competitive success, European Management Journal, 11(2). 139-149.
    Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J. Q., Fabian, N., & Haenlein, M. (2021). Digital Transformation: A Multidisciplinary Reflection and Research Agenda. Journal of Business Research, 122, 889-901.
    Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118-144.
    Yin, R.K. (2003). Designing case studies. Qualitative research method, 5(14), 359-384.

    二、中文參考資料
    洪玉玲（2023）。進口酒在我國酒類消費市場占比逐漸提升。經濟部統計處。https://www.moea.gov.tw/Mns/dos/bulletin/Bulletin.aspx?kind=9&html=1&menu_id=18808&bull_id=12415
    描述: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    110363004
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0110363004
    数据类型: thesis
    显示于类别:[企業管理研究所（MBA學位學程）] 學位論文

    文件中的档案:

    档案 描述 大小格式浏览次数
    300401.pdf1839KbAdobe PDF20检视/开启


    在政大典藏中所有的数据项都受到原著作权保护.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回馈