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    Title: 藥廠如何實踐永續於企業文化中之探討:以A外商藥廠公司個案為研究對象
    Pharmaceutical companies practice sustainability in organizational culture
    Authors: 賴思穎
    Lai, Si-Ying
    Contributors: 陳立民
    Chen, Li-Min
    賴思穎
    Lai, Si-Ying
    Keywords: 永續
    藥廠
    醫藥產業
    永續發展實踐
    永續組織文化
    Date: 2024
    Issue Date: 2024-09-04 14:11:25 (UTC+8)
    Abstract: 醫藥產業研發製造各種醫藥產品，對全球公共健康和個體福祉有著深遠的影響。然而，COVID-19疫情暴露了醫藥供應鏈的脆弱性，促使藥廠更加重視營運的永續發展。永續一詞的現代用法十分廣泛，很難精確定義（Lackey和Robert，1995）。最初，永續性意味著僅利用自然可再生資源，根據聯合國在1987年發表的《我們共同的未來》 中，永續發展被定義為「在不損害後代子孫滿足其自身需求的情況下，滿足當代需求的發展模式」 。而永續經營的定義是指企業在追求經濟效益的同時，也將環境、社會、治理三大面向納入考量，追求平衡和協調，以確保企業長期穩健的發展。這種經營方式強調不僅僅是商業獲利，更重視照顧未來世代的需求，同時也反映出企業在經營的過程中，注重長期且可持續性發展的永續經營理念，其中包含對環境的尊重、對社會的貢獻，以及對企業治理的強調。對企業而言，「永續」如今是獲得顧客青睞及採購選擇的關鍵，是投資人審視值得投資與否的評估點，更已是企業所有利害關係人界定組織是否正朝永續發展的審視觀點。
    隨著各國法規如歐盟《歐洲綠色新政》和《巴黎協定》的推動，全球製藥企業面臨更嚴格的環境要求。歐美大廠如阿斯特捷利康和嬌生公司已宣佈具體的減碳目標，積極響應永續發展。在台灣，政府於2023年實施「氣候變遷因應法」，設定了2050年淨零排放目標，並推動相關法規，強調永續發展的重要性。近年來，部分永續學者逐漸將關注議題轉往永續組織文化上。許多研究指出，組織文化對於企業社會責任實踐的重要性不容忽視。許多學者指出，組織文化是企業效能的關鍵因素，並且影響企業的永續發展目標。
    本研究透過回顧多篇永續組織文化相關文獻，探討各式各樣的研究方法及框架，並嘗試以Ketprapakorn和Kantabutra（2022）的永續組織文化模型來建立研究架構，並以A外商藥廠於台灣分公司的三名中高階主管為深度研究訪談對象，期望能填補目前關於如何建立永續組織文化的研究缺口。
    研究結論顯示，Ketprapakorn和Kantabutra的永續組織文化模型確實能應用於企業實際建立永續組織文化的流程中， A公司永續發展價值觀的關鍵行為指標與Kantabutra所提出的企業的永續發展實踐密切相關；研究結果發現，溝通過程在深植永續組織文化的步驟中是十分重要的一個步驟，其中人資部門扮演了重要的腳色，在A公司中，人資部門不僅將永續發展價值觀納入選才和人才培育的標準中，同時也負責主導和落實公司的永續發展願景和價值觀；此外，我們發現個案公司在溝通及實踐的過程中大量運用敏捷的精神來快速推動永續文化的落實，大幅提升了員工對於永續文化的認知程度。這些主管並承認實踐永續發展價值觀對員工的滿意的影響難以被直接觀察，所有的受訪經理人都都一致認同員工的工作的投入程度和對公司活動的參與度有顯著的提升。
    The pharmaceutical industry develops and manufactures various medical products, which profoundly affect global public health and individual well-being. However, the COVID-19 pandemic has exposed vulnerabilities in pharmaceutical supply chains, prompting pharmaceutical companies to prioritize sustainable operations. The modern use of the term 'sustainability' is very broad and difficult to define precisely (Lackey and Robert, 1995). Initially, sustainability meant only utilizing naturally renewable resources. According to the United Nations' 1987 report "Our Common Future," sustainable development is defined as "development that meets the needs of the present without compromising the ability of future generations to meet their own needs." The definition of sustainable business refers to enterprises that, while pursuing economic benefits, also take into account the three dimensions of environment, society, and governance, seeking balance and coordination to ensure long-term and stable development. This business approach emphasizes not only commercial profit but also the care for the needs of future generations. It reflects the enterprise's commitment to long-term sustainable development in the process of operation, including respect for the environment, contributions to society, and emphasis on corporate governance. For businesses, 'sustainability' is now key to gaining customer favor and procurement choices, a critical point for investors assessing investment worthiness, and a perspective for all stakeholders to evaluate whether the organization is moving towards sustainable development.
    With regulatory pressures mounting globally, driven by initiatives like the EU's Green Deal and the Paris Agreement, pharmaceutical companies face stricter environmental demands. Major players like AstraZeneca and Johnson & Johnson have announced concrete carbon reduction targets, actively responding to sustainability imperatives.
    In Taiwan, the government implemented the Climate Change Response Act in 2023, setting a net-zero emissions target for 2050 and promoting related regulations that underscore the importance of sustainability. Recently, sustainability scholars have increasingly focused on organizational culture within sustainability. Studies highlight the crucial role of organizational culture in corporate social responsibility practices. Many scholars emphasize that organizational culture is a key factor in business performance and influences sustainability goals.
    This study explores various research methods and frameworks by reviewing numerous sustainability organizational culture-related literatures. It attempts to establish a research framework based on Ketprapakorn and Kantabutra's (2022) sustainability organizational culture model. Depth interviews were conducted with three mid- to senior-level executives at the Taiwan branch of a foreign pharmaceutical company to address current research gaps in establishing a sustainable organizational culture.
    The findings indicate that Ketprapakorn and Kantabutra's sustainability organizational culture model is indeed applicable in guiding the process of building sustainable organizational culture within businesses. Key behavioral indicators of sustainable development values at Company A closely align with Kantabutra's proposed practices for corporate sustainability. The study reveals that the communication process is a crucial step in embedding a sustainable organizational culture. The Human Resources department plays a pivotal role at Company A, integrating sustainable development values into talent acquisition and development standards while leading the implementation of the company's sustainability vision and values.
    Furthermore, the case study identifies extensive use of agile methodologies in the communication and implementation processes to rapidly advance sustainability culture. This includes agile communication teams and Bravo system's quick win initiatives, significantly enhancing employee awareness of sustainability culture. Executives recognize the challenging impact of practicing sustainable development values on employee satisfaction, noting substantial increases in employee engagement and participation in company activities across all interviewed managers.
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    Description: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    111363091
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0111363091
    Data Type: thesis
    Appears in Collections:[MBA Program] Theses

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