政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/35031
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113311/144292 (79%)
Visitors : 50938708      Online Users : 964
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/35031


    Title: 從智慧資本觀點探討組織變革過程中人力資源發展實務之角色
    The roles of human resource development practice from an intellectual capital perspective in organizational change
    Authors: 陳怡靜
    Chen,Yi-Ching
    Contributors: 管康彥
    林月雲
    Kuan,Wellington K.
    Lin,Yeh-Yun
    陳怡靜
    Chen,Yi-Ching
    Keywords: 人力資源發展實務
    組織變革能耐
    智慧資本
    Human Resource Development Practice (HRD Practice)
    Organizational Capacity for Change (OCC)
    Intellectual Capital
    Date: 2006
    Issue Date: 2009-09-18 13:36:56 (UTC+8)
    Abstract: 本研究目的在於探究組織面對外在壓力下所形塑的組織變革能耐內涵，以及智慧資本觀點HRD實務在組織變革過程中所扮演的角色與實質內涵。研究個案來自於1994-2005年天下雜誌所選出的標竿企業，包括9家個案公司與21項變革事件，透過深度訪談與次級資料進行資料蒐集，並採用紮根理論進行資料分析。
    研究結果發現，有二種路徑影響個案公司形塑或強化組織變革能耐，不同路徑的走向來自於在組織變革過程中遭遇變革阻力的類型。當個案公司未遭遇變革困境或員工心態衝擊程度小時，採行第一種路徑，即企業平時透過智慧資本觀點之HRD實務扮演的策略性角色所累積的智慧資本，有助於在變革當下轉化為組織變革能耐，並順利推展變革活動。另一方面，若遭遇內外部衝擊的交互作用，產生變革困境，原有的組織能力無法因應時，個案公司會採行第二種路徑自主性的調整與學習，透過促進性角色的智慧資本觀點之HRD實務，持續強化與形塑組織變革能耐，以克服組織困境，並有助於成功推行變革。
    二種路徑所形成組織變革能耐內涵包括：穩固人心的企業文化價值、領導者的信任式領導能力、領導者持續性的執行力、專業導向的員工賦權、參與式的變革承諾、管理制度系統化、跨越邊界的系統化溝通、以及開放式的組織學習能力。外在環境壓力僅是引起組織改變的導火線，因為影響組織變革能耐內涵的差異化，同時包括了幾項連結性因素：變革驅動因子、變革行動類型、變革阻力的類型、與組織變革能耐的發展路徑，而外部環境壓力僅是變革驅動因子中的起始點。
    在以上二種組織變革能耐發展路徑中，智慧資本觀點的HRD實務扮演了策略性或促進性的角色，有助於培植組織變革能耐，或強化組織變革能耐促使變革成功。除了策略性與促進性角色，智慧資本觀點之HRD實務在變革過程中也扮演維持性的角色，產生作業性能耐協助組織維持每天正常運作的績效。這些作業性能耐包括：員工的工作職能、員工的工作績效、組織成員平時的互動等等。
    無論是扮演維持性、策略性、或促進性角色，智慧資本觀點HRD實務的組成內涵包括發展型、建構型與合作型的HRD構形，但是不同角色的HRD實務具有差異化的組成要素。透過發展型、建構型與合作型HRD構形，得以發展人力資本，建構組織資本，培養社會資本，而經由長時間所蓄積的智慧資本，有助於形成組織變革能耐或作業性能耐。本研究依據研究結果推展出10項研究命題，建構形塑組織變革能耐的變革模式，並提出相關的管理意涵。
    This study aims to explore the organizational capacity for change (OCC) under external pressures facing firms and the roles of intellectual-capital HRD practice in the organizational change process. Cases were obtained from benchmarking enterprises selected by Commonwealth Magazine from 1994 to 2005, including nine cases and twenty-one change events. In-depth interviews and secondary data were collected and analyzed by grounded theory procedures.
    The research findings show that the target companies adopted two paths to develop and shape OCC. Change resistance is obvious to be the influential factor. First, under low-degree of employee resistance, the intellectual-capital HRD practice plays the strategic role to accumulate intellectual capital, which is transformed into OCC during the organizational change. Second, change difficulties are generated from both external and internal shocks during transformation, then the target cases develop or strengthen new OCC to solve problems. And intellectual-capital HRD practice plays the facilitating role in the second path.
    Eight dimensions forming OCC are derived from the above two paths, including company culture value, trustworthy leadership, continuous execution, employee empowerment based on expertise, participative change commitment, systems management, systems communication across boundaries, and open organizational learning. External environmental pressure only is the fuse in change drivers, and the sequential process of change drivers, change types, change resistance, and the OCC path determine the differential OCC.
    Intellectual-capital HRD practice plays the strategic or facilitating role in different OCC development path to make change implementation successful. Besides, it is a maintaining role to generate operational capability, including employee competence, employee job performance, and employee interaction, to sustain operational performance.
    The components of intellectual-capital HRD practice are developmental, constructive, and collaborative HRD configuration, which yield human capital, organizational capital, and social capital, respectively. The long-term intellectual capital accumulation facilitates to shape OCC or operational capacity. Finally, the research proposes ten propositions to construct the change model shaping OCC and derived managerial implications.
    Reference: 一、中文部份
    王文科 (2001)，教育研究法，台北：五南。
    王石番 (1991)，傳播內容分析法：理論與實證，台北：幼獅。
    王為國、張奕華、許正妹、黃正奇、劉世閔、羅國俊 (2006)，質性研究資料分析與文獻格式之運用：以QSR N6與EndNote 8為例，台北：心理出版社。
    司徒達賢 (2005)，管理學的新世界，台北：天下文化。
    司徒達賢 (2006)，博學、審問、慎思、明辨的實踐，載於蕭瑞麟（著），不用數字的研究：鍛鍊深度思考力的質性研究（頁3-12），台北：培生集團。
    朱柔若 (2000)，社會研究方法：質化與量化取向，台北：揚智。
    徐聯恩 (1996)，企業變革系列研究，台北：華泰書局。
    高敬文 (1996)，質化研究方法論，台北：師大書苑。
    梁文蓁（譯）(2002)，電腦輔助資料處理與詮釋(B. F. Crabtree & W. L. Miller著)，載於黃惠雯、童琬芬、梁文蓁、林兆衛（譯），質性方法與研究(Doing Qualitative Research)（頁215-241），台北：韋伯。
    畢恆達 (1995)，生活經驗研究的反省：詮釋學的觀點，本土心理學研究，第4期，頁224-259。
    畢恆達 (1996)，詮釋學與質性研究，載於胡幼慧（編），質性研究：理論、方法及本土女性研究（頁27-45），台北：巨流。
    陳玉玲 (1999)，組織內人力資本的蓄積—智慧資本管理之觀點，國立中央大學人力資源管理研究所碩士論文。
    陳向明 (2002)，社會科學質的研究，台北：五南。
    黃家齊 (2000)，人力資源管理系統內部契合與組織績效之關聯性研究：全形理論觀點，中山管理評論，第八卷，第三期，頁511-536。
    黃家齊 (2003)，人力資本投資系統、創新策略與組織績效－多種契合觀點的驗證，管理評論，第二十二卷，第一期，頁99-126。
    楊孝榮 (1989)，社會及行為科學研究法，台北：東華書局。
    管康彥 (2000)，企業變革轉型，載於周旭華譯、科特等人合著，哈佛商業評論精選－變革，台北：天下文化。
    管康彥 (2003)，日本近代組織變革對台灣企業之啟示：從企業轉型的角度評比台灣和日本的企業組織與管理，中日評比會議，台南：成功大學。
    劉世閔、吳璟 (2001)，Nvivo：新世紀的質性研究電腦輔助軟體，慈濟大學人文社會科學學刊，第一期，頁135-152。
    蕭瑞麟 (2006)，不用數字的研究：鍛鍊深度思考力的質性研究，台北：培生集團。
    闕廷諭 (2003)，應用AHP評價醫療產業智慧資本－從高階主管的角度探討，輔仁管理評論，第十卷第三期，頁1-26。
    二、英文部份
    Agrawal, V. K., & Haleem, A. (2003). Culture, environmental pressures, and the factors for successful implementation of business process engineering and computer-based information systems. Global Journal of Flexible Systems Management, 4(1/2), 27-47.
    Alder, P. S. & Kwon, S. (2002). Social capital: prospects for a new concept. Academy of Management Review, 27, 17-40.
    Aldrich, H. E. (1999). Organizations evolving. London: Sage Publications.
    Anderson, D., & Anderson, L. A. (2001). Beyond change management. San Francisco: Jossey-Bass/ Pfeiffer.
    Anderson, L. A. (1986). Development, transition or transformation: The question of change in organizations. OD Practitioner, 18(4),
    Antonacopoulou, E. P., & Fitsgerald, L. (1996). Reframing competency in management education. Human Resource Management Journal, 6(1), 53-62.
    Argyris, C., & Schon, D. (1978). Organizational learning: A theory of action perspective. MA: Addison-Wesley.
    Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3): 293-315.
    Armenakis, A. A., & Harris, S. G. (2002). Crafting a change message to create transformational readiness. Journal of Organizatonal Change Management, 15(2), 169-183.
    Armstrong, M. (2003). A handbook of human resource management practice (the ninth edition). London: Kogan Page.
    Ashford, S. J. (1998). Indivudual strategies for coping with stress during organizational transitions. Journal of Applied Behavioral Science, 24(1), 19-36.
    Auster, E. R., Wylie, K. K., & Valente, M. S. (2005). Strategic organizational change: building change capabilities in your organization. New York: Palgrave Macmillan.
    Bae, J., & Rowley, C. (2004). Macro and micro approaches in human resource development: Context and content in South Korea. Journal of World Business, 39(4), 349-361.
    Baird, L., & Meshoulam, I. (1988). Managing two fits of strategic human resource management. Academy of Management Review, 14, 116-128.
    Baptiste, I. (2001). Educating long wolves: pedagogical implications of human capital theory. Adult Education Quarterly, 51(3), 184-201.
    Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
    Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
    Becker, G. S. (1964). Human capital. New York: Columbia University Press.
    Bertrand, M., & Schoar, A. (2003). Managing with style: the effects of managers on firm policies, Quarterly Journal of Economics, 118, 1169-208.
    Bontis, N. (1996). There’s a price on your head: Managing intellectual capital strategically. Ivey Business Quarterly, 60(4), 40-47.
    Bontis, N. (1998). Intellectual capital: An exploratory study that develops measures and models. Management Decision, 36(2), 63-76.
    Bontis, N. (1999). Managing organizational knowledge by diagnosing intellectual capital: Framing and advancing the state of the field. International Journal of Technology Management, 18 (5/6/7/8), 433-462.
    Bourgeois, L. J., & Eisenhardt, K. M. (1988). Strategic decision processes in high velocity environments: four cases in the microcomputer industry. Managemnet Science, 34(7), 816-835.
    Brockbank, W. (1999). If HR were really strategically proactive: Present and future directions in HR’s contribution to competitive advantage. Human Resource Management, 38(4), 337-352.
    Burke, W. W. (2002). Organization change: Theory and practice. UK: Sage Publications, Inc.
    Burnes, B. (2004). Managing change (The fourth edition). Harlow: Prentice Hall.
    Byrne, M. (2001). Hermeneutics as a methodology for textual analysis. AORN Journal, 73(5), 968-970.
    Callan, V. J. (1993). Individual and organizational strategies for coping with organizational change. Work and Stress, 7(1), 63-75.
    Chakravarthy, B. S., & Lorange, P. (1991). Managing the strategy process. Englewood Cliffs, NY: Prentice Hall.
    Chlid, J. (1972). Organiztaional structure, environment and performance: The role of strategic choice. Sociology, 6(1), 1-22.
    Coase, R. (1937). The nature of the firm. Economica, 4, 386-405.
    Colbert, B. A.(2004). The complex resource-based view: Implications for theory and practice in Strategic Human Resource Management. Academy of Management Review, 29(3), 341-358.
    Coyle, I. T. (1997). Sampling in qualitative research: pruposerful and theoretical sampling; merging or clear boundaries?, Journal of Advanced Nursing, 26(3), 623-630.
    Cummings, T. G., & Worley, C. G. (2001). Essentials of organization development and change. United States, Ohio: South-Western College Publishing.
    Cunningham, C. E., Woodward, C. A., Shannon, H. S., Macintosh, J., Lendrum, B., Rosenbloom, D., & Brown, J. (2002). Readiness for organizational change: A longitudinal study of workplace, psychological and behavioural correlates. Journal of Occupational and Organizatonal Psychology, 75, 377-392.
    Davenport, T. H. (1993). Process innovation: Reengineering work through information technology. Boston, Massachusetts: Harvard Business School Press.
    De Geus, A. (1997). The living company. Harvard Business Review, March-April, 51-59.
    Delery, J., & Dory, D. (1996). Modes of the theorizing in strategic human rsource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Managmenet Journal, 39, 802-835.
    Detert, J., Schroeder, R., & Mauriel, J. (2000). Framework for linking culture and improvement initiatives in organizations. The Academy of Management Review, 25(4), 850-863.
    DiMaggio, P. J., & Powell, W. W. (1983) The iron cage revisited: Institutional isomorphism and collective rationality in organizational field. American Sociological Review, 48, 147-160.
    Edvinsson, L., & Malone, M. S. (1997). Intellectual capital: Realizing your company`s true value by finding its hidden brainpower. New York : HarperBusiness
    Eisenhardt, K. & Schoonhoven, C. (1990). Organizational growth: Linking founding team, strategy, environment, and growth among US semiconductor ventures. Administrative Science Quarterly, 35, 504-529.
    Eisenhardt, K. (1989). Building theories from case study research. Academy of Management Review, 4, 532-550.
    Eisenhardt, K. (1991). Better stories and better constructs: the case for rigor and comparative logic. Academy of Management Review, 16(3), 620-627.
    Eisenhardt, K. M., & Bourgeois III, L. J. (1988). Politics of strategic decision making in high-velocity environments: Toward a midrange theory. Academy of Management Journal, 31(4), 737-770.
    Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21, 1105-1121.
    El Sawy, O. A., Malhotra, A., Gosain, S., & Young, K. M. (1999). IT-intensive value innovation in the electronic economy: Insights from Marshall Industries. MIS Quarterly, 23(3), 305-335.
    Farazmand, A. (2004). Innovation in strategic human resource management: building capacity in the age of globalization. Public Organization Review: A Global Journal, 4, 3-24.
    Flamholtz, E. G., & Lacey, M. (1981). Personnel management, human capital theory, and human resource accounting. Los Angeles: Institute of Industrial Relations, University of California.
    Garava, T. N., Gunnigle, P., & Morley, M. (2000). Contemporary HRD research: a triarchy of theoretical perspectives and their prescriptions for HRD. Journal of European Industrial Training, 24(2/3/4), 65-93.
    Garavan, T. N. (1991). Strategic human resource development. Journal of European industrial Training, 15(1), 17-30.
    Garavan, T. N., Heraty, N., & Barnicle, B. (1999). Human resource development literature: current issues, priorities and dilemmas. Journal of European industrial Training, 23(4/5), 169-179.
    Garavan, T. N., Morley, M., Gunnigle, P., & Collins, E. (2001). Human capital accumulation: the role of human resource development. Journal of European industrial Training, 25(2/3/4), 48-68.
    Gersick, C. J. G. (1988). Time and transition in work teams: Toward a new model of group development. Academy of Management Journal, 31(1), 9-41.
    Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative research. Chicago, IL: Aldine.
    Glesne, C., & Peshekin, A. (1992). Becoming qualitative researchers. New York: Longman.
    Goulding, C. (2002). Grounded theory: a practical guide for management, busniness and market researchers. London: Sage Publications.
    Gourlay, S. (2000). Knowledge management and HRD, in HRD Research and Practice across Europe Conference Proceedings, Kingston University, 90-104.
    Hage, J. T. (1999). Organizational innovation and organizational change. Annual Review of Sociology, 25: 597-622.
    Hanna, M. T. & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 49(April): 149-164.
    Harrison, R. (1997). Employee development. London: Institute of Personnel and Development.
    Harrison, R., & Kessels, J. (2004). Human reousrce development in a knowledge economy: An organizational view. New York: Palgave Macmillan.
    Harvey, M., Novicevic, M. M., & Kiessling, T. (2001). Hypercompetition and the future of global management in the twenty-first century. Thunderbird International Business Review, 43(5): 599.
    Haynes, K. (2006). A therapeutic journey? Reflections on the effects of research on researcher and participants. Qualitiatve research in Organiztaions and Managmenet, 1(3), 204-221.
    Holt, D. T. (2002). Readiness for change: The development of a scale. 62nd Annual Meeting of the Academy of Management, Denver, U. S. A., 9-14 August.
    Huselid, M. A. (1994). Documenting HR’s effect on company performance. HRMagazine, 39(1), 79-83.
    Jick, T. D. (1979). Mixing qualitative and quantitative research methods: triangulation in action. Administrative Sciences Quarterly, 24(4), 602-611.
    Johnson, W. A., (1999). An integrative taxonomy of intellectual capital: measuring the stock and flow of intellectual capital components in the firm. International Journal of Technology Management, 18(5/6/7/8), pp. 562-575.
    Jones, R. A., Jimmieson, N. L., & Griffiths, A. (2005). The impact of organizational culture and reshaping capabilities on change implementation success: the mediating role of readiness for change. Journal of Management Studies, 42(2), 0022-2380.
    Judge, Jr. W. Q., & Zeithaml, C. P. (1992). Institutional and strategic choice perspectives on board involvement in the strategic decision process. Acdaemy of Management Journal, 35(4), 766-794.
    Judge, W. Q., & Elenkov, D. (2005). Organizational capacity for change and environmental performance. Journal of Business Research, 58, 893-901.
    Kerber, K., & Buono, A. F. (2005). Rethinking organizational change: Reframing the challenge of change management. Organization Development Journal, 23(3), 23-38.
    Kessels, J. W. M., and Poell, R. F. (2004). Andragogy and social capital theory: the implications for human resource development. Advances in Developing Human Resources, 6, 146-157.
    Kimberly, J. R., & Quinn, J. B. (1984). Managing organizational transition. Homewood, Illinois: Jessey Base.
    Kinlaw, D. (1989). Coaching for commitment: Managerial strategies for obtaining superior performance. San Diego, CA: University Associates, Inc.
    Kraiger, K. (2003). Perspectives on training and development. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds), Handbook of psychology: Industrial and organizational psychology (pp. 171-192). Hoboken, NJ: John Wiley & Sons.
    Leavitt, H. J. (1964). Applied organizational change in industry: Structural, technical and human approaches. In W. W. Cooper, H. J. Leavitt, and M. W. Shelly (Eds.), New perspectives in organizational research. New York: Wiley.
    Lee, H., & Liebenau, J. (1999). Time in organizational studies: Towards a new research direction. Organization Studies, 20, 1035-1058.
    Lee, J. S., & Hsin, P. L. (2004). Employee training and human capital in Taiwan. Journal of World Business, 39(4), 362-376.
    Lepak, D. and Snell, S. A. (2002). Examining the human resource architecture: the relationship among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517-543.
    Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: toward a theory of human capital allocation and development. Academy of Management Review, 24(1), 31-48.
    Levinthal, D. A., & March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14(winter), 95-112.
    Locke, K. D. (2001). Grounded theory in management research. London Thousand Oaks, CA: Sage.
    Luoma, M. (2000). Investigating the link between strategy and HRD. Personnel Reivew, 29(6), 769-790.
    Madsen, S. R., Miller, D., John, C. R. (2005). Readiness for organizational change: do organizational commitment and social relationships in the workplace make a difference? Human Resource Development Quarterly, 16(2), 213-233.
    March, J. G., & Olsen, J. P. (1976). Ambiguity and choice in organizations. Bergen, Norway: Universitestsforlaget.
    Martinko, M., Henry, J., & Zmud, R. (1996). An attributional explanation of individual resistance to the introduction of information technologies in the workplace. Behavior and Information Technology, 15, 313-330.
    Mata, F. J., Fuerst, W. L. & Barney, J. B., 1995. Information technology and sustained competitive advantage: A resource-based analysis. MIS Quarterly, 19, 487-505.
    Mayo, A. (2000). The role of employee development in the growth of intellectual capital. Personnel Review, 29(4), 521-533.
    McCracken, M., & Wallace, M. (2000). Towards a redefinition of strategic HRD. Journal of European Industrial Training, 24(5), 281-290.
    McGuiness, T., Morgan, R. E., & Oxtoby, B. (2002). Organizational change capability: The theoretical construct and its operational measurement. Conference on Organizational Knowledge, Learning and Capabilities.
    McLagan, P. (1989). Models of HRD practice. ASTD Press.
    Meyer, A. D. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27, 515-537.
    Meyer, A. D., Tsui, A. S., & Hinings, C. R. (1993). Configurational approaches to organizational analysis. Academy of Management Journal, 36(6), 1175-1195.
    Mezias, J.M., & Starbuck, W.H. (2003). Studying the accuracy of managers` perceptions: a research odyssey, British Journal of Management, 14(1), 3-17.
    Miles, M. B., & Huberman, A. M. (1984). Qualitative data analysis: A source of new methods. Beverly Hills, CA: Sage.
    Miller, D. (2004). Building sustainable change capability. Industrial and Commercial Training, 36(1), 9-12.
    Miller, V. D., Johnson, J. R., & Grau, J. (1994). Antecedents to willing ness to participate in a planned organizational change. Journal of applied Communication Research, 22, 59-80.
    Mintzberg, H., & Mchugh, A. (1985). Startegy formation in an adhocracy. Administrative Science Quarterly, 30(2), 160-197.
    Mishler, E. G. (1986). Research interviewing. Cambridge, MA: Harvard University Press.
    Morley, M. J., & Garavan, T. N. (1995). Current themes in organizational design: Implications for human resource development. Journal of European Industrial Training, 19(11), 3-13.
    Nadin, S., & Cassell, C. (2006). The use of a research diary as a tool for reflexive practice: Some reflections from management research. Qualitative Research in Accouting and Management, 3(3), 208-217.
    Nadler, L., & Nadler, Z. (1989). Developing human resource: Concepts and a model (3rd edition). San Francisco: Jossey-Bass.
    Nahapiet, J., & Ghoshal, S. G. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242-244.
    Narayanan, V. K., & Fahey, L. (1982). The micropolitics of strategy formulation. Acadmy of Management Review, 7(1), 25-34.
    Neuman, W. L. (1991). Social research methods. London: Allyn and Bacon.
    Newman, K. L. & Nollen, S. D. (1998). Managing radical organizational change. Thousand Oaks, CA: Sage Publicaitons, Inc.
    Noel, J. L, Ulrich, D., & Mercer, S. R. (1990). Customer education: A new frontier from human resource development. Human Resource Management, 29(4), 411-434.
    Ogbonna, E., & Wilkinson, B. (2003). The false promise of organizational culture change: A case study of middle managers in grocery retailing. Journal of Management Studies, 40(5), 1151-1178.
    Osterman, P. (1994). How common is workplace transformation and how can we explain who does it? Industrial and Labor Relations Review, 47(2), 175-188.
    Oxtoby, B., McGuiness, T., & Morgan, R. E. (2002). Developing organizational change capability. European Management Review, 20(3), 310-320.
    Paton, R., & McCalman, J. (2000). Change management: A guide to effective implementation. London, Thousands Oaks: Sage Publications.
    Patton, M. Q. (1990). Qualitative evaluation and research methods. London: Sage.
    Penrose, E. T. (1959). The theory of the growth of the firm. New York: John Wiley.
    Peters, T. J., & Waterman, R. H. (1982). In search of excellence: Lessons from America’s best-run companies. New York: Harper & Row.
    Petrash, G. (1996). Dow’s journey to a knowledge value management culture. European Management Journal, 14, pp. 365-373.
    Pettigrew, A. M. (1985). “Contextualist research and the study of organizational change processes,” in E. Mumford, R. A. Hirschheim, G. Fitzgerald, & A. T. Wood-Harper (Eds.) Research methods in information systems. New York: North Holland.
    Pettigrew, A. M., &Whipp, R. (1991). Managing change for competitive success. Oxford: Blackwell.
    Pettigrew, A. M., Sparrow, P., & Hendry, C. (1988). The forces that trigger training. Personnel Management, December, 28-32.
    Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organization change and development: Challenges for future research. Academy of Management Journal, 44, 697-713.
    Pfeffer, J. (1994). Competitive advantage through people: Unleashing the power of the workforce. Boston: Harvard Business School Press.
    Pfeffer, J., & Salancik, G. (1974). Organiztaonal decision making as a political process. Administrative Science Quarterly, 19, 135-151.
    Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations. New York: Harper & Row.
    Pieters, G. R. & Young, D. W. (2000). The ever-changing organization. New York: St. Lucie Press.
    Quinn, J. B. (1980). Managing strategic change. Sloan Managenet Review, 11(4/5), 3-30.
    Reed, K. K., Lubatkin, M., & Srinivasan, N. (2006). Proposing and tesing an intellectual capital-based view of the firm. Journal of Management Studies, 43(4), 0022-2380.
    Reger, R. K., Mullane, J. V., Gustafson, L. T., & DeMarie, S. M. (1994). Creating earthquakes to change organizational mindsets. Academy of Management Executive, 8(4), 31-42.
    Roos, J., Roos, G., Edvinsson, L., & Dragonetti, N. C. (1997). Intellectual capital: Navigating in the new business landscape. New York: New York University Press.
    Rosenbloom, R. S. (2000). Leadership, capabilities, and technological change: the transformation of NCR in the electronic era. Strategic Management Journal, 21: 1083-1103.
    Rosenbluth, H. F., & Peters, D. M. (2002). The customer comes second: put your people first and Watch’em Kick Butt. New York: HarperCollins.
    Rosko, M. D. (1999). Impact of internal and external environmental pressures on hospital inefficiency. Health Care Management Science, 2, 63-74.
    Rowley, C., & Warner, M. (2004). HR Development in the Asia Pacific. Journal of World Business, 39, 4.
    Ruona, W. E. A., & Gibson, S. K. (2004). The making of twenty-first-century HR: an analysis of the convergence of HRM, HRD, and OD. Human Resource Management, 43(1), 49-66.
    Saint- Onge, H. (1996). Tacit knowledge: The key to the strategic alignment of intellectual capital. Strategy & Leadership, 24(2), 10-14.
    Salokhe, V. A. (2002). A study of human resource development (HRD) practices in schedule, cooperative and public sector banks in Kolhapur District. Finance India, 16(4), 1445-1450.
    Saunders, M., Lewis, P., & Thornhill, A. (1997). Research methods for business students. London: Pitman
    Schatzman, L. (1991). Dimensional analysis: notes on an alternative approach to the grouding of theory in qlualitative research. In D. R. Maines (ed.), Social Organisation and Social Process. New York: Aldine De Gruyter.
    Schein, E. H. (1985). Organization culture and leadership. New York: Jossey-Bass.
    Schultz, T. W. (1961). Investments in human capital. American Economic Review, 51(March), 1-17.
    Smith, A., Oczkowski, E., Noble, E., & Macklin, R. (2004). The impact of organizational change on the nature and extent of training in Australian enterprises. International Journal of Training and Development, 8(2), 94-110.
    Smith, L. (1990). Ethics, field studies, and the paradigm crisis. In E. Guba (Ed.), The Paradigam Dialog, pp. 139-157. Newbury Park, CA: Sage.
    Smith, M. E. (2003). Another road to evaluating knowledge assets, Human Resource Development Review, 2, 6-25.
    Snell, S. A., Youndt, M. A., & Wright, P. M. (1996). Establishing a framework for research in Strategic Human Resource Management: Merging resource theory and organizational learning. In K. M. Rowland and G. R. Ferris (eds.), Research in Personnel and Human Resource Management, 14: 61-90, Greenwich, CT: JAI Press.
    Spiggle, S. (1994). Analysis and interpretation of qualitative data in consumer research. Journal of Consumer Research, 21(December), 491-503.
    Stewart, T. A. (1997). Intellectual capital: the new wealth of organizations. Doubleday, A Division of Bantam Doubleday Dell Publishing Group Press.
    Storberg-Walker, J. B. (2004). Towards a theory of human capital transformation through human resource development. Unpublished Ph.D dissertation, University of Minnesota.
    Strandlholm, K., Kumar, K., & Subramanian, R. (2004). Examining the interrelationships among perceived environmental change, strategic response, managerial charactersictics, and organizational performance. Journal of Business Research, 57(1), 58-68.
    Strauss, A., & Corbin, J. (1990). Basics of qualitative research: Grounded theory procedures and techniques. CA: Sage Publications.
    Stwart, T. A. (1991). Brainpower, Fortune, 3(June), 44-56.
    Subramaniam, M., & Youndt, M. A. (2005). The influence of intellectual capital on the types of innovative capabilities. Academy of Management Journal, 48(3), 450-463.
    Suddaby, R. (2006). From the editors: what ground theory is not. Academy of Management Journal, 49(4), 633-642.
    Sull, D. N. (2003). Revivial of the fittest: Why good companies go bad and how great managers remake them. Boston: Harvard Business School Press.
    Sutton, R. I., & Callahan, A. L. (1987). The stigma of bankruptcy: Spoiled organizational image and its management. Academy of Management Journal, 30(3), 405-436.
    Swailes, S. (2004). Commitment to change: Profiles of commitment and in-role performance. Personnel Reivew, 33(2), 187-204.
    Swanson, R. A. (1995). Human resource development: performance is the key. Human Resource Development Quarterly, 6(2), 207-213.
    Swanson, R. A. (2001). Human resource development and its underlying theory. Human Resource Development International, 4(3), 299-312.
    Szulanski, G. (1996). Exploring internal stickness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(Winter Special Issue), 27-43.
    Teece, D. J., Pisaon, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
    Tjopenkhama, S. W., & Wogrum, I. (1996). Form trainer to consultant? Roles and tasks of HRD professionals in learning orientated organizations, ECLO Conference Proceddings, Copenhagen.
    Tsoukas, H., & Chia, R. (2002). On organizational becoming: rethinking organizational change. Organization Science, 13(5), 567-582.
    Turner, D., & Crawford, M. (1998). Change power: Capabilities that drive corporate renewal. Sydney: Woods Lane.
    Ulrich, D. (1997). Human resource champions: the next agenda for adding value and delivering results. Boston, Mass : Harvard Business School Press.
    Ulrich, D. (1998). Intellectual capital = competence x commitment. Sloan Management Review, Winter, 15-26.
    Ulrich, D., & Lake, D. (1990). Organizational capability: Competing from the inside out. New York: Wiley.
    Ulrich, D., Brockbank, W., & Yeung, A. (1989). Beyond belief: A benchmark for human resources. Human Resource Management, 28(3), 311-335.
    Van de Ven, A. H. & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20(3): 510-540.
    Van den Bosch, F. A. J., Volberda, H. W., & de Boer, M. (1999). Coevolution of firm absorptive capacity and knowledge environemnt: Organizational forms and combinative capabilities. Organization Science, 10(5), 551-568.
    Voelker, T. A., & McDowell, W. C. (2005). Change climate: Unlocking change potential. The Academy of Managemnet Annual Meeting, Honolulu, Hawaii, August 5-10.
    Volberda, H. W. (1996). Toward the flexible form: How to remain vital in hypercompetitive environments. Organization Science, 7(4): 359-374.
    Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132-142.
    Wang, G. G. (2003). On the two-way customer service model in HRD practice. Human Resource Development Review, 2(4), 453-458.
    Weick, K. E. (1979). The social psychology of organizing (2nd Ed.) Reading, MA: Addison-Wesley.
    Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171-
    Williamson, O. E. (1975). Market and hierarchies: Analysis and anti-trust implications. New York: Free Press.
    Williamson, O. E. (1985). The Economic Institution of Capitalism. New York: Free Press.
    Wills, J. (1997). Can do better, Personnel Today, 5(June), 31-34.
    Woodward, C. A., Shanon, H. S., Cunningham, C. H., Mcintosh, J. E., Lendrum, B., Rosenblum, D., & Brown, J. (1999). The impact of reengineering and other cost reduction strategies on the staff of a large teaching hospital: A longitudicnal study. Medical Care, 37, 547-555.
    Wright, P. M., & McMahan, G. C. (1992). Alternative theoretical perspectives on strategic human resource management. Journal of Management, 18, 295-320.
    Wright, P., & Snell, S. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23(4), 756-772.
    Yan, A., & Gray, B. (1994). Bargaining power, management control, and performance in United Sates-China joint ventures: A comparative case study. Academy of Management Journal, 37(6), 1478-1517.
    Yin, R. K. (1984). Case study research: Design and methods. Beverly Hills, CA: Sage Publications, Inc.
    Yin, R. K. (1994). Case study research: Design and methods. Nerbury Park, CA: Sage Publications, Inc.
    Yorks, L. (2005). Strategic human resource development. USA: South-Western.
    Youndt, M. A., & Snell, S. A. (2004). Human resource configurations, intellectual capital, and organizational performance. Journal of Managerial Issues, 16(3), 337-360.
    Zhu, Y. (2004). Responding to the challenges of globalization: Human resource development in Japan. Journal of World Business, 39, 337-348.
    Nadler, D., & Tushman, M. (1980), A Diagnostic Model for Organization Behavior,” In J. R. Hack, E. E. Lawler, & L. W. Porter (eds.), Perspectives on Behavior in Organizations (pp.83-100). New York: McGraw-Hill.
    Wright, P. M., & Snell, S. A. (1998), Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management, Academy of Management Review, 23, 756-772.
    Mabey, C. (2003). Reframing human resource development. Human Resource Developemt Review, 2(4), 430-452.
    Description: 博士
    國立政治大學
    企業管理研究所
    90355510
    95
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0903555101
    Data Type: thesis
    Appears in Collections:[Department of Business Administation] Theses

    Files in This Item:

    File Description SizeFormat
    55510101.pdf46KbAdobe PDF2961View/Open
    55510102.pdf88KbAdobe PDF21118View/Open
    55510103.pdf91KbAdobe PDF21047View/Open
    55510104.pdf77KbAdobe PDF21249View/Open
    55510105.pdf160KbAdobe PDF21563View/Open
    55510106.pdf331KbAdobe PDF24425View/Open
    55510107.pdf387KbAdobe PDF25194View/Open
    55510108.pdf653KbAdobe PDF22154View/Open
    55510109.pdf340KbAdobe PDF21692View/Open
    55510110.pdf352KbAdobe PDF21315View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    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 ©   - Feedback