政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/35324
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 113318/144297 (79%)
造訪人次 : 51020690      線上人數 : 926
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/35324


    題名: 邁向理性的企業組織-以哈伯瑪斯的社會批判理論來透視組織變革管理的挑戰
    Toward a Rational Business Organization - Perspective of Changing Management Applying Jürgen Habermas’Social Critical Theory
    作者: 陳致曉
    Chen, Chih-Hsiao
    貢獻者: 溫肇東
    Wen, Chao-Tung
    陳致曉
    Chen, Chih-Hsiao
    關鍵詞: 變革管理
    策略轉折
    知識管理
    溝通
    共識
    哈伯瑪斯
    法蘭克福學派
    社會批判理論
    Changing Management
    Strategy Transition
    Knowledge Management
    Communication
    Consensus
    Harbermas
    Frankfurt School
    Social Critical Theory
    日期: 2005
    上傳時間: 2009-09-18 14:44:43 (UTC+8)
    摘要: 成功的企業變革蘊涵著規範、觀念、與文化上的改變，其最終目的是要達成新規範的運作、成員對新組織的再認同、與新組織文化的再建構。一般如常管理主要考慮的是如何創造競爭優勢與提高效能，主要參照的「企業策略科學」與「科學管理學」並無法處理價值與信仰的課題，也未注重資訊與知識的流動與管理。單憑這兩類管理理論，無法因應變革管理的挑戰。本論文分析科特與彼德˙聖吉等管理學者提出的變革失敗原因，並將其歸納予批判社會學者哈伯瑪斯所述「生存環境的意義生產」的失效。作者檢討組織變革過程中的「社會規範」、「成員主觀」、與「客觀環境」等三個面向，認為有效溝通與真正共識為成功企業變革之所必需。
    作者認為組織內的活動可以區分為「溝通」與「執行」兩個面向，各別對應到哈伯瑪斯所述的「實踐性理性」與「工具性理性」。本論文批判缺乏「實踐性理性」制衡的「工具性理性」妨礙企業的執行效能與知識生產，並闡述實踐性理性不可或缺的價值。唯有摒除由工具性理性發展的階層權力對溝通過程的干預，有效溝通與真正共識才能達成。作者亦就實行的層面提出在組織內建立「理想言辭情境」的方法。本論文從「實踐性理性」的觀點檢視組織變革，以「變革之輪」來闡明各變革階段應注意的工作。作者結合「生存環境的意義生產」與野中郁次郎的「組織知識創造論」檢視變革過程中，包含認知、價值觀、信仰、規範遵從、組織認同等「意義」的創造過程。如果變革過程中「實踐性理性」能得到彰顯，成功的變革會使成員得到意義生產的正向迴饋。這個「正向意義迴饋系統」將使企業進入一種得以持續對應新競爭局勢的動態平衡。
    本文藉由Intel在1985年策略大轉折的實際案例來檢驗本文論述。對「導致組織變革失敗的根本原因為何?」、「如何建構適合因應外在環境的變化，並能成功完成變革的組織?」、「如何成功地完成組織的變革?」等三個組織變革管理的根本問題提出有系統的答案。本論文終結於對自我論述的批判。
    Organizational change is essential for the modern business entities to survive in the dynamic economical environment. However, many companies, which are successful in day-to-day operation, cannot accomplish the organizational change process, and result in fading out in the new competition environment. During organizational change processes, authority swinging and uncertainty about future make rumors prosperous; new rules and tactics have not been proved and are doubted; mutual trust between staffs and organization is shaky; and staffs become difficult to identify themselves with the organization. The above challenges are related to the dynamic management of information sharing, knowledge creating, staffs’ cognition, emotional consideration, mutual trust, and common consensus about new rules and the business entity’s future. The above conditions make changing management to be fundamentally different from the routine operational management. Strategic science and science management principles, which are generally adopted by companies to increase competition advantages and operational efficiency in the routine management, do not take account for the information and knowledge management, and cannot deal with the values and belief issues. Companies cannot just rely on the above two management principles to face challenges of the organizational change.
    The thesis analyzes the failure factors of changing management, which are disclosed by scholars like John P. Kotter and Peter M. Senge etc. The author correlates them with “meaning reproduction of living situation”, which was introduced by social critical philosopher Jürgen Habermas. Habermas believes efficient communication and true common consensus are essential to revive the meaning reproduction and to coordinate the social operation. The author inspects the “social”, ”subjective”, and “objective” aspects of the “living situation” of companies’ change phases, which were inferred from the eight steps of successful organizational changing addressed by John P. Kotter. The author elucidates that efficient communication and true common consensus are requisite for organization changing management.
    Habermas based on the two human basic actions, “labor” and “communication”, to categorizes rational into “instrumental rational” and “practical rational”. Instrumental rational aims at environment control and material productivity. Practical rational endeavors mutual understanding and common consensus. Habermas argued that the power developed by instrumental rational should be balanced by the values generated by practical rational; otherwise the power will oppress human society. The thesis criticizes that companies’ hierarchical power obstructs organizational operation, policy execution, information sharing and knowledge creation, as organizational instrumental rational is not tempered by corresponding practical rational. The irreplaceable values of organizational practical rational are further illustrated.
    To illuminate practical rational, it is necessary to eliminate the intimidation and temptation, which are induced by hierarchical power, from the communication actions. Habermas believes that comprehensive speech, true statement, right position and sincere attitude are the four valid assertions for the communication actions. If only all communicating participants have equal opportunities to partake, declare, interrogate, and explain, authorities and ideologies can be excluded from the communication actions. Habermas defined the above circumstances as the “idea speech situation”. The thesis argues that organizational activities can be categorized into the “execution” and “communication” dimensions, which correspond to the organizational “instrumental rational” and “practical rational”. Communication actions should not be interrupted by the hierarchy power of execution dimension. Rules and tactics should be supported by common consensus and thorough communication. Staffs should apply instrumental rational to execute the rules and tactics without objection. If only the organizational culture and merit system can ensure the above working principles, the business entity can achieve the advantages of both instrumental and practical rational. In additional to the theoretical elaboration, the thesis proposes manners to establish organizational ideal speech situation from “managers’ attitude”, “staffs’ consensus”, and “discussion processes” aspects.
    The author applies the above ideal speech situation exposition to different organizational changing management phases. The thesis constructs the organizational changing wheel to illustrate the key executive points to successfully drive continuous organizational evolution. Furthermore, the author integrates the above argumentation with the “organizational knowledge creating theory”, which was proposed by Ikujiro Nonaka and Hirotaka Takeuchi. The “meaning reproduction” flow of the organizational changing wheel is constructed by investigating the internalization, externalization, universalization, and integration processes of meanings, which include information, knowledge, interests, intuition, values, belief, cognition, emotion, identification, obedience, and consensus etc. If the communication processes of the organizational change follow practical rational, and the organizational changing is successfully accomplished, staffs will received positive feedback from the intrinsic meanings they generated. The author expounds that the “positive meaning feedback loop” will accelerate the iteration of meaning reproduction cycles. The dynamic stability, supported by the “positive meaning feedback loop”, will ensure the business entity to continuously adjust itself to conquer new competition circumstances.
    To exam the above theorem, the author adopts Intel’s strategic transition in 1985 as an example. The case is interpreted fro
    參考文獻: 繁體中文文獻
    社會學相關文獻
    比瑟姆（1992）David Beetham著，鄭樂平譯『科層制』（Bureaucracy）（桂冠圖書）
    卡普費雷（1992）Jean-Noel Kapterer著，鄭若麟、邊芹譯『謠言』（Rumeurs）（桂冠圖書）
    哈伯瑪斯（2001）Jürgen Habermas著，郭官義、李黎譯『認識與旨趣』（Erkenntnis und Interesse, 1968）（風雲論壇）
    洪鎌德（2004）『西方馬克思主義』（揚智）
    高宣揚（1990）『哈伯瑪斯論』（遠流）
    馬克斯˙韋伯（1988）Max Weber著，于曉、陳維剛譯『新教倫理與資本主義精神』（Die Protestantische Ethik und der Geist des Kapitalismus, 1920）（谷風）
    馬庫色（1990）Herbert Marcuse著，劉繼譯『單向度的人』（One Dimensional Man, 1964）（桂冠圖書）
    馬庫色（1987）Herbert Marcuse著，陳昭瑛譯『美學的面向』（The Aesthetic Dimension, 1977）（南方叢書）
    陳介玄、翟本瑞與張維安（1989）『韋伯論-西方社會的合理化』（巨流圖書）
    舒茲（1993）Alfred Schutz著，盧嵐蘭譯『社會世界的現象學』（The Phenomenology of Social World, 1932）（桂冠圖書）
    黃瑞祺（1986）『批判理論與現代社會學』（巨流圖書）
    Tom Bottommorem（1984）著，廖仁義譯『法蘭克福學派』（The Frankfurt School, 1984）（桂冠圖書）
    管理學相關文獻
    史崔伯（2000）Paul Strebel著，周旭華譯「為什麼員工抗拒變革?」，收錄於『變革-哈佛商業評論』（Change, Harvard Business Review），151~170頁（天下文化）
    波特（1996）Michael E. Porter著，李明軒、邱如美譯『國家競爭優勢-上/下』（The Competitive Advantage of Nations, 1990）（天下文化）
    波特（1997）Michael E. Porter著，周旭華譯『競爭策略』（Competitive Strategy, 1980）（天下文化）
    波特（1999）Michael E. Porter著，李明軒、邱如美譯『競爭優勢-上/下』（Competitive Advantage, 1985）（天下文化）
    彼德˙聖吉（2005）Peter M. Senge著，郭進隆譯『第五項修練』（The Fifth Discipline, 1990）（天下文化）
    彼德˙聖吉（2005）Peter M. Senge, Art Kleiner, Charlotte Roberts, Richard Ross, George Roth & Bryan Smith著，廖月娟、陳琇玲譯『第五項修練III 變革之舞-上/下』（The Dance of Change, 1999）（天下文化）
    彼德˙杜拉克（2000）Peter F. Drucker et. al.著，張玉文譯『知識管理-哈佛商業評論』（Knowledge Management, Harvard Business Review）（天下文化）
    彼德˙杜拉克（2003）Peter F. Drucker著，傅振焜譯『杜拉克談未來企業』（Post-Capitalist Society, 1993）（時報出版）
    彼德˙杜拉克（2004）Peter F. Drucker et. al.著，鄒雲華譯『變革力』（A Leader to Leader Guide – On Leading Change, 2002）（寶鼎出版）
    彼德˙杜拉克（2005）Peter F. Drucker著，齊思賢譯『變革的哲學』（Drucker Saying on Change, 2003）（商周出版）
    柯林斯（2003）Jim Collins et. al.著，李田樹譯『轉敗為勝-哈佛商業評論』（Turnarounds, Harvard Business Review）（天下文化）
    科特（2000）John P. Kotter著，周旭華譯「領導變革」，收錄於『變革-哈佛商業評論』（Change, Harvard Business Review），1~23頁（天下文化）
    科特（2002）John P. Kotter & Dan S. Cohen著，潘東傑譯『引爆變革之心』（The Heart of Change, 2002）（天下文化）
    派翠西亞˙奧伯丁（2005）Patricia Aburdene著，徐愛婷譯『2010大趨勢』（Magatrends 2010 - The Rise of Conscious Capitalism, 2005）（智庫文化）
    威廉˙伊薩克（2001）William Issac著，柯雅琪譯『深度匯談』（Dialogue and the art of thinking together, 1999）（高寶國際）
    馬丁（2000）Roger Martin著，周旭華譯「改變公司的心態」，收錄於『變革-哈佛商業評論』（Change, Harvard Business Review），123~150頁（天下文化）
    馬斯洛（2002）Abraham H. Maslow, Deborah C. Stephens & Cary Heil著，李美華、吳凱琳譯『馬斯洛人性管理經典』（Maslow on Management, 1998）（商周出版）
    唐納˙薩爾（2003）Donald N. Sull著，李田樹、李芳齡譯『成功不墜-最適者再生』（Revival of the fittest: why good companies go bad and how great mangers remake them, 2003）（天下雜誌）
    野中郁次郎（1997）Ikujiro Nonaka & Hirotaka Takeuchi著，楊子江、王美音譯『創新求勝』（The Knowledge-Creating Company, 1995）（遠流）
    理察˙盧克（2005）Richard Luecke et. al.著，楊幼蘭譯『變革管理-哈佛商業必讀』（Managing Change and Transition, Harvard Business Essentials, 2003）（天下文化）
    勞勃˙史雷特（2000）Robert Slater著，袁世珮譯「搶救IBM」（Saving Big Blue, 1999）（麥格羅˙希爾）
    達克（2000）Jeanie Daniel Duck著，周旭華譯「變革管理–平衡的藝術」，收錄於『變革-哈佛商業評論』（Change, Harvard Business Review），61~88頁（天下文化）
    萊斯特˙梭羅（2000）Lester C. Thurow著，齊思賢譯『知識經濟時代』（Building Wealth, 1999）（時報出版）
    虞有澄（1995）Albert Yu著，程文燕協助整理『我看英代爾』（天下文化）
    虞有澄（1999）Albert Yu著，季安譯『Intel創新之秘』（Creating the Digital Future – The Secrets of Consistent Innovation at Intel, 1998）（天下文化）
    奧古斯丁（2000）Norman R. Augustine著，周旭華譯「產業重塑」，收錄於『變革-哈佛商業評論』（Change, Harvard Business Review），171~202頁（天下文化）
    詹姆士˙胡帕斯（2005）James Hoopes著，羅玉蓓譯『管理大師我恨你』（False Prophets: The gurus who created modern management and why their ideas are bad for business today, 2003）（早安財經文化）
    葛洛夫（1996）Andrew S. Grove著，王平原譯『10倍速時代』（Only the Paranoid Survive, 1996）（大塊文化）
    葛洛夫（2005）Andrew S. Grove著，巫宗融譯『葛洛夫給經理人的第一課』（High Output Management, 1983）（遠流）
    葛斯納（2002）Louis V. Gerstner Jr.著，羅耀宗譯「誰說大象不會跳舞」（Who says elephants can’t dance? : Inside IBM’s Historic Turnaround, 2002）（時報文化）
    戴文坡（1998）Thomas H. Davenport & Laurence Prusak著，胡瑋珊譯『知識管理』（Working Knowledge, 1998）（中國生產力）
    其他領域文獻
    皮亞杰（1989）Jean Piaget & Barbel Inhelder著，陸有銓、華意蓉譯『兒童的早期邏輯發展』（五洲出版社）
    古斯塔夫˙拉德布魯赫（2000）Von Gustav Radbruch著，王怡蘋、林宏濤譯『法學導論』（Einfuhrung in die Rechtswissenschaft, 1910）（商周出版）
    簡體中文文獻
    尤尔根˙哈贝马斯（2004）Jürgen Habermas著，曹卫东譯『交往行为理论』（Theorie des Kommunikativen Handelns, 1981）（上海人民出版社）
    英文文獻
    A., Kersten（2000）, Diversity management Dialogue, dialectics and diversion, Journal of Organizational Change Management, Vol.13, pp.235~248.
    Burgelman, R.A.（1991）, Intraorganizational Ecology of Strategy Making and Organization Adaptation: Theory and Field Research, Mnanagement Science, Vol. 29, pp.239-262.
    Burgelman, R.A.（1994）, Fading Memories: A process Theory of Stratefic Business Exit in Dynamic Enviroments, Admistrative Science Quarterly, Vol. 39, pp.24-50.
    Burgelman, R.A.（1996）, A process Model of Stategic Business Exit: Implications for An Evolutionary Perspective on Strategy, Strategic Management Journal, Vol. 17, pp.193-214.
    Carr, Adrian（2000）, Critical theory and the management of change in organizations, Journal of Organizational Change Management, Vol.13, pp.208~220.
    Foss, N.J., Knudsen, C. and Montgomery C.A.（1995）, An Exploration of Common Ground: Integrating Evolutionary and Strategic Theories of the Firm, Resource-Based and Evolutionary Theories of the Firm: Towards A Synthesis, Kluwer Academic Publisher, pp.219-250.
    Grubbs, Joseph W.（2000）, Cultural imperialism: A critical theory of interorganizational change, Journal of Organizational Change Management, Vol.13, pp.221~234.
    Habermas, Jürgen（1970）, translated by Jeremy J. Shapiro, Toward a Rational Society, Boston, Beacon Press.
    Habermas, Jürgen（1971）, Knowledge and Human Interests, Boston, Beacon Press.
    Noda, T. & Bower, J. T.（1996）, Strategy Making As Uterated Process of Resource Allocation, Strategic Management Journal, Vol. 17. pp/159-192.
    Palmer, Ian & Dunford, Richard（1996）, Reframing and organizational action: the unexplored link, Journal of Organizational Change Management, Vol.9, pp.12~25.
    Steiner, Carol（2001）, A role for individuality and mystery in “managing” change, Journal of Organizational Change Management, Vol.14, pp.150~167.
    Stephens, Carroll U. & Cobb, Anthony T.（1999）, A Habermasian approach to justice in organizational change: Synthesizing the technical and philosophical perspectives, Journal of Organizational Change Management, Vol.12, pp.21~34.
    Watson, George W.（2003）, Ideology and the symbolic construction of fairness in organizational change, Journal of Organizational Change Management, Vol.16, pp.154~168.
    描述: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    89932199
    94
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0089932199
    資料類型: thesis
    顯示於類別:[經營管理碩士學程EMBA] 學位論文

    文件中的檔案:

    檔案 描述 大小格式瀏覽次數
    93219901.pdf57KbAdobe PDF2913檢視/開啟
    93219902.pdf90KbAdobe PDF2791檢視/開啟
    93219903.pdf98KbAdobe PDF21041檢視/開啟
    93219904.pdf86KbAdobe PDF2731檢視/開啟
    93219905.pdf723KbAdobe PDF21253檢視/開啟
    93219906.pdf133KbAdobe PDF21504檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    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 ©   - 回饋