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    题名: 組織變革之內外部變革代理人之合作模式初探－以台灣大型家族企業集團為例
    A Preliminary Study of Participation Modes Between Internal and External Change Agents - A Case Study of Family Business Group in Taiwan
    作者: 張凱傑
    贡献者: 林月雲
    張凱傑
    关键词: 組織變革
    變革代理人
    家族企業
    意會
    Organizational Change
    Change Agent
    Family Business
    Sensemaking
    日期: 2012
    上传时间: 2013-07-11 16:05:26 (UTC+8)
    摘要: 現代企業為了適應環境變化與組織內部成長的挑戰，必須經常進行組織變革。學術界與實務界，組織變革一向是熱門的議題。無論是漸進式或革命式組織變革都是為了使企業提升經營效能所進行的活動。許多研究均指出，這些變革活動的成敗，往往與負責診斷、啟案、執行、監控與追蹤的變革代理人有關。
    本研究以3家國內大型家族企業為研究個案，查出其近年所進行的組織變革，並透過半結構式訪談，訪問該組織之內部變革代理人，瞭解其如何與外部變革代理人合作以進行組織變革。
    本研究之研究發現如下：
    一、在組織變革因素中，內部變革代理人的意會受組織內部因素與其自身因素的影響高於受到外部環境因素之影響。在家族企業特徵中，最重要的影響因素是家族企業領導人。
    二、內部變革代理人有知性、感性與理性三種不同的意會類型，不同的意會類型在挑選外部變革代理人時分別有資源導向、關係導向、效能導向三種不同的挑選原則。
    三、本研究發現內部變革代理人與外部變革代理人合作的模式依參與程度的高低，可以分為三種不同的合作模式。影響組織變革成功的三種合作模式間存有一U型曲線的關係。
    四、高度與低度參與之合作模式較易導致組織變革成功，中度參與之合作模式，反較易導致組織變革失敗。中度參與的組織變革模式其失敗主因有兩項，其一，外部變革代理人不夠深入瞭解組織文化；其二，未能取得內部高階主管的支持。
    In order to adapt to external environmental change and the challenges of internal growth, modern enterprises normally have organizational changes frequently. No matter in academic and practice field, organizational change has always been a hot topic. Either progressive or revolutionary organizational changes are intended to enable enterprises to enhance operational efficiency of the activities carried out. Many literatures have pointed out that the success of the activities of these changes, often related to change agents, who are responsible for diagnosing, initiating, performing, monitoring and tracking activities.
    In this research, three large domestic family businesses were investigated to identify their organizational changes in recent years. Data were collected through interviewing each organization`s internal change agent semi-structurally, to understand how they cooperated with external change agents. The findings of this study are as below:
    First of all, internal organizational change factors and the internal change agent`s characteristics, affect his/her sensemaking more than outside environment change factors. In family business, the most important factor is the influence of family business leader.
    Second, internal change agents have three different types of sensemaking, namely cognitive, perceptive and rational. Each type affects the selection of the external change agents differently, which was mainly based on resource-orientation, relationship-orientation, or performance-orientation.
    Third, the research found that in accordance with the level of participation of external change agents, the cooperation modes have three different levels: high-level, middle-level, and low-level participation modes. A U-curve relationship between the three kinds of cooperation mode was observed that influences the success of organizational changes.
    Fourth, the research found that high-level and low-level participation are more likely to result in successful organizational changes, whereas middle-level participation generally leads to failure for two main reasons. First, an external change agent did not grasp organizational culture thoroughly enough; second, the external change agent did not obtain sufficient support from the executives.
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    二、中文文獻：
    1.王怡婷(2010)。家族企業第二代介入組織變革之個案研究—以「思维框架」為觀點探討。輔仁大學心理學系碩士論文。
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    3.林南欣(2007)。人力資源發展在日本富士通組織轉型中之促成角色探討。國立政治大學企業管理究所碩士論文。
    4.林東慶(2011)。家族企業中變革管理成功因素探討-以利豐集團與特力集團為例。國立臺灣大學商學研究所碩士論文。
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    描述: 碩士
    國立政治大學
    企業管理研究所
    100355018
    101
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0100355018
    数据类型: thesis
    显示于类别:[企業管理學系] 學位論文

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