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    Title: 企業綠色經營之實證研究－以全球領導品牌為例
    The Research of Business Green Management － An Empirical Study on Global Leading Brands
    Authors: 簡憶汶
    Jian, Yi Wen
    Contributors: 李易諭博士
    簡憶汶
    Jian, Yi Wen
    Keywords: 企業社會責任
    綠色經營
    綠色供應鏈
    Corporate Social Responsibility (CSR)
    Green Management
    Green Supply Chain
    Date: 2014
    Issue Date: 2015-02-03 10:15:43 (UTC+8)
    Abstract: 　　隨著企業社會責任(CSR)議題的興起、綠色消費意識提高，以及國際環境管理系統與相關法規的日趨完善，社會大眾要求企業應擔負起社會與環境責任的呼聲漸劇；是故愈來愈多的企業開始投身綠色經營的行列。本研究從企業總體層級出發，以質化研究取向來探討全球領導品牌是如何形塑其影響動機、資源投入、利害關係人管理，及發展系統性的策略方案等綠色經營實務。
    　　從本研究發現及所提出的延伸性管理意涵，企業應主動追求更積極的CSR作為，透過影響力及市場機制來回應利害關係人，始得滿足「三重盈餘」目標：
    1.　創辦人或企業本身的環境經營、綠色管理等價值觀或信念將會形塑企業綠色經營動機，且應從總體層級並「內外兼顧」來推行，以一貫性地從企業願景、使命、策略方針等向下最終落實於日常營運活動中。
    2.　企業綠色經營動機將影響其資源投入與利害關係人管理，透過「推動公司治理」、「維護社會公益」、「發展永續環境」及「生命週期成本管理」來創造綠色價值，架構性地支持綠色經營意識轉化為營運活動。
    3.　企業綠色經營動機將影響實際推展的代表性措施、策略與計畫，透過「綠色供應鏈管理」、「綠色消費行為」、「綠色形象/品牌」及「綠色獲利模式」來實踐綠色價值，彈性因應市場需求並提高競爭者進入門檻。
    4.　企業應加強綠色價值創造與綠色價值實踐兩構面間的連結性，並善盡利害關係人溝通機制，使架構性的措施得以轉化為實務作為。
    5.　企業綠色價值創造與企業綠色價值實踐兩構面將會影響品牌領導地位，且若在環保、收益與成本間並無遭遇明顯的決策衝突或困難，則最終其企業綠色經營的商業可行性將反映在正向的財務績效表現中。
    　　本研究歸納出影響企業執行綠色經營實務成效的各項因素及各構面間的交互關係；並提供有志發展綠色經營模式或期待更為精進者一個整體性參考架構。
    　　With the rise of Corporate Social Responsibility (CSR) issues, green consumer awareness, as well as the maturity of international environmental management system and relevant regulations, the community advocates companies should account for social and environmental responsibility; therefore more and more companies devote to green management. In this study, the qualitative research method is utilized from the corporate level to explore how the global leading brands to shape the influence and motivation, allocation of resources, stakeholders management, and the development of systematic strategy plans and other green management practices.
    　　From the study results and proposed management implications, companies should pursue more proactive CSR actions through their influence and market mechanisms to respond to stakeholders to meet "Triple Bottom Line" objectives:
    1.　The founder, values or beliefs of environment management and green management will shape the motivation of business green management from "both inside and outside" through the corporate level to implement consistently along with the corporate vision, mission, strategic direction and so on cascading to the fulfillment of daily operations.
    2.　The motivation of business green management will affect allocation of resources and stakeholders management through "promoting corporate governance", "maintaining social welfare", "developing sustainable environment" and "managing life-cycle cost" to create green value and structurally support green management sense into business activities.
    3.　The motivation of business green management will affect the actual promotion of representative measures, strategies and plans through "Green Supply Chain Management", "green consumer behavior", "green image / brand" and "green profit model" to fulfill green value and flexibly respond to market demand as well as to increase the entry barriers to competitors.
    4.　Companies should strengthen the linkage between green value creation and green value realization and fulfill communication mechanism with stakeholders to transform the structural measures into actual practices.
    5.　Both of business green value creation and business green value realization will affect the brand leadership, and if there is no decision-making conflict or significant difficulties among environment, benefits and costs, finally the commercial feasibility of business green management will be reflected on the positive financial performance.
    　　The study induces the affecting factors of implementation effectiveness of green management practices and the interactions among the various aspects and also provides an overall reference structure to develop green management model or advance sophistication.
    致謝辭……………………………………………………………………………………………………I
    摘要…………………………………………………………………………………………………………II
    目錄…………………………………………………………………………………………………………V
    圖目錄……………………………………………………………………………………………………VII
    表目錄……………………………………………………………………………………………………VIII
    第一章　緒論………………………………………………………………………………………1
    第一節　研究背景與動機…………………………………………………………1
    　　第二節　研究目的……………………………………………………………………3
    　　第三節　研究對象及範圍………………………………………………………4
    　　第四節　研究流程……………………………………………………………………6
    第二章　文獻探討……………………………………………………………………………7
    第一節　企業社會責任……………………………………………………………7
    第二節　綠色經營發展…………………………………………………………14
    第三節　綠色供應鏈管理………………………………………………………20
    第三章　研究設計 …………………………………………………………………………23
    第一節　研究架構……………………………………………………………………23
    第二節　研究方法……………………………………………………………………25
    第三節　研究設計……………………………………………………………………27
    第四章　研究分析與結果 ……………………………………………………………29
    第一節　個案資料分析……………………………………………………………29
    第二節　跨個案比較分析………………………………………………………48
    第三節　研究假設驗證結果…………………………………………………55
    第五章　結論與建議………………………………………………………………………57
    第一節　研究發現……………………………………………………………………57
    第二節　管理意涵……………………………………………………………………60
    第三節　研究限制……………………………………………………………………62
    第四節　未來研究建議…………………………………………………………63
    參考文獻 …………………………………………………………………………………………64
    附錄－深度訪談記錄資料………………………………………………………………70
    Reference: 一、中文文獻
    1.中小企業白皮書（2014），台北：經濟部中小企業處
    2.汪銘生、方之光（1993），「綠色企業經營與環境管理教育」，台灣銀行月刊，第24卷，第8期，頁32-47。
    3.宋海蓮（譯，原作者Covadonga O’Shea）（2011），ZARA沒有名片的總裁，台北：商業周刊。
    4.林淑馨（2010），質性研究：理論與實務，台北：巨流圖書。
    5.施勵行、賴義芳（2003），「跨國綠色供應鏈管理的型態及策略初探」，永續性產品與產業管理研討會，台南：成功大學。
    6.高明瑞、劉常勇、黃義俊、張乃仁（2010），「企業綠色管理、環境績效與競爭優勢關聯性之研究」，管理與系統，第17卷，第2期，頁255-278。
    7.陳向明（2002），社會科學質的研究，台北：五南圖書。
    8.陳廣（2012），IKEA的秘密，台北：紅橘子文化事業。
    9.郭財吉（2001），「淺談環境保護與工程設計－綠色工程設計與綠色行銷」，行政院國科會NSC90-2218-E-159-003研究報告，科學發展月刊，第29卷，第10期，頁724-728。
    10.顧洋、杜富燕（1996），「國內工業面臨國際環保公約之因應策略－ISO 14000環境管理標準」期末報告，台北：經濟部工業局。
    11.Porter, M. E. and Kramer, M. R. (2006)，「競爭優勢與社會利益不衝突－企業與社會有福同享」，哈佛商業評論，全球中文版，頁2-19。
    12.Porter, M. E. and Kramer, M. R. (2011)，「波特：創造共享價值」，哈佛商業評論，全球中文版，頁1-17。
    二、英文文獻
    1.Ahn, T., Charnes, A. and Cooper, W. W. (1988), “Some Statistical and Data Evaluations of Relative Efficiencies of Public and Private Institutions of Higher Learning”, Socio-Economic Planning Sciences, 22(6), pp. 259-269.
    2.Bor, A. M. and Blom, G. (1994), Introduction to Environmental Product Development, Eindhoven: Europe Design Center Ltd.
    3.Carroll, A. B. (1979), A Three-Dimensional Conceptual Model of Corporate Social Performance, Academy of Management Review, Vol. 4, pp. 497-505
    4.Carroll, A. B. (1999), “Corporate Social Responsibility – Evolution of a Definitional Construct”, Business and Society, 38(3), pp. 268-295
    5.Coddington, W. (1993), Environmental Marketing: Positive Strategies for Reaching the Green Consumer, New York: McGraw-Hill.
    6.Cottrill, M. T. (1990), “Corporate Social Responsibility and the Marketplace”, Business Ethics, 9(9), pp. 723-729.
    7.Dahlsrud, A. (2006), “How Corporate Social Responsibility is Defined: An Analysis of 37 Definitions”, Corporate Social Responsibility and Environmental Management, (in press) Published online in Wiley InterScience, (www.interscience.wiley.com)
    8.David, H. (2001), “The Case Against ‘Corporate Social Responsibility”, Policy, 17(2), pp. 28-32.
    9.Davis, Keith, and Blomstrom, Robert. L. (1975), Business and Society: Environment and Responsibility (3rd), New York: McGraw Hill.
    10.Drucker, P. F. (1993), Post Capitalist Society, Oxford, UK: Butterworth Heinemann.
    11.Feldman, S. and Soyka, P. (1997), “Does Improving a Firm’s Environmental Management System and Environmental Performance Result in a Higher Stock Price?”, Journal of Investing, 6(4), pp. 87-97.
    12.Fleischmann, M., Jacqueline, M., Bloemhof-Ruwaard, M., Dekker, R., van der Lann, E., van Nunen, J. and Van Wassenhove, L. (1997), “Quantitative Models for Reverse Logistics: A Review”, European Journal of Operation Research, Vol. 103, No.1, pp. 1-17.
    13.Fleischmann, M. (2001), Quantitative Models for Reverse Logistics, Lecture Notes in Economics and Mathematical Systems, Berlin: Springer.
    14.Frederick, William C. (1986), “Toward CSR: Why Ethical Analysis is Indispensable and Unavoidable in Corporate Affairs”, California Management Review, 28:2, pp. 126-141.
    15.Friedman, M., (1970), “The Social Responsibility of Business is to Increase Its Profits”, The New Work Times Magazine, 32(13), pp. 122-126.
    16.Göran, R., (2014), “Business Model Innovation to Create and Capture Resource Value in Future Circular Material Chains”, Resources, 3(1), pp. 248-274.
    17.Hamann, R. and Acutt, N. (2003), “How Should Civil Society (and the Government) Respond to ‘Corporate Social Responsibility’? A Critique of Business Motivations and the Potential for Partnership”, Development Southern Africa, 20(2), pp. 255-270.
    18.Hervani, A. A., Helms, M. M. and Sarkis, J. (2005), “Performance Management for Green Supply Chain Management”, Benchmarking: An International Journal, 12(4), pp. 330-353.
    19.Hoek, R. I. V. (1999), “From Reversed Logistics to Green Supply Chains”, Supply Chain Management, 4(3), pp. 129-134.
    20.KPMG (2012), Expect the Unexpected: Building Business Value in A Changing World, KPMG International.
    21.Kopicki, R., Berg, M., Legg, L., Dasappa, V., Maggioni, C. (1993), Reuse and Recycling: Reverse Logistics Opportunities, Oak Brook, Illinois: Council of Logistics Management
    22.Lamming, R. (1996), “Squaring Lean Supply with Supply Chain Management”, International Journal of Operations and Production Management, Vol. 16, No. 2, pp. 183-196.
    23.Lindhqvist, T. and Lidgren, K. (1990), “Models for Extended Producer Responsibility: In Ministry of the Environment. From the Cradle to the Grave – Six Studies of The Environmental Impact of Products”, pp. 7-44, Stockholm: Ministry of Environment
    24.Matten, D. and Moon, J. (2008), “‘Implicit’ and ‘Explicit’ CSR: A Conceptual Framework for A Comparative Understanding of Corporate Social Responsibility”, Academy of Management Review, Vol. 33, No. 2, pp. 404-424.
    25.Olson, E. G. (2008), “Creating an Enterprise-Level ‘Green Strategy’ ”, Journal of Business Strategy, Vol. 29, No. 2, pp. 22-30.
    26.Orsato, R. J. (2006), “Competitive Environmental Strategies: When Does It Pay to Be Green?”, California Management Review, 48(2), pp. 127-143.
    27.Porter, M. E. and Kramer, M. R., (2006), “Strategy and Society: the Link between Competitive Advantage and Corporate Social Responsibility”, Harvard Business Review, 84(12), pp. 78-94.
    28.Porter, M. E. and Kramer, M. R., (2011), “The Big Idea: Creating Shared Value”, CFA Digest, Vol. 41, Issue 1, pp. 12-13.
    29.Porter, M. E. and van der Linde, C. (1995), “Green and Competitive: Ending the Stalemate”, Harvard Business Review, Vol. 73, No. 5, pp. 120-134.
    30.Porter, M. E. and van der Linde, C. (1995), “Toward a New Conception of the Environment-Competitiveness Relationship”, Journal of Economic Perspectives, 9:4, pp. 97-118.
    31.Rao, P. (2004), “Greening Production: A South-East Asian Experience”, International Journal of Operations and Production Management, Vol. 24, No. 3, pp. 289-320.
    32.Simons, H. (Ed.) (1980). Towards a Science of the Singular, Norwich: University of East Anglia, Centre for Applied Research in Education.
    33.Srivastava, S. K. (2007), “Green Supply-Chain Management: a State-of-the-art Literature Review”, International Journal of Management Reviews, 9(1): pp. 53-80.
    34.Steger, U. (1993), “The Greening of the Board Room: How German Companies are Dealing with Environmental Issues, in Fischer, Kurt and Schot, Johan eds.”, Environmental Strategies for Industry, Washington, D.C.: Island Press, pp. 147-166.
    35.UNIDO (2002), Corporate Social Responsibility - Implications for Small and Medium Enterprises in Developing Countries Vienna: UNIDO’s Small and Medium Enterprises Branch
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    38.Yin, R. K. (1994), Application of Case Study Research, London: Sage.
    三、網站資料
    1.adidas http://www.adidas-group.com/ (擷取時間：2014/11/28)
    2.British Standards Institute http://www.bsigroup.com/en-GB/ (擷取時間：2014/12/11)
    3.European Commission http://ec.europa.eu/environment/index_en.htm (擷取時間：2014/12/11)
    4.IKEA http://www.inter.ikea.com/ (擷取時間：2014/11/28)
    5.Inditex http://www.inditex.com/ (擷取時間：2014/11/28)
    6.Interbrand http://www.interbrand.com/ (擷取時間：2014/11/7)
    7.International Organization for Standardization http://www.iso.org/ (擷取時間：2014/11/7)
    8.Organization for Economic Co-operation and Development http://www.oecd.org/ (擷取時間：2014/12/11)
    9.United Nations Environment Programme http://www.unep.org/ (擷取時間：2014/12/11)
    10.United Nations Industrial Development Organization http://unido.org/ (擷取時間：2014/11/7)
    11.World Business Council for Sustainable Development http://www.wbcsd.org/ (擷取時間：2014/11/7)
    12.World Federation of Exchanges http://www.world-exchanges.org/ (擷取時間：2014/11/7)
    13.經濟部工業局產業永續發展整合資訊網 http://proj.ftis.org.tw/isdn/ (擷取時間：2014/11/7)
    14.2014第十屆遠見雜誌CSR企業社會責任獎 http://www.gvm.com.tw/2014CSR/index.html (擷取時間：2014/11/7)
    Description: 碩士
    國立政治大學
    企業管理研究所
    102363036
    103
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0102363036
    Data Type: thesis
    Appears in Collections:[MBA Program] Theses

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