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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 陳鴻基 | |
dc.contributor.author | Tung-Ching Lin | en |
dc.contributor.author | 林東慶 | zh_TW |
dc.date.accessioned | 2021-06-08T04:25:46Z | - |
dc.date.copyright | 2011-08-23 | |
dc.date.issued | 2011 | |
dc.date.submitted | 2011-08-18 | |
dc.identifier.citation | 參考文獻
中文參考文獻(按照筆劃排序) 1、丁筱晶(2009),企業轉型 先給員工「急迫感」,天下雜誌,第426期,頁32~36。 2、李禮仲、鄧哲偉(2003),公司治理對家族企業的效益,國家政策論壇,財經(析)091-029號,春季號。 3、李禮仲,2004,家族企業在美國,國家政策論刊,財團法人國家政策研究基金會,TUhttp://www.npf.org.twTU。 4、李麗滿(2010),布局接班,特力二代女將出頭,工商時報,2010/12/09出版。 5、范揚松(1998),「家族企業的病理分析」,現代管理月刊,第126期,頁18-23。 6、陳萬淇,(1995),個案研究法,華泰書局,台北。 7、陳李綢(1996),認知發展與輔導(二版)。 8、黃偉權(2008) ,商業周刊(Business Weekly),第1086期。 9、陳品玲(1996),護理研究導論-事後回溯研究法,頁165-168。 10、葉重新(2001)。教育研究法。台北市:心理出版社。 11、蕭幼麟譯(2008)。馮國經、馮國綸、Yoram Wind 合著。在平的世界中競爭 (Competing in a Flat World)。台北市:培生集。 12、香港利豐集團百年傳奇,商業週刊第1063期, 13、Peter Drucker,典範移轉-杜拉克看未來管理(原書名:21世紀的管理挑戰),2005/9/16出版,天下文化,台北。 14、Robert K. Yin(尚榮安譯),1994, Case Study Research Design and Methods,弘智文化事業有限公司。 英文參考文獻(依字母排序) 1、Alavi, M. and Carlson, P. (1992), “A Review of MIS Research and Disciplinary Development,” Journal of Management Information System, Spring, Vol. 8, No. 4, pp.45-62. 2、Anderson, R. and D. Reeb. 2003. Founding-family ownership and firm performance: evidence from the S&P 500. Journal of Finance 58:1301–1328. 3、Andrews, K. R. (1951). Executive Training by the Case Method. Harvard Business Review, September 58-70. 6. APEC. (2000). 4、Benson. B (1984), 'The Enigma of The Family-owned Business,' Perspestive, 10(1). 5、Burkart, M. D. Gromb, and F. Panunsi, (1997), “Larger shareholders, Monitoring, and the Value of the Firm.” Quarterly Journal of Economics. Vol.112, pp. 693-728. 6、Carr,D., Managing for effective business process redesign, Cost Management, 1993, pp.16-21. 7、Danny Miller and Isabelle Le Breton-Miller(2003),“Challenge versus Advantage in Family Business” Strategic Organization , January, 1(1). 8、DeAngelo, H. and L. DeAngelo, (2000). “Controlling Stockholders and the Discplinary Role of Corporate Payout Policy : A Study of the Times Mirror Company.” Journal of Financial Economics, Vol.56, pp. 153-207. 9、Demsetz, H., and K. Lehn, (1985). “The Structure of Corporate Ownership: Causes and Consequences,” Journal of Political Economy, Vol. 93, pp.1155-1177. 10、Duck, Jeanie Daniel, Managing change:The Art of Balancing, Harvard Business Review, 1993, OnPoint Enhanced Edition. 11、Eisenhardt, K. M. (1989) 'Building theories from case study research', Academy of Management Review, 14, (4), pp. 532 - 550 12、Ernie Doud Jr. (2000), 'Rules for family business success', Office Products Industry Report,Sep,17. 13、Fama, E. and M. Jensen, (1985). “Organizational Forms and Investment Decisions.”Journal of Financial Economics, Vol.14, pp. 101-119. 14、Hannan, Michael T. and J. Freeman(1984)”Structural Inertia and Organizational Change”, American Sociological Review, 49(2):149-164 15、Iacono, Suzi, and Rob Kling. 2001. Computerization Movements: the rise of the Internet and distant forms of work, in Information Technology and Organizational Transformation: History, Rhetoric and Practice. Edited by J.A. Yates and J.V. Maanen Sage Publications. 16、James, H. (1999), “Owner as Manager, Extended Horizons and the Family Firm.” Internationa l Journal of the Economics of Business, Vol. 6, pp. 41-56. 17、Kling, Rob and Suzanne Iacono. 1984. 'Computing as an Occasion for Social Control.' Journal of Social Issues. 40(3): 77-96. 18、La Porta, R., F. Lopez-de-Silanes, and A. Shleifer. 1999. Corporate ownership around the world. Journal of Finance 54: 471-517. 19、Leonard-Barton, D. (1990) 'A dual methodology for case studies: synergistic use of a longitudinal single site with replicated multiple sites', 1, (3), pp. 248 - 266. 20、Maury, B. 2006. Family ownership and firm performance: empirical evidence from Western European corporations. Journal of Corporate Finance12: 321-341. 21、Redding, S. G. 1990. The Spirit of Chinese Capitalism. New York; De Gruyter. 22、Ronald, C. A. & Reeb, D. M. (2003). Founding family ownership and firm performance: Evidence from the S&P 500. Journal of Finance, Vol. 58, pp. 1301-1329 23、Shleifer, A. and L. Summers, (1988). Breach of Trust in Hostile Takeovers, in A. Auerbach, ed.: Corporate Takeovers: Causes and Consequences (University of Chicago Press, Chicago). 24、Stein, J. (1988), “Takeover Threats and Managerial Myopia.” Journal of Political Economy, Vol. 96, pp. 61-80. 25、Yin, R. K. (2003) Case Study Research, 3rd edn. London, England: Sage Publications. 網路參考文獻 1、台灣經濟新報資料庫(TEJ),http://www.tej.com.tw/twsite/ 2、黃祖強(2008)。「在平的世界中競爭」一書導讀。2008/4/23,摘自:http://blog.udn.com/alexandroslee/1795158。 3、個案研究法,www.extension.org.tw/book/02_92-1.9.doc | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/22720 | - |
dc.description.abstract | 因應華人家族企業近年來的變革風潮,本研究欲以個案研究的方式選擇優秀的變革成功企業、同時也是優秀的華人家族企業,觀察其關鍵成功因素之來由,並著重在研究華人領導風格是否以促進變革管理的成功因素為路徑,間接成就了華人家族企業的成功。根據前述,首先由文獻中尋找出主軸構面及其子構面因素:
◎華人領導模式的判斷標準:(1)、領導的風格讓華人組織中員工有追隨領導人腳步的思考邏輯。(2)、領導者的「德行」會被列入員工是否忠誠的考量,故領導者會藉機宣揚其德行,而此德行之評估方式常以是否符合華人傳統衡量之。 (3)、績效獎罰制度常並不被明確定義,常以領導者本身之喜好去裁量員工。 (4)、領導者和員工權威距離大。(5)、有家長式領導的存在。 ◎變革管理的成功因素:(1)以員工為本。(2)快速暢通的跨層級溝通。 (3)明確闡述當前企業文化。(4)迎接突發狀況,保持組織彈性。(5)將企業變革正規化。(6)培養主人翁意識。(7)引入外部資源與助力。(8)在變革和延續之間取得平衡。(9)有規劃的變革。 ◎家族企業的成功因素:(1)、延攬專業獨立的外部經理人。(2)、追求多角化策略。(3)、團結一致的組織文化。(4)、良好的變革管理。(5)、良好的接班機制。 研究結論:員工追隨領導人腳步,達成了變革管理成功因素中「以員工為本」、「將企業變革正規化」,領導者的德行達成了變革管理成功因素中「以員工為本」、「明確闡述當前企業文化」,家長式領導和變革管理成功因素中以「以員工為本」、「在變革和延續間平衡」有關,高權威距離妨礙了變革管理成功因素中「快速暢通的跨層級溝通」的達成。 最後,九項變革管理的關鍵成功因素皆與家族企業成功因素的「良好的變革管理」有關,可以佐證變革管理的成功因素另一方面也是家族企業中成功因素,另外其中「在變革和延續間平衡」也讓家族企業關鍵成功因素的「多角化策略」能夠同時達成。而「培養主人翁意識」則和「延攬專業獨立的外部經理人」為相牴觸的作為,若華人家族企業要永續經營,其內部人才和外部人才之間需要更加留意其可能產生的矛盾。 | zh_TW |
dc.description.abstract | Family Business is a common type in Chinese companies. This paper intends to observe if there are some key success factors in Chinese Family Business, when they are changing. Change management is a key to sustain business life, especially in a traditional Chinese Family Business. Following are the key dimension and the affiliated dimensions in this paper:
◎How to know if Chinese Leadership type is in a organization? 1) Employees pledge their loyalty to “boss” instead of the company. 2) Employees regard Chinese traditional ethics as an important criteria to judge their leader. 3) Leaders use subjective view to evaluate the employees. 4) High power distance. 5) Paternalistic Leadership exists in the organization. ◎Key success factors in Change Management: 1) Address the human side systematically. 2) Conduct a fast and open communication way. 3) Address the culture landscape explicitly. 4) Keep the flexibility. 5) Make the formal case. 6) Create ownership. 7) Look for source and assistance 8) Strike a balance between change and survive. 9) Planning is a concern. ◎Key success factors of Family Business: 1) Do not Recruit professional managers only in family. 2) Pursuit the strategy of diversification. 3) Make the employees united. 4) A good change management. 5) Build a mechanism to ensure inheritor has capability to lead the company. Research conclusion: The factor「Employees pledge their loyalty to “boss” instead of the company」 make a successful change management easier to achieve via 「Address the human side systematically」and 「Make the formal case」.「Employees regard Chinese traditional ethics as an important criteria to judge their leader」make a successful change management easier to achieve via 「Address the human side systematically」and 「Address the culture landscape explicitly」. Paternalistic Leadership make successful change management easier to achieve via 「Address the human side systematically」and 「Strike a balance between change and survive」.「High power distance」 is against to 「Conduct a fast and open communication way」, cause if the power distance is too high, it will block the communication way between leaders and employees. Every success factor of change management is relative to「A good change management」(a key success factor of Family Business), the factors of different dimensions can be achieved at the same time. 「Strike a balance between change and survive」is relative to「Pursuit the strategy of diversification」, 「Create ownership」is against and weakens the factor「Do not Recruit professional managers only in family」, in Family Business, we should pay attention on the possible paradox between interior managers and the managers who are recruited from exterior environment. | en |
dc.description.provenance | Made available in DSpace on 2021-06-08T04:25:46Z (GMT). No. of bitstreams: 1 ntu-100-R98741032-1.pdf: 1000461 bytes, checksum: 9aa0de0f61c93ad0ebd2874ba353a8cc (MD5) Previous issue date: 2011 | en |
dc.description.tableofcontents | 目錄
中文摘要 ii 目錄 vi 圖目錄 vii 表目錄 viii 第一章、研究動機 1 第一節、華人家族企業 1 第二節、變革的時代 2 第三節、小結 4 第二章、文獻探討 5 第一節、家族企業文獻 5 第二節、變革管理相關文獻 13 第三節、變革的可能失敗因素 15 第四節、變革管理的成功因素 17 第三章、研究方法 28 第一節、個案研究方法理論面 28 第二節、本次研究方法 32 第四章、個案介紹 42 第一節、利豐個案介紹 42 第二節、特力集團個案介紹 60 第五章、個案分析 77 第一節、利豐集團個案分析 80 第二節、特力集團個案分析 89 第三節、歸因-研究結論 97 第四節、研究限制與未來研究建議 102 參考文獻 103 | |
dc.language.iso | zh-TW | |
dc.title | 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 | zh_TW |
dc.title | Key Success Factors of Change Management in The Family Business-Case Studies of Li & Fung and TestRite Group | en |
dc.type | Thesis | |
dc.date.schoolyear | 99-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 謝淑華,周雍強 | |
dc.subject.keyword | 組織變革,特力屋,特力集團,利豐,家族企業, | zh_TW |
dc.subject.keyword | Change management,TestRite,Li&Fung,Family Business, | en |
dc.relation.page | 108 | |
dc.rights.note | 未授權 | |
dc.date.accepted | 2011-08-18 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 商學研究所 | zh_TW |
顯示於系所單位: | 商學研究所 |
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