臺灣博碩士論文加值系統

為了在競爭激烈的環境中永續經營，企業必須不斷蛻變。台灣企業已走過了代工的年代，大部分正值跨入自有品牌經營的過渡階段，至於是否能夠成功抵達彼岸，則普遍而根深蒂固的設計創新文化就是達陣獲勝的關鍵所在；但在達到此一境界之前勢必經過一番披荊斬棘、排除萬難，所以企業的高階經營管理者確實必須對一切創新行動給予全力的支持與鼓勵，才可能真正落實設計創新於企業之中。
本研究之目的主要在探討企業高層領導管理作為上，對於產品創新績效所能產生之影響。透過文獻蒐集分析與深度訪談，針對成功企業個案進行深入探討；並運用紮根理論分析其成功設計創新績效背後，所憑藉的高層領導管理因素，最後得到如下三項結論：(1) 企業間較為普遍運用，能夠有效提升創新績效的方法共有三種；(2) 高階經營管理者所普遍運用，以營造有利於創新環境文化之角色扮演方式共有五種；(3) 雖不是高階經營管理者所普遍運用，但仍能夠有效提升創新績效、創造其創新管理特色的管理制度共有七種。
以上結論，期望能為台灣業界高階經營管理者當中，有意投入引領創新績效之人士作為有益的參考依據。

In order to survive, grow, and thrive sustainably in the market environment of more and more intensive competition, enterprises have no choice but to change faster than competitors, and even faster than the environment. Taiwanese companies had passed through the stage of OEM business model domination, most of them are striving across the gap between the stage of OEM and OBM business, in other words, back and forth somewhere in the category of ODM at this moment. Whether they could get across to the other side of the gap or not, will largely depend upon their ability to establish a tendency of innovation that is pervasive among all their employees and deep rooted down to the gene of everyone in the company. However, there lies definitely ahead will be thousands of unsurpassable difficulties and undefeatable obstacles. Therefore, it requires that the top executives of the company to exhibit their decisive and wholehearted encouragement and support to any innovative effort emerged inside the company in question, if they are sure that they want to get their company across such a big gap.
The aim of this research is to explore the effective measures that top executives can apply to enhance innovations in their companies and help their companies to get across such a big gap successfully. Through literature research and analysis, this research developed initial understandings on three successful cases among Taiwanese companies; then the methodology of Grounded Theory was adopted to analyze the data gathered. Finally, three conclusions were reached on the reason behind the success of these three successful cases: (1)There are three effective measures that top executives can apply to enhance innovation performance in their companies. (2)There are five kinds of roles that top executives can play to facilitate innovation friendlier environment in their company. (3)There are seven measures that, although did not adopted by every top executives among our research cases, nevertheless, there was at least one of them applied very successfully to create a special feature of innovation management of their own style.
It is hoped that these conclusions will be useful for those top executives in Taiwanese companies who intended to enhance innovative performance in their companies.

中文摘要……………………………………………………………Ⅰ
英文摘要……………………………………………………………Ⅱ
謝誌........……………………………………………………………III
目錄………………………………………………………………….V
表目錄……………………………………………………………….X
圖目錄………………………………………………………………. XI

第一章、緒論
1.1 研究動機與背景………………………………………………..1
1.2 研究目的………………………………………………………..2
1.3 研究範圍與限制………………………………………………..3
1.4 研究架構…………………………………………..……………4

第二章、文獻探討
2.1 企業文化
2.1.1 企業文化的形成………………………………………….6
2.1.2 組織文化與領導風格……………………………………12
2.1.3 學習型組織……………………………………………….21

2.2 企業策略
2.2.1 企業策略…………………………………………………24
2.2.2 企業的策略管理…………………………………………28
2.3 創新管理
2.3.1 管理的基本原則…………………………………………33
2.3.2 管理與創新的關係………………………………………36
2.4 設計創新
2.4.1 創新的定義………………………………………………39
2.4.2 產品的設計創新…………………………………………41
2.4.3 企業裡的設計管理………………………………………47
2.5 團隊組織
2.5.1 研發團隊…………………………………………………49
2.5.2 研發團隊的合作…………………………………………52
2.6 溝通
2.6.1 溝通的功能………………………………………………55
2.6.2 組織的溝通………………………………………………57
2.7 知識管理
2.7.1 知識的分享………………………………………………59
2.7.2 企業的知識管理…………………………………………62
2.8 文獻總結………………………………………………………..64

第三章、研究方法
3.1 研究架構…………………………………………...……………66
3.2 確認主要研究目的…………………………………………...…67
3.3 選擇研究方法…………………………………………………...68
3.3.1 紮根理論…………………………………………………68
3.2.2 個案研究法………………………………………………71
3.2.3 深度訪談法………………………………………………73
3.4 個案研究
3.4.1 成功個案之選擇…………………………………………74
3.4.2 個案描述－光寶科技……………………………………76
3.4.3 個案描述－迎廣科技……………………………………78
3.4.4 個案描述－巨大機械－捷安特…………………………79
3.5 訪談內容研擬……………………………………………….…..81
3.6 深度訪談……………………………………………………..….82
3.7 訪談資料整理………………………………………………..….83
3.8 資料分析與歸納……………………………………………..….84
3.8.1 面向及分類整理……………………………………….…84
3.8.2 重點詞句整理…………………………………………….84
3.8.3 主要脈絡整理…………………………………………….86
3.8.4 關鍵詞彙歸納…………………………………………….87
3.8.5關鍵詞彙次數統計….…………………………………….87
3.8.6關鍵詞彙編碼……….…………………………………….87
3.9 小結…….…………………………………………………….…..88

第四章、研究分析與探討
4.1 深度訪談資料分析與歸納………………………………………89
4. 2面向及分類整理－「開放性編碼」……………………………89
4.3 重點詞句整理－「軸向編碼」(光寶科技)…………………….91
4.3.1主要脈絡與關鍵詞彙－「光寶科技」…………………..94
4.4 重點詞句整理－「軸向編碼」(迎廣科技)…………………….97
4.4.1主要脈絡與關鍵詞彙－「迎廣科技」………………….100
4.5 重點詞句整理－「軸向編碼」(巨大機械－捷安特)…………102
4.5.1主要脈絡與關鍵詞彙－「巨大機械－捷安特」.………107
4.6 關鍵詞彙次數統計……………………………………………...109
4.7 選擇性編碼………………………………………………………110
4.8 分析結果詮釋………………………………………...………….111
第五章、結論與建議
5.1、結論……………………………………………………………..119
5.2、研究貢獻………………………………………………………..125
5.3、研究檢討…………………………………………………….….126
5.4後續研究建議………………………………………………….…127

參考文獻………………………………………………………….…..128

附錄一(光寶科技) ……………………………………………………135
附錄二(迎廣科技) ……………………………………………………139
附錄三(巨大機械－捷安特) …………………………………………143
附錄四 光寶科技訪談內容整理……………………………………..148
附錄五 迎廣科技訪談內容整理……………………………………..156
附錄六 巨大機械－捷安特訪談內容整理…………………………..163










表目錄

表2- 1 不同策略層級對創新所應該關心的重點…………………....26
表2-2 企業策略特質的分類及其特性…………………………….…27
表2-3 各學者對創新管理的看法………………………………….....36
表2-4 各方主要學者對創新的看法……………………………….…40
表3-1 訪談大綱…………………………………………………….…81
表3-2 訪談企業、訪談對象、時間、地點一覽表……………….…83
表4-1 深度訪談開放性編碼表…………………………………….…90
表4-2光寶科技－深度訪談重點詞句………………………………...92
表4-3 光寶科技個案主要脈絡與關鍵詞彙………………………….95
表4-4迎廣科技公司－深度訪談重點詞句……………………………97
表4-5 迎廣科技個案主要脈絡與關鍵詞彙………………………….100
表4-6 巨大機械(捷安特)－深度訪談重點詞句……………………..103
表4-7 巨大機械 (捷安特)個案主要脈絡與關鍵詞彙………………107
表4-8關鍵詞彙出現次數……………………………………………...110
表4-9 重要關鍵詞彙出現次數及編碼表…………………………….111




圖目錄

圖1-1 論文架構……………………………………………………….5
圖2-1 管理方格……………………………………………………….15
圖2-2 路徑-目標理論…………………………………………………17
圖2-3 領導風格連續構面…………………………………………….19
圖2-4 管理者與非管理者行為的連續構面………………………….21
圖2-5 企業策略思考流程圖………………………………………….30
圖2-6 創新流程圖…………………………………………………….45
圖2-7 互動式創新的流程…………………………………………….46
圖2-8 溝通的程序…………………………………………………….55
圖2-9 組織知識的資源……………………………………………….62
圖3-1 本研究架構圖………………………………………………….67
圖3-2 資料分析歸納流程圖………………………………………….85

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網頁
(1)光寶科技(上網時間2011年6月28日) http://www.liteon.com/index.aspx
(2)迎廣科技(上網時間2011年5月12日) http://www.inwin-style.com/sel_lan.html
(3)捷安特(上網時間2011年4月7日) http://www.giant-bicycles.com/
(4) GK Group (上網時間2011年7月7日) http://www.gk-design.co.jp/en/philosophy.html

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