Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/159022
|
| Title: | 設備業創新類型與人力資源管理對創新的影響：以E公司為例
The Impact of Innovation Types and Human Resource Management on Innovation outcomes in the Equipment Industry: A Case Study of E Company |
| Authors: | 張千駿
Chang, Chien-Chun |
| Contributors: | 黃家齊
Huang, Jia-Chi
張千駿
Chang, Chien-Chun |
| Keywords: | 創新類型
人力資源管理
高科技設備業
質化研究
Innovation Types
Human Resource Management
High-tech Equipment Industry
Qualitative Research |
| Date: | 2025 |
| Issue Date: | 2025-09-01 14:46:13 (UTC+8) |
| Abstract: | 台灣高科技設備產業涵蓋半導體、光電、生醫等領域，具有高度創新需求，但同時面臨技術競爭激烈、產品升級壓力與人才短缺等挑戰。在此背景下，如何透過有效的人力資源管理來支援不同類型的創新已成為重要課題。然而，現有文獻對企業如何因應不同創新類型調整人力資源策略的討論仍屬有限。有鑑於此，本研究旨在探討創新類型與人力資源管理之互動機制及其對創新成果的影響。
本研究以台灣高科技設備商E公司為例，採用質化單一個案研究法。透過對個案公司關鍵人員進行半結構式深度訪談蒐集資料，並運用質化內容分析歸納創新與人力資源管理互動的模式與關鍵因素。研究結果顯示，人力資源管理各構面對創新活動具關鍵影響：積極招募與甄選關鍵技術人才為企業推動突破性創新的基礎；持續的員工培育與知識管理有助於累積漸進式創新成果並醞釀長期突破；建立創新導向的績效考核與獎勵制度能有效激發員工創意投入；而支持試錯、鼓勵知識分享的組織文化則能強化前述措施對創新績效的綜合效應。根據上述發現，本研究建議個案公司及同業強化關鍵人才招募與留任策略、深化員工培育與知識管理、改革績效評估與獎酬制度，並塑造支持創新的組織文化，以充分發揮人力資源管理對創新績效的促進作用，進而提升企業長期競爭力。
Taiwan’s high-tech equipment industry, encompassing sectors such as semiconductors, optoelectronics, and biomedical equipment, has an acute need for innovation but concurrently faces intense technological competition, rapid product upgrade pressures, and severe talent shortages. Against this backdrop, how to leverage effective human resource management (HRM) to support different types of innovation has become a critical issue. However, the existing literature provides limited insight into how companies adjust their HRM strategies to accommodate different innovation types, especially within the context of Taiwan’s equipment industry. In view of this gap, this study aims to investigate the interaction mechanisms between innovation types and HRM practices and their impact on innovation outcomes.
This study adopts a qualitative single-case approach, with E Company—a Taiwanese high-tech equipment manufacturer—serving as the case. Data were collected through semi-structured in-depth interviews with key personnel of the case company, and qualitative content analysis was used to distill the patterns and key factors of the interplay between innovation and HRM. The findings indicate that various facets of HRM critically influence innovation activities: proactive recruitment and selection of key technical talent provide the foundation for pursuing breakthrough innovations; continuous employee development and knowledge management help accumulate incremental innovation outcomes and lay the groundwork for future breakthroughs; innovation-oriented performance appraisal and reward systems can effectively stimulate employees’ innovative efforts; and an organizational culture that supports experimentation and knowledge sharing further amplifies the combined effect of these measures on innovation performance. Based on these findings, the study recommends that the case company and similar firms strengthen the recruitment and retention of key talent, deepen employee development and knowledge management, reform performance evaluation and reward systems to better incentivize innovation, and cultivate an organizational culture that supports innovation. Such measures would enable firms to fully harness HRM to drive innovation performance, thereby bolstering their long-term competitiveness. |
| Reference: | 工商時報（2023年5月10日）。漢民科技推動敏捷創新 迎接產業轉型新時代。取自 https://ctee.com.tw/news/tech/868671.html
洪友芳（2021年11月29日）。人才荒壓力續破表 業界說不出的痛。《自由時報》。取自 https://ec.ltn.com.tw/article/paper/1487260
經濟部（2023年9月6日）。經濟部於2023半導體展發表52項前瞻技術：甫獲2023 R&D 100大獎之二奈米製程鍍膜設備首度亮相 [新聞稿]。取自 https://www.moea.gov.tw/Mns/populace/news/News.aspx?kind=1&menu_id=40&news_id=111187
經濟部（Ministry of Economic Affairs）（2023年12月28日）。不只晶圓製造：經濟部推動半導體材料設備投資臺灣，全球半導體設備三大廠研發中心全數來臺！ [新聞稿]。取自 https://www.moea.gov.tw/MNS/populace/news/News.aspx?news_id=113447
資策會產業情報研究所（MIC）（2022）。2022年台灣設備業智慧製造與數位轉型趨勢研究報告。台北：資策會產業情報研究所。
Amabile, T. M. (1998). How to kill creativity. Harvard Business Review, 76(5), 76–87.
Amit, R., & Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53(3), 41–49.
Applied Materials. (2022). Corporate responsibility report 2022. Santa Clara, CA: Applied Materials. Retrieved from https://www.appliedmaterials.com/company/corporate-responsibility/reports
Argyris, C., & Schön, D. A. (1978). Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley.
Banbury, C. M., & Mitchell, W. (1995). The effect of introducing important incremental innovations on market share and business survival. Strategic Management Journal, 16, 161–182. https://doi.org/10.1002/SMJ.4250160922
Bjelland, O. M., & Wood, R. C. (2008). An inside view of IBM’s “Innovation Jam.” MIT Sloan Management Review, 50(1), 32–40.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221. https://doi.org/10.5465/AMR.2004.12736076
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa
Brugmans, S., Burkacky, O., Mayer-Haug, K., Pedroni, A., Poltronieri, G., & Roundtree, T. (2024). How semiconductor companies can fill the expanding talent gap. McKinsey & Company. Retrieved from https://www.mckinsey.com/industries/semiconductors/our-insights/how-semiconductor-companies-can-fill-the-expanding-talent-gap
Büschgens, T., Bausch, A., & Balkin, D. B. (2013). Organizational culture and innovation: A meta‐analytic review. Journal of Product Innovation Management, 30(4), 763–781. https://doi.org/10.1111/jpim.12021
Chen, C.-J., & Huang, J.-W. (2009). Strategic human resource practices and innovation performance: The mediating role of knowledge management capacity. Journal of Business Research, 62(1), 104–114.
Chen, X., Xie, H., & Zhou, H. (2024). Incremental versus radical innovation and sustainable competitive advantage: A moderated mediation model. Sustainability, 16(11), 4545. https://doi.org/10.3390/su16114545
Christensen, C. M., & Raynor, M. E. (2003). The innovator’s solution: Creating and sustaining successful growth. Boston, MA: Harvard Business School Press.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152. https://doi.org/10.2307/2393553
Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of Management Journal, 49(3), 544–560. https://doi.org/10.5465/AMJ.2006.21794671
Curzi, Y., Fabbri, T., Scapolan, A. C., & Boscolo, S. (2019). Performance appraisal and innovative behavior in the digital era. Frontiers in Psychology, 10, 1659. https://doi.org/10.3389/fpsyg.2019.01659
Damanpour, F., & Aravind, D. (2012). Managerial innovation: Conceptions, processes, and antecedents. Management and Organization Review, 8(2), 423–454.
De Leede, J., & Looise, J. K. (2005). Innovation and HRM: Towards an integrated framework. Creativity and Innovation Management, 14(2), 108–117.
Dewar, R. D., & Dutton, J. E. (1986). The adoption of radical and incremental innovations: An empirical analysis. Management Science, 32(11), 1422–1433.
Dewett, T. (2007). Linking intrinsic motivation, risk taking, and employee creativity in an R&D environment. R&D Management, 37(3), 197–208.
Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. https://doi.org/10.2307/2666999
Elo, S., & Kyngäs, H. (2008). The qualitative content analysis process. Journal of Advanced Nursing, 62(1), 107–115. https://doi.org/10.1111/j.1365-2648.2007.04569.x
Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200–227.
Guha, S., Rabby, S. K. M. A. H., Chowdhury, S. R., & Julee, S. A. (2025). Enhancing employee innovation capabilities through high-involvement HRM: Mediating role of knowledge sharing and transformational leadership. Future Business Journal, 11, 59. https://doi.org/10.1186/s43093-025-00482-1
Gupta, A. K., & Singhal, A. (1993). Managing human resources for innovation and creativity. Research-Technology Management, 36(3), 41–48.
Henderson, R. M., & Clark, K. B. (1990). Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35(1), 9–30.
Herbig, P., Golden, E., & Dunphy, S. (1994). The relationship of structure to entrepreneurial and innovative success. Marketing Intelligence & Planning, 12(9), 37–48.
Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model. Journal of Business Research, 67(8), 1609–1621. https://doi.org/10.1016/j.jbusres.2013.09.007
Hsieh, H.-F., & Shannon, S. E. (2005). Three approaches to qualitative content analysis. Qualitative Health Research, 15(9), 1277–1288. https://doi.org/10.1177/1049732305276687
Jiménez-Jiménez, D., & Sanz-Valle, R. (2008). Could HRM support organizational innovation? The International Journal of Human Resource Management, 19(7), 1208–1221.
Kang, S.-C., Morris, S. S., & Snell, S. A. (2007). Relational archetypes, organizational learning, and value creation: Extending the human resource architecture. Academy of Management Review, 32(1), 236–256. https://doi.org/10.5465/AMR.2007.23464060
Laursen, K., & Foss, N. J. (2003). New human resource management practices, complementarities and the impact on innovation performance. Cambridge Journal of Economics, 27(2), 243–263.
Leifer, R., McDermott, C. M., O’Connor, G. C., Peters, L. S., Rice, M. P., & Veryzer, R. W. (2001). Radical innovation: How mature companies can outsmart upstarts. Boston, MA: Harvard Business School Press.
Leonard, D., & Sensiper, S. (1998). The role of tacit knowledge in group innovation. California Management Review, 40(3), 112–132.
Lopez-Cabrales, A., Real, J. C., & Valle, R. (2009). Relationships between human resource management practices and organizational learning capability: The mediating role of human capital. Personnel Review, 38(1), 28–45. https://doi.org/10.1108/00483481111118658
Markides, C. (2006). Disruptive innovation: In need of better theory. Journal of Product Innovation Management, 23(1), 19–25. https://doi.org/10.1111/j.1540-5885.2005.00177.x
Martins, E. C., & Terblanche, F. (2003). Building organisational culture that stimulates creativity and innovation. European Journal of Innovation Management, 6(1), 64–74. https://doi.org/10.1108/14601060310456337
Mathushan, P., & Shantha, A. (2024). Human resource management practices and firm innovation: An empirical study in Sri Lankan SMEs. Journal of Small Business Strategy, 34(2), 63–77. https://doi.org/10.53703/001c.89340
McLean, L. D. (2005). Organizational culture’s influence on creativity and innovation: A review of the literature and implications for human resource development. Advances in Developing Human Resources, 7(2), 226–246.
Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture. Management Decision, 49(1), 55–72. https://doi.org/10.1108/00251741111094437
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. New York, NY: Oxford University Press.
Nowell, L. S., Norris, J. M., White, D. E., & Moules, N. J. (2017). Thematic analysis: Striving to meet the trustworthiness criteria. International Journal of Qualitative Methods, 16(1), 1–13. https://doi.org/10.1177/1609406917733847
NTT DATA. (2023, November 14). Only 21% of organizations achieve their innovation goals, as many challenges stand in the way [Press release]. Plano, TX: NTT Data Services. Retrieved from https://us.nttdata.com/en/news/press-release/2023/november/only-21-percent-of-organizations-achieve-their-innovation-goals
OECD. (2005). Oslo Manual: Guidelines for collecting and interpreting innovation data (3rd ed.). Paris: OECD Publishing.
O’Reilly, C. A., III, & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27(4), 324–338.
Patton, M. Q. (2015). Qualitative research & evaluation methods (4th ed.). Thousand Oaks, CA: Sage.
Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145–158. https://doi.org/10.1177/1548051808324100
Schuler, R. S., & Jackson, S. E. (1987). Linking competitive strategies with human resource management practices. Academy of Management Executive, 1(3), 207–219.
Schumpeter, J. A. (1934). The theory of economic development. Cambridge, MA: Harvard University Press.
Shipton, H., Fay, D., West, M., Patterson, M., & Birdi, K. (2005). Managing people to promote innovation. Creativity and Innovation Management, 14(2), 118–128. https://doi.org/10.1111/j.1467-8691.2005.00332.x
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194. https://doi.org/10.1016/j.lrp.2009.07.003
Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20(2), 115–131. https://doi.org/10.1016/j.hrmr.2009.10.001
Yin, R. K. (2014). Case study research: Design and methods (5th ed.). Thousand Oaks, CA: Sage. |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
112932024 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112932024 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
|
Files in This Item:
| File |
Description |
Size | Format | |
|---|
| index.html | | 0Kb | HTML | 13 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
