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| 題名: | 企業永續轉型重構組織永續能耐之研究：基於組織例規演化的觀點
A Study on Enhancing Organizational Sustainability Capabilities through Corporate Sustainability Transformation: An Organizational Routine Evolution Perspective |
| 作者: | 陳威穎
Chen, Wei-Ying |
| 貢獻者: | 吳豐祥
Wu, Feng-Shang
陳威穎
Chen, Wei-Ying |
| 關鍵詞: | 永續轉型
動態能耐
組織例規
Coleman浴盆模型
永續轉型管理
組織永續能耐
Sustainability Transformation
Dynamic Capabilities
Organizational Routines
Coleman Bathtub Model
Sustainability Transformation Management
Organizational Sustainability Capabilities |
| 日期: | 2025 |
| 上傳時間: | 2025-09-01 16:04:49 (UTC+8) |
| 摘要: | 永續轉型是近年來產業界與學術界都很重視的管理議題，巴黎協定與2030永續發展議程使得全球的氣候治理與責任投資規範日益加嚴(UNFCCC, 2015; United Nations, 2015)，也使得企業因此需要將環境、社會與治理(ESG)要求內嵌於核心營運，否則難以兼顧競爭優勢與長期成長(European Commission, 2023; First Insight, 2020)。本研究認為企業的永續轉型，牽涉到其相關機制的建立與能力的提升，也就是說，為了回應外部的挑戰，企業需要日益倚重動態能耐以進行感知、擷取與重組(Teece, 2007)，並透過跨部門協作與治理機制將外部規範轉譯為具體流程(Velte & Stawinoga, 2020)。惟過程中若缺乏微觀行為載體，則仍可能在基層流程中空轉(Engert, Rauter, & Baumgartner, 2016)。
緣此，本研究聚焦於探討企業如何在快速升溫的永續發展之政策規範、社會需求與市場需求等多重壓力下，透過永續轉型重新建構組織永續能耐(Hart & Dowell, 2011; Loorbach, Frantzeskaki, & Avelino, 2017)。研究上引入組織例規觀點，探討在例規的發展上如何透過「偏離－修補－再現」的循環來支持轉型(Feldman & Pentland, 2003; Rerup & Feldman, 2011)，並頗析外部制度如何經由例規演化而沉澱為組織知識資本(Coleman, 1990)，最終升級為難以模仿的永續能耐與競爭優勢。
具體來說，本研究旨在探討以下的三個重要問題：
一、企業在多重永續規範壓力下，如何將外部張力轉化為推動永續轉型的組織永續能耐？
二、企業在永續轉型的需求下，如何憑藉其認知、動機與互動網絡，在例規層次進行偏離、修補與再現，以使得永續轉型需求得以貼合其組織上的調整？
三、企業在永續轉型過程中重構新例規時，如何將其轉化為整合資源、強化協作與推動學習創新的營運機制，以縮短永續策略與實踐的落差？
為回應上述問題，本研究採用質性多重個案法(Eisenhardt, 1989; Yin, 2003)，立意挑選兩家已啟動永續轉型且具有顯著成效的企業，做為深入研究的對象。資料來源主要包含半結構式訪談、官方揭露文件及次級資料，研究上並以跨個案比較與理論對照法來強化信度與效度。本研究的架構包括永續轉型驅動因子、永續轉型管理及組織永續成效等三大構面，並輔以Coleman浴盆模型來解析宏觀制度與微觀行為的交互路徑(Coleman, 1990)。
本研究最後所得到的主要結論如下：
一、企業在永續轉型的過程中面對政策、社會與市場等多重規範壓力，會透過董事會層級的永續治理單位將外部要求轉譯為具體的KPI、預算與獎酬，並結合跨部門協作與利害關係人對話的滾動檢討，確保資訊對稱與資源重組，最終建立以「治理轉譯、資源槓桿與行動耦合」為核心的演化路徑，將張力轉化為推進永續轉型的組織永續能耐。
二、企業在永續轉型的過程中，會將外部規範即時吸收並內化為組織能力，也會透過高頻率的例規檢討與調整、經驗與知識的萃取以及再學習的循環，使永續需求成為驅動組織流程創新與文化轉化的學習飛輪，進而累積高彈性、高韌性的永續能耐。
三、企業在永續轉型過程中的例規重建上，會同步啟動資源配置、跨部門協作及閉環學習等三軸線，以轉譯規範為日常營運的能量，縮短永續策略與現場實踐的落差，並於動態環境中累積組織韌性與創新動能。
四、在永續轉型過程中，不同的企業會因其產業風險度、法規需求度與市場化槓桿度等的差異，而在永續落實路徑之步調、治理工具使用與價值鏈上、下鏈結重點等方面有所不同。
本研究的主要學術貢獻則包括以下四點：
一、本研究從組織例規演化的觀點來探討永續轉型，研究結果開拓了永續轉型研究的新視角；
二、本研究建立了有關永續能耐建構的多層次機制模型；
三、本研究探討企業永續轉型中對於多元制度環境的回應，研究結果提供了後續研究進一步深化理論的實證素材；
四、本研究擴展了組織成員與例規互動的組織行為理論。
本研究最後並提出實務上與後續研究上的建議。
Sustainability transformation has become a focal agenda in contemporary management scholarship and practice. The Paris Agreement and the 2030 Agenda for Sustainable Development have progressively tightened global standards for climate governance and responsible investment (UNFCCC, 2015; United Nations, 2015), compelling firms to embed environmental, social, and governance (ESG) imperatives within their core operations or risk forfeiting both competitive advantage and long-term growth (European Commission, 2023; First Insight, 2020).
This study posits that corporate sustainability transformation hinges on building enabling governance mechanisms and elevating firm-specific capabilities. To address external pressures, organizations increasingly draw on dynamic capabilities of sensing, seizing, and reconfiguring (Teece, 2007) and leverage cross-functional collaboration along with governance architectures to translate external mandates into actionable routines (Velte & Stawinoga, 2020). However, in the absence of micro-level behavioral carriers, these initiatives may still decouple at the frontline process level (Engert, Rauter, & Baumgartner, 2016).
Accordingly, this study centers on how firms, confronted with the accelerating convergence of sustainability-related regulations, societal expectations, and market demands, reconstruct their organizational sustainability capabilities through sustainability-oriented transformation (Hart & Dowell, 2011; Loorbach, Frantzeskaki, & Avelino, 2017). Adopting an organizational-routines perspective, we investigate how the “variation–selection–retention” cycle (Feldman & Pentland, 2003; Rerup & Feldman, 2011) facilitates transformation by enabling routines to deviate, be patched, and re-enacted. We further elucidate how external institutional pressures are channeled through routine evolution, become sedimented as organizational knowledge capital (Coleman, 1990), and ultimately crystallize into hard-to-imitate sustainability capabilities that confer enduring competitive advantage.
This paper seeks to address the following three core research questions:
1.How can enterprises operating under multiple sustainability‐related regulatory pressures convert external tensions into organizational capabilities that propel their sustainability transformation?
2.Given sustainability-driven demands, how do firms, drawing on managerial cognition, motivation, and interaction networks, enact the departure–repair–recurrence cycle at the routine level so that sustainability imperatives can be aligned with organizational adjustments?
3.As new routines are reconstituted during sustainability transformation, how can firms convert them into operational mechanisms that integrate resources, strengthen cross-functional collaboration, and foster learning-driven innovation, thereby narrowing the gap between sustainability strategy and practice?
To address the foregoing research questions, this study adopts a qualitative multiple-case design (Eisenhardt, 1989; Yin, 2003). Two firms, each of which has already initiated a sustainability-oriented transformation and operates in a distinctly different industry context, were purposefully selected as empirical cases. Data were collected from semi-structured interviews, public disclosures, and secondary sources; reliability and validity were strengthened through cross-case comparison and theoretical replication.
The analytical framework comprises three focal dimensions: sustainability-transformation drivers, sustainability-transformation management, and organizational sustainability performance. In addition, Coleman’s bathtub model is employed to explain the interaction pathways between macro-level institutional forces and micro-level actions (Coleman, 1990).
The principal conclusions of this study are as follows:
1.As firms undergo sustainability transformation, board‑level sustainability governance bodies translate external policy, social, and market pressures into measurable KPIs, budget allocations, and incentive schemes. Through iterative cross‑functional collaboration and structured stakeholder dialogue, they maintain information symmetry and reconfigure resources, thereby creating an evolutionary pathway that integrates governance translation, resource mobilization, and coordinated action to convert external tensions into the organizational capabilities needed to advance sustainability transformation.
2.Organizations rapidly absorb external regulations and internalize them as dynamic capabilities. By engaging in high-frequency reviews and adjustments of routines, they generate iterative cycles of knowledge extraction and relearning that turn sustainability imperatives into a flywheel for process innovation and cultural renewal. The outcome is a portfolio of highly flexible and resilient sustainability capabilities.
3.When reconstructing routines, firms activate three interconnected axes—resource deployment, cross-functional collaboration, and closed-loop learning—to convert normative requirements into operational momentum. This integration narrows the gap between sustainability strategy and frontline execution while building organizational resilience and innovation capacity in turbulent environments.
4.Implementation pathways diverge across firms because industry risk exposure, regulatory intensity, and market leverage vary. Consequently, the pace of progress, the governance instruments employed, and the focal linkages along upstream and downstream segments of the value chain differ from one firm to another.
The main academic contributions of this study are as follows:
1.This study approaches sustainability transformation through the lens of organizational routine evolution, offering a novel perspective to the sustainability‐transformation literature.
2.It develops a multilevel mechanism model that explains how sustainability capabilities are constructed.
3.Offers empirical material for theorizing firms’ responses to pluralistic institutional environments during sustainability transitions.
4.By investigating how firms respond to a pluralistic institutional environment during sustainability transformation, this study offers rich empirical evidence for future theoretical refinement.
The study concludes with practical implications and recommendations for future research. |
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| 描述: | 博士
國立政治大學
科技管理與智慧財產研究所
98359503 |
| 資料來源: | http://thesis.lib.nccu.edu.tw/record/#G0098359503 |
| 資料類型: | thesis |
| 顯示於類別: | [科技管理與智慧財產研究所] 學位論文
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