Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/157673
|
| Title: | 從印刷到伴手禮品牌：企業策略轉型歷程之個案研究
Strategic Transformation from Printing to Gift Box Branding: A Case Study of a Traditional Enterprise |
| Authors: | 張玉慧
Chang, Yu-Huei |
| Contributors: | 李佳玲
張玉慧
Chang, Yu-Huei |
| Keywords: | 企業轉型
資源基礎觀點
動態能力
雙元組織
ESG
Business transformation
Resource-Based View
Dynamic capabilities
Ambidextrous organization
ESG |
| Date: | 2025 |
| Issue Date: | 2025-07-01 14:16:57 (UTC+8) |
| Abstract: | 本研究以面臨產業衰退困境，且成功轉型創立伴手禮品牌之傳統印刷企業為研究對象，透過實地訪談的方式，了解其轉型動機、轉型歷程和經營現況，並藉由VRIO分析架構，探討個案公司的動態能力演進過程，以及使個案公司得以成功轉型的關鍵資源和能力為何。本研究發現，個案公司在進行企業轉型的過程中，透過組建行銷團隊、提供客製化服務、打造雙元組織、與供應商建立互惠互利的合作關係以及打造永續產品這五項具體行動，形成長期的競爭優勢，成功創立伴手禮品牌，達成企業轉型的目標。此外，個案品牌以ESG為核心的經營理念，也為其創造了獨特的競爭優勢，在環境方面，個案品牌透過打造永續產品，提升重視永續環保的消費者的購買意願；在社會和治理方面，個案公司則持續與利害關係人保持良好的互動關係，善盡企業社會責任，以提升企業整體的經營績效，故品牌行銷、人才資本、領導力、採購管理以及綠色環保，皆為本研究之個案公司得以成功轉型的關鍵資源和能力。
This study focuses on a traditional printing enterprise that faced industrial decline yet successfully transformed by establishing a souvenir gift brand. Through on-site interviews, the study explores the company's transformation motivations, transformation process, and current operational status. Using the VRIO analytical framework, this research investigates the evolution of the company’s dynamic capabilities and identifies the key resources and capabilities that enabled its successful transformation. The findings reveal that during the transformation process, the company built long-term competitive advantages through five specific actions: forming a marketing team, offering customized services, creating an ambidextrous organizational structure, establishing mutually beneficial relationships with suppliers, and developing sustainable products. These initiatives collectively enabled the company to launch its souvenir brand and achieve its transformation goals. Moreover, the brand’s ESG-centered business philosophy has further contributed to its unique competitive advantages. In terms of environmental performance, the brand enhances the purchase intentions of sustainability-conscious consumers by promoting eco-friendly products. On the social and governance fronts, the company continues to maintain positive relationships with stakeholders and fulfills its corporate social responsibilities to improve overall business performance. Therefore, brand marketing, human capital, leadership, procurement management, and environmental sustainability are identified as the key resources and capabilities behind the company’s successful transformation. |
| Reference: | 王素灣，2012，傳統產業維新的契機，台灣經濟論衡，第10卷第10期（10月）：52-56。
吳安妮，2017，談以SO計分卡形成「創新策略」，哈佛商業評論，https://www.hbrtaiwan.com/article/16960/use-scorecard-to-make-a-new-innovative-strategy，擷取日期：2025年4月22日。
吳安妮，2018，策略形成及執行：以BSC為核心，為企業創造「利」與「力」，臺北：臉譜出版。
周佳欣，1997，臺灣中小企業策略性轉型之研究，未出版碩士論文，東吳大學企業管理學系。
林宏遠，2005，以平衡計分卡作為策略控制系統之探討—多重個案研究，未出版碩士論文，東吳大學企業管理學系。
施振榮，2004，再造宏碁（全新增訂版）：開創、成長與挑戰，臺北：天下文化。
益普索市場研究股份有限公司，2023，永續力量：洞悉企業投入ESG對品牌選擇的影響。
袁素萍，2003，企業轉型成功關鍵因素之研究，未出版碩士論文，國立成功大學企業管理學系EMBA專班。
張閔婷，2008，品牌價值與經營績效及公司價值之關聯性研究，未出版碩士論文，國立臺北大學會計學系。
陳育成、許峰睿與黃聖雯，2013，企業社會責任與經營績效之關聯性研究，評價學報，第6期（10月）：53-72。
經建會部門計劃處，2012，促進傳產維新 打造品牌亮點，台灣經濟論衡，第10卷第10期（10月）：12-51。
經濟部，2024，「我國傳統企業及中小企業發展困境探討、因應對策及相關振興方案」專題報告。
資誠，2024，2024消費者之聲調查，https://www.pwc.tw/zh/publications/global-insights/voice-of-the-consumer-survey.html，擷取日期：2025年5月13日。
劉玉婷，2025，ESG行銷新時代：如何讓永續成為品牌的超級動能？，台北：益普索市場研究股份有限公司。
蘇信瑋，2018，中小企業傳承趨勢與創新轉型案例，臺灣經濟研究月刊，第41卷第8期（8月）：72-79。
蘇威傑與成力庚，2021，綠色產品資訊一定增加購買意願嗎？以輕忽道德與綠色知曉的調節式中介效果為例，管理評論，第40卷第1期（1月）：1-20。
Adams, J. D. 1984. Transforming work. Miles River Press.
Aguilar, F. J. 1967. Scanning the business environment. New York, Macmillan.
Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management 17(1): 99-120.
Barney, J. 1995. Looking inside for competitive advantage. Academy of Management Perspectives 9(4): 49-61.
Day, J. D., and M. Jung. 2000. Corporate transformation without a crisis. The McKinsey Quarterly 4: 116-127.
Duncan, R. B. 1976. The ambidextrous organization: designing dual structures for innovation. In R. H. Kilmann, L. R. Pondy, and D. P. Slevin (Eds.), The Management of Organization Design. Vol. 1: 167-188. New York: North Holland.
Johnson, G., K. Scholes, and R. Whittington. 2008. Exploring corporate strategy. 8th Edition: Pearson.
Kaplan, R. S., and D. P. Norton. 1992. The balanced scorecard-measures that drive performance. Harvard Business Review 70(1): 71-79.
Kaplan, R. S., and D. P. Norton. 1993. Putting the balance scorecard to work. Harvard Business Review 71(5): 134-147.
Kilmann, R. H., and T. J. Covin. 1988. Corporate transformation: revitalizing organizations for a competitive world. Jossey-Bass.
Krantz, T., and A. Jonker. 2024. What is environmental, social and governance (ESG). https://www.ibm.com/think/topics/environmental-social-and-governance, Date: May 18, 2025.
Levy, A., and U. Merry. 1986. Organizational transformation: approaches, strategies, theories. Praeger.
Mahler, D., J. Barker, L. Besland, and O. Schulz. 2009. Green winners: the performance of sustainability-focused companies in the financial crisis. Working paper, A.T. Kearney, Inc.
March, J. G. 1991. Exploration and exploitation in organizational learning. Organization Science 2(1): 71-87.
McKinsey & Company. 2023. What is business transformation. Working paper.
O’Brien, k., and A. Downie. 2024. What is business transformation. https://www.ibm.com/think/topics/business-transformation, Date: April 7, 2025.
O'Reilly, C. A., and M. L. Tushman. 2004. The ambidextrous organization. Harvard Business Review 82(4): 74-81.
Raisch, S., J. Birkinshaw, G. Probst, and M. L. Tushman. 2009. Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organization Science 20(4): 685-695.
Shaheen, G. T. 1994. Approach to transformation. Chief Executive: 2-5.
Teece, D. J., G. Pisano, and A. Shuen. 1997. Dynamic capabilities and strategic management. Strategic Management Journal 18(7): 509-533.
Tushman, M. L., and C. A. O'Reilly. 1996. Ambidextrous organizations: managing evolutionary and revolutionary change. California Management Review 38(4): 8-30.
UN Global Compact. 2004. Who cares wins: connecting financial markets to a changing world. New York: UN Global Compact.
Weihrich, H. 1982. The TOWS matrix—a tool for situational analysis. Long Range Planning 15(2): 54-66.
Wernerfelt, B. 1984. A resource-based view of the firm. Strategic Management Journal 5(2): 171-180.
Wycoff, J., and T. Richardson. 1995. Transformation thinking. Berkley.
Yin, R. K. 2009. Case study research: design and methods. Vol. 5: Sage. |
| Description: | 碩士
國立政治大學
會計學系
112353014 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0112353014 |
| Data Type: | thesis |
| Appears in Collections: | [會計學系] 學位論文
|
Files in This Item:
| File |
Description |
Size | Format | |
|---|
| 301401.pdf | | 2081Kb | Adobe PDF | 0 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
