臺灣人文及社會科學引文索引資料庫系統

:::

詳目顯示

回上一頁
第 1 筆 / 總合 1 筆   第一頁 上一頁 下一頁 最後一頁
/1頁
題名：以動態能力之觀點探討企業如何對抗疫情 -以Uber、Lyft、Didi、Grab、Ola 為例
作者：何宣霈
作者(外文)：HO, HSUAN-PEI
校院名稱：亞洲大學
系所名稱：經營管理學系
指導教授：林佩冠
紀慧如
學位類別：博士
出版日期：2022
主題關鍵詞：新冠肺炎；動態能力；動態環境；新常態；共享經濟；COVID-19；Dynamic Capabilities；Dynamic Environment；New Normal；Sharing Economy
原始連結：連回原系統網址new window
相關次數：
  • 被引用次數被引用次數:期刊(0) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:0
從2019 年爆發以來，新冠肺炎 (COVID-19)成為人類和經濟方面上最具破壞性的大傳染病之一。而企業必須從適合的理論及架構中調整商業策略，進而幫助企業在這種劇烈變化中生存下去。隨著世界適應新的封鎖(封城)生活型態並透過“社交距離”的執行，藉而避免病毒擴散，企業也被迫尋找新的收入方式，適應非接觸式經營模式，並隨時與顧客保持“密切”之關係，提供安全環境及體驗。在疫情危機時期，企業、政府及人民建立出信任和團結的新社會凝聚力及包容性勢必是實現雙贏的必要步驟。透過系統式回顧(Systematic Review) 以及動態能力(Dynamic Capabilities)之架構進行文獻回顧，本論文分析532篇有關以上5大共享汽車業者 (Uber、Lyft、滴滴、Ola 和 Grab) 這5大知名共享汽車和電子召車公司，之報導及文章，導論出“6S 子架構”(6S Sub-constructs)，包含1-安全(SAFETY),2-掃描(SCAN),3-系統(SYSTEM),4-支援(SUPPORT), 5-擴散(SPREAD),6-速度(SPEED)。
透過 6S 子結構和我們的研究結果，本論文也提出有關共享經濟領域的企業在動態環境成為新常態的情況下，該如何調整管理和行銷策略：1-提供安全和無病毒的行車體驗，在新常態下的汽車共享業務將是首要任務。2-利用各種技術創新來降低風險，例如使用即時人臉識別掃描來檢測駕駛員和乘客是否戴口罩，以及與政府和足跡追踪系統合作，都是提高安全性的另一種方式。3-通過金融/保險援助來調整企業文化/結構，或提供免費或打折的疫苗接種點乘車服務，來支援社區安全，並同時保護自己的車隊人員，來為所有利害關係人提供心理上之安心。4-隨著非接觸式送貨的需求激增，在大流行期間或之後擴展相關新服務或業務，是產生更多收入的必要策略。5-企業應持續應用 SAFETY、SCAN、SYSTEM、SUPPORT 和 SPREAD 的子結構，將抗擊疫情作為新常態。
Coronavirus disease 2019 (COVID-19) is one of the most devastating global pandemics in terms of human and economic impacts. Amid the drastic changes brought on by the pandemic, frameworks and theories are necessary to help companies adapt to change by adjusting their business strategies and be able to survive under the new conditions of the COVID 19. As the world adjusts to the new lifestyle of lockdown and maintains “social distancing” to prevent the disease spread, business organizations are forced to find ways to adapt to remote activities, provide safe work environments and practices in case of “close distance”, and ultimately generate revenues despite the pandemic. Building a new paradigm of social cohesion and inclusion to create trust and solidarity among businesses, governments, and the people is a necessary step toward a win–win situation during the pandemic crisis.
With systematic literature review and the dynamic capabilities approach, the analysis of 532 online articles from five car-sharing and e-hailing giants (Uber, Lyft, Didi, Ola, and Grab) demonstrate the “6S sub-constructs”; SAFETY, SCAN, SYSTEM, SUPPORT, SPREAD, and SPEED. These 6S sub-constructs, together with our findings, suggest several policy implications and managerial implications that help companies operating in the sharing economy sector to adapt and react to the changing environments comprising the so-called “new normal.” The implications include: (1) Ensuring SAFETY and a virus-free experience of riding have a high priority to get the car-sharing business going during the new normal. (2) Utilizing various technological innovations, such as using real-time facial recognition to SCAN and detect whether drivers and passengers have their mask on is one way to reduce risk, while partnering with government and pandemic foot-tracing SYSTEMS can also enhance SAFETY. (3) Realigning culture/structure through financial and insurance aids or offering free or discounted rides to points of vaccination SUPPORT the society and secure the car-sharing fleet, as it provides stakeholders with the peaceful mind psychology they need. (4) As demand for contactless deliveries boom, the SPREAD of new services, along with business expansion during or after the pandemic, is a necessary strategy to generate more revenues. (5) Firms should continuously apply the 6S sub-constructs to combat the pandemic as we enter the era of the new normal.
Akhtar, P., Ullah, S., Amin, S. H., Kabra, G., & Shaw, S. (2020). Dynamic capabilities and environmental sustainability for emerging economies’ multinational enterprises. International Studies of Management & Organization, 50(1), 27-42.
Argyris, C. (1977). Organizational learning and management information systems. Accounting, Organizations and Society, 2(2), 113-123.
Argyris, C. (1990). Inappropriate defenses against the monitoring of organization development practice. The Journal of Applied Behavioral Science, 26(3), 299-312.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Barsukova, S. Y. (2004). Reciprocal interactions. Essence, functions, specificity. Sociological studies, No. 9: 20–29.
Bitencourt, C. C., de Oliveira Santini, F., Ladeira, W. J., Santos, A. C., & Teixeira, E. K. (2020). The extended dynamic capabilities model: A meta-analysis. European Management Journal, 38(1), 108-120.
Branzei, O., & Vertinsky, I. (2006). Strategic pathways to product innovation capabilities in SMEs. Journal of Business Venturing, 21(1), 75-105.
Buccieri, D., Javalgi, R. G., & Cavusgil, E. (2020). International new venture performance: Role of international entrepreneurial culture, ambidextrous innovation, and dynamic marketing capabilities. International Business Review, 29(2), 101639.
Capron, L., Dussauge, P., & Mitchell, W. (1998). Resource redeployment following horizontal acquisitions in Europe and North America, 1988-1992. Strategic Management Journal, 19(7), 631-661.
Cezarino, L. O., Alves, M. F. R., Caldana, A. C. F., & Liboni, L. B. (2019). Dynamic capabilities for sustainability: revealing the systemic key factors. Systemic Practice and Action Research, 32(1), 93-112.
Chen, P., Mehrotra, V., Sivakumar, R., & Yu, W. W. (2001). Layoffs, shareholders' wealth, and corporate performance. Journal of Empirical Finance, 8(2), 171-199.
Cheng, Y., Fang, S., & Yin, J. (2021). The effects of community safety support on COVID-19 event strength perception, risk perception, and health tourism intention: The moderating role of risk communication. Managerial and Decision Economics, 43( 2), 496– 509.
Chesbrough, H. (2020). To recover faster from Covid-19, open up: Managerial implications from an open innovation perspective. Industrial Marketing Management, 88, 410-413.
Chien, S. Y., & Tsai, C. H. (2012). Dynamic capability, knowledge, learning, and firm performance. Journal of Organizational Change Management, 25(3), 434-444.
Clampit, J. A., Lorenz, M. P., Gamble, J. E., & Lee, J. (2021). Performance stability among small and medium-sized enterprises during COVID-19: A test of the efficacy of dynamic capabilities. International Small Business Journal, 40(3), 403–419.
Cleland, D. I. (1986). Project stakeholder management. Project Management Journal, 17(4), 36-44.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.
Daniel, E. M., & Wilson, H. N. (2003). The role of dynamic capabilities in e-business transformation. European Journal of Information Systems, 12(4), 282-296.
Denyer, D., & Tranfield, D. (2009). Producing a systematic review, The sage handbook of organizational research methods. (pp. 671-689). Sage Publications Ltd.
Devi, Y., Srivastava, A., Koshta, N., & Chaudhuri, A. (2021). The role of operations and supply chains in mitigating social disruptions caused by COVID-19: a stakeholder dynamic capabilities view. The International Journal of Logistics Management, ahead-of-print(ahead-of-print). https://doi.org/10.1108/IJLM-04-2021-0235
Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35(12), 1504-1511.
Drahokoupil, J., & Fabo, B. (2016). The Platform Economy and the Disruption of the Employment Relationship. Law & Society: Private Law - Labor & Employment Law eJournal.
Edquist, C. (Ed.) (1997). Systems of Innovation: Technologies, Institutions and Organizations. Routledge, London.
Enkel, E., & Sagmeister, V. (2020). External corporate venturing modes as new way to develop dynamic capabilities. Technovation, 96-97, 102128.
Feng, N., Fu, C., Wei, F., Peng, Z., Zhang, Q., & Zhang, K. H. (2019). The key role of dynamic capabilities in the evolutionary process for a startup to develop into an innovation ecosystem leader: An indepth case study. Journal of Engineering and Technology Management, 54, 81-96.
Griffin, M. A., Cordery, J., & Soo, C. (2015). Dynamic safety capability: How organizations proactively change core safety systems. Organizational Psychology Review, 6(3), 248-272.
Größler, A. (2007). A dynamic view on strategic resources and capabilities applied to an example from the manufacturing strategy literature. Journal of Manufacturing Technology Management, 18(3), 250-266.
Hamouche, S. (2021). Human resource management and the COVID-19 crisis: implications, challenges, opportunities, and future organizational directions. Journal of Management & Organization, 1-16.
Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: capability lifecycles. Strategic Management Journal, 24(10), 997-1010.
Hung, S.-C., Tan, D., & Liao, H.-C. (2007). Firm growth, strategic choice, and strategic change. Sun Yat-Sen Management Review, 15, 11-35.
Jantunen, A., Tarkiainen, A., Chari, S., & Oghazi, P. (2018). Dynamic capabilities, operational changes, and performance outcomes in the media industry. Journal of Business Research, 89, 251-257.
Karim, S., & Mitchell, W. (2000). Path-dependent and path-breaking change: Reconfiguring business resources following acquisitions in the U.S. medical sector, 1978-1995. Strategic Management Journal, 21(10/11), 1061-1081.
Kaul, V. (2020). Sources of democracy: Rights, trust and solidarity. Philosophy & Social Criticism, 46(5), 472-486.
Khattak, M. S., & Ullah, R. (2021). The role of entrepreneurial orientation in tangible and intangible resource acquisition and new venture growth. Managerial and Decision Economics, 42(6), 1619-1637.
Koberg, C. S., Uhlenbruck, N., & Sarason, Y. (1996). Facilitators of organizational innovation: The role of life-cycle stage. Journal of Business Venturing, 11(2), 133-149.
Lamberg, J.-A., Tikkanen, H., Nokelainen, T., & Suur-Inkeroinen, H. (2009). Competitive dynamics, strategic consistency, and organizational survival. Strategic Management Journal, 30(1), 45-60.
Lant, T. K., & Mezias, S. J. (1992). An organizational learning model of convergence and reorientation. Organization Science, 3(1), 47-71.
Lesteven, G., & Godillon, S. (2020). Fuelling the controversy on Uber's arrival: A comparative media analysis of Paris and Montreal. Cities, 106, 102864.
Leveson, N., Dulac, N., Marais, K., & Carroll, J. (2009). Moving beyond normal accidents and high reliability organizations: A systems approach to safety in complex systems. Organization Studies, 30(2-3), 227-249.
Lewin, A., Massini, S., & Peeters, C. (2011). Microfoundations of internal and external absorptive capacity routines. Organization Science, 22, 81-98.
Le, D., & Phi, G. (2021). Strategic responses of the hotel sector to COVID-19: Toward a refined pandemic crisis management framework. International Journal of Hospitality Management, 94, 102808.
Li, D.-y., & Liu, J. (2014). Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China. Journal of Business Research, 67(1), 2793-2799.
Linares-Espinós, E., Hernández, V., Domínguez-Escrig, J. L., Fernández-Pello, S., Hevia, V., Mayor, J., et al. (2018). Methodology of a systematic review. Actas Urológicas Españolas (English Edition), 42(8), 499-506.
Liu, H., Ke, W., Wei, K. K., & Hua, Z. (2013). The impact of IT capabilities on firm performance: The mediating roles of absorptive capacity and supply chain agility. Decision Support Systems, 54(3), 1452-1462.
Maditinos, D., Chatzoudes, D., & Sarigiannidis, L. (2014). Factors affecting e-business successful implementation. International Journal of Commerce and Management, 24(4), 300-320.
Mousavi, S., Bossink, B., & van Vliet, M. (2018). Dynamic capabilities and organizational routines for managing innovation towards sustainability. Journal of Cleaner Production, 203, 224-239.
Ndofor, H., Sirmon, D., & He, X. (2011). Firm resources, competitive actions and performance: Investigating a mediated model with evidence from the in-vitro diagnostics industry. Strategic Management Journal, 32, 640-657.
Nyström, M. E., Höög, E., Garvare, R., Andersson Bäck, M., Terris, D. D., & Hansson, J. (2018). Exploring the potential of a multi-level approach to improve capability for continuous organizational improvement and learning in a Swedish healthcare region. BMC Health Services Research, 18(1), 376.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Wiley, New Jersey.
Planko, J., Cramer, J., Hekkert, M. P., & Chappin, M. M. H. (2017). Combining the technological innovation systems framework with the entrepreneurs’ perspective on innovation. Technology Analysis & Strategic Management, 29(6), 614-625.
Ramos, E., Patrucco, A. S., & Chavez, M. (2021). Dynamic capabilities in the “new normal”: A study of organizational flexibility, integration and agility in the Peruvian coffee supply chain. Supply Chain Management: An International Journal, ahead-of-print (ahead-of-print). https://doi.org/10.1108/SCM-12-2020-0620/full/html.
Randhawa, K., Wilden, R., & Gudergan, S. (2021). How to innovate toward an ambidextrous business model? The role of dynamic capabilities and market orientation. Journal of Business Research, 130, 618-634.
Rashid, S., & Ratten, V. (2021). Entrepreneurial ecosystems during COVID-19: the survival of small businesses using dynamic capabilities. World Journal of Entrepreneurship, Management and Sustainable Development, 17(3), 457-476.
Reutov, E., Reutova, M., & Shavyrina, I. (2018). Reciprocity Principle Within Mutual Aid Relations. SHS Web of Conferences, 50, 01010.
Richardson, L. (2020). Digital and Platform Economies. In A. Kobayashi (Ed.), International Encyclopedia of Human Geography (Second Edition) (pp. 317-321). Oxford: Elsevier.
Sachitra, V., & Chong, S.-C. (2018). Resources, capabilities and competitive advantage of minor export crops farms in Sri Lanka. Competitiveness Review: An International Business Journal, 28(5), 478-502.
Sher, P. J., & Lee, V. C. (2004). Information technology as a facilitator for enhancing dynamic capabilities through knowledge management. Information & Management, 41(8), 933-945.
Singolda, A. (2020). Op-Ed: Analysis of 8 billion page views shows where the next hot start-up can thrive. Retrieved December 12th, 2021, from https://www.cnbc.com/2020/05/12/here-are-the-new-businesses-to-start-during-the-coronavirus-recession.html
Sirmon, D., Hitt, M., & Ireland, R. (2009). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273-292.
Suurs, R. A. A. (2009). Motors of sustainable innovation : Towards a theory on the dynamics of technological innovation systems. Utrecht University, Utrecht.
Swieringa, J. W. A. F. M. (1992). Becoming a learning organization : beyond the learning curve. Wokingham, England; Reading, Mass.: Addison-Wesley.
Tajeddini, K., & Mueller, S. (2019). Moderating effect of environmental dynamism on the relationship between a firm’s entrepreneurial orientation and financial performance. Entrepreneurship Research Journal, 9, 1-13.
Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40-49.
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
Tengku Jamaluddin, T. Z. M., Mohamed, N. A., Mohd Rani, M. D., Ismail, Z., Ramli, S., Faroque, H., et al. (2020). Assessment on hand hygiene knowledge and practices among pre-school children in Klang Valley. Global Pediatric Health, 7, 2333794X20976369.
Tomé, E., & Gromova, E. (2021). Development of emergent knowledge strategies and new dynamic capabilities for business education in a time of crisis. Sustainability, 13(8), 4518.
Warner, K. S. R., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3), 326-349.
Widén, K., Olander, S., & Atkin, B. (2014). Links between Successful Innovation Diffusion and Stakeholder Engagement. Journal of Management in Engineering, 30(5), 04014018.
Williams, B. K., & Brown, E. D. (2018). Double-loop learning in adaptive management: The need, the challenge, and the opportunity. Environmental Management, 62(6), 995-1006.
Wu, Q., He, Q., & Duan, Y. (2014). Dynamic capabilities for CSR management: towards identifying common processes. Society and Business Review, 9(3), 276-297.
Zahra, S. A., & George, G. (2002). Absorptive Capacity: A Review, Reconceptualization, and Extension. The Academy of Management Review, 27(2), 185-203.


 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
QR Code
QRCODE

臺灣人文及社會科學引文索引資料庫

目前上線人數：359（臺灣：331，外國：28） ／ 本年度總使用人次：2344557 ／ 訪客人次（自102年09月）：68143603
國家圖書館著作權聲明 Copyright © 2013 All rights reserved.
本館地址: 100201臺北市中山南路20號． 本館地圖及交通資訊．
總機：(02)23619132．最佳瀏覽解析度為1024x768以上