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題名:組織變革的動態研究:導入豐田式生產體系的個案探討
作者:江瑞坤
作者(外文):CHIANG, JUI-KUN
校院名稱:國立雲林科技大學
系所名稱:產業經營專業博士學位學程
指導教授:黃銘章
學位類別:博士
出版日期:2022
主題關鍵詞:豐田式生產體系組織變革組織學習組織雙元Toyota production systemorganizational changeorganizational leaningorganizational ambidexterity
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瞭解豐田汽車的即時化生產是企業透過組織變革提高營運效率的重要議題。因此,豐田式生產體系的導入被視為一種企業追求組織變革的機制。雖然許多實證研究探討組織變革,但是這些研究大多使用橫斷面的研究方式,探討組織變革的前因後果和過程。然而,有些企業卻對推動TPS並無下定決心,這也導致企業回到變革前的狀態。為甚麼有的企業可以持續組織變革的努力並繼續推動TPS、有的企業卻停留在某一個階段、甚至有的企業卻退回變革前的狀態?我們發現並沒有太多的研究可以提供一個理論的架構來解釋組織變革的動態過程。因此,本研究以動態的觀點併同縱斷面的觀察對既有的組織變革的文獻提供貢獻。
基於以上的研究缺口,本研究回答以下問題:為甚麼有的企業可以持續組織變革並推動TPS、有的停留在某一個階段、有的收回他們的努力退回變革前的狀態?以八家企業作為對象進行個案研究,研究結果發現組織變革可能是來自外部壓力或內部問題,組織雙元可能促使TPS成功導入的重要因素,而員工的持續改善意識是企業向前持續變革、停止變革並停留現狀,或退回變革前狀態的關鍵。基於本研究發現,我們提出理論、管理意涵,以及研究限制。
Leraning Toyota’s just-in-time (JIT) has been a critical issue for firms to enhance their operating efficiency thorugh organizational change. Thus, Toyota production system (TPS) is introduced as a mechanism for may firms to pursue organizational change. Although there are many studies explore the practices of organizational change, most of these works focus on anatecedents, process, and outcomes of organizational change with cross sectional study. However, there are some firms withdarw their commitments toward TPS that results in firms return to the situation before change. Why some firms can continoue the efforts of organizational change and push TPS, some firms stop at certain stage, and some firms withdraw? Limited works can present a theoretical framework to explain the dynamic process of organizational change. Thus, a dynamic perspective with longitudinal study is needed that contributes to exist organizational change literature.
This study addresses this gap by answering: Why some firms can contneoue their effots of organizational change to push TPS, some firms stop at certain stage, and some firms withdraw their efforts and return to the situation before change? A qualitative study with eight cases, this research found that organizational change may be induced by external pressures and/or internal problems. Organizational ambidexterity may facilitae the likelihood of success for TPS introduction. The sense of continueoue improvement of employee is the key for firms to move forward and continueous to change, stop the change and stay at current situtaion, or even back to the situation before change. Baed on these findings, this study proposes the theoretical contributions and managerial implications with some research lemitations.
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