頁籤選單縮合
題 名 | 臺糖公司組織制度變遷與蝴蝶蘭產業的形成=The Transformation of Organizational Institution in Taiwan Sugar Company and the Forming of Orchid Industry |
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作 者 | 黃瀚諄; | 書刊名 | 管理實務與理論研究 |
卷 期 | 7:2 2013.06[民102.06] |
頁 次 | 頁115-138 |
分類號 | 482.9、482.9 |
關鍵詞 | 路徑依賴理論; 鬆散式結合; 質化比較分析法; 臺糖公司; 蝴蝶蘭; Path dependence theory; Loosely couple theory; Qualitative comparative analysis; QCA; Taiwan Sugar Company; Orchid; |
語 文 | 中文(Chinese) |
中文摘要 | 蝴蝶蘭產業有別於台糖公司所有曾經經營過的產業,該產業所生產的產品不再是民生必需品,而是包含了創意、技術、知識以及美的產品。根據本研究的分析,台糖公司能夠開創蝴蝶蘭產業並非偶然,而且可以肯定的是在當時的時空背景之下,若是沒有台糖公司讓蝴蝶蘭花卉變成量產的產品,世界性的蝴蝶蘭產業的產生是不可能的。從1985年台糖公司試圖小型栽種蝴蝶蘭始,一直至2003年烏樹林糖廠成立精緻農業事業部為止,是台糖公司經營蝴蝶蘭產業的開創階段。這段時間,不僅台糖公司因應事業的開展組織歷經變革,台灣蝴蝶蘭場域也隨之變遷,逐漸成為世界蝴蝶蘭產業的一環。因此在探討該產業的開創過程,本研究以組織制度轉變的角度著眼,理論上反對效率與競爭為背後主要動力因素的方向,主張多從組織結構、場域結構以及歷史性分析上來觀察(Fligstein, 1991; Brint & Karabel, 1991)。研究方法上,首先以台糖公司開創蝴蝶蘭產業的組織制度性意涵,執行田野調查與深入訪談,再以質化比較分析法(Qualitative Comparative Analysis, QCA)的分析方式,進行資料編碼、運算與分析,藉此擷取台糖公司開創蝴蝶蘭產業的組織制度變遷因素構面。研究結果上,認為台糖公司經由組織制度轉型而開創蝴蝶蘭產業,主要有五個因素構面:一、大型農企業固有的技術所形成的優勢;二、組織中的人員以及蝴蝶蘭產業場域,延續舊有制度模式而形成的優勢;三、以鬆散式結合的模式凸顯國營事業組織與人員的固有優勢;四、鬆散式結合的組織運作模式讓蝴蝶蘭場域的優勢整合;五、非正式化的組織運作模式所帶來的貢獻。 |
英文摘要 | The orchid industry is different to the industry that Taiwan Sugar Company ever managed. The production of orchid industry is not essential for daily life; it is the production that includes the characteristics of creation, technology, knowledge, sense of beauty. Basically, it is not occasional for Taiwan Sugar Company to create orchid industry. If Taiwan Sugar Company didn't create orchid industry and build the standardization for mass produced in that moment, it would be impossible to form orchid industry in the world. Since 1985, Taiwan Sugar Company attained to plant orchid in small area. Until 2003, Wushulin Sugar factory transformed organization to establish Agriculture Business Division. During the period from 1985 to 2003, the beginning of orchid industry, Taiwan Sugar Company developed business and transformed organization. In the situation, Taiwanese orchid field transformed also and became an important part of orchid industry in the world. Therefore, when the study investigated the progress of creating industry, the research adopted the perspective of organizational institution transformation. In theory, it resists that efficiency and competition are the main factors and stressed that research should investigate from the analysis of muti-organizational structure, the structure of field and history (Fligstein, 1991; Brint & Karabel, 1991). In the method, first, the research did in-depth interviews by adopting the concept of organizational institution and creating orchid industry. Second, the study used qualitative comparative analysis (QCA) to code, operate and analyze. From the progress, the research derived the transformational factors of organizational institutional that create orchid industry in Taiwan Sugar Company. In the result of study, Taiwan Sugar Company transformed organizational institution and created orchid industry, there are five main factors: 1. Large-scale agriculture enterprise that possesses inherent technologies creates advantages, 2. The members who possess inherent institutional behavior model in the organization and orchid industry field create advantages, 3.Loosely coupled model demonstrates inherent advantage within organization and members in state-owned company, 4. The management strategy of loosely coupled integrated advantages in orchid industry field, 5. Organizational arrangement in an informal way brings contributions. |
本系統中英文摘要資訊取自各篇刊載內容。