數位技術變革如此巨大，企業無法自外於這波浪潮；而這波改變，也由實體技術的 變化，經由產品、製造、流程、商業模式等等的變動，逐步影響到工作、流程、組 織結構、雇用關係及組織治理等等更多元且複雜的組織與職場變遷。 數位轉型雖 說大致可包含數位技術採用及組織數位轉型兩部分，但實質由數位技術採用這個部 來看，它就不是一個單純技術面向的議題。組織的數位化(digitization)本身，由組 織研究觀點來看，它就是個複雜的策略決策，其包含的內容複雜度面向，及策略決 策流程特性究竟為何，在過去研究中均未被由組織的觀點進入探討。而又由於數位 轉型本身實對目前學術及實務領域而言，均是一個待探索又迫在眉睫的議題，因此 更需要有不同於技術觀點的角度出發，讓我們運用既有的管理理論去釐清複雜且變 化極大的發展中議題。因此本研究定位為以組織及策略人力資源觀點，切入組織數 位技術選擇的這個策略決策議題，提出一個三年期的研究。 本研究首先由策略決策觀點出發，嘗試利用質性研究法，探討企業數位化決策的全 形組態(configurations)的可能組合。在這裡我們依循過去資訊科學學者已提出的說 法，認為企業在進行位化技術選擇時，實同時決定了多樣組織決策，也就是技術不 是惟一面向，我們以數位轉型理論及治理觀點切入，提出四個可能的子面向可能被 納入決策考量中，而希望以質性研究法更深入了解台灣個案中在考量數位化決策時 如何考量這四者間關係，而希望在第一年可以提出有關數位化決策組態的分類。我 們也同時想了解這些分類是否與策略決策過程有所關聯。第二年則將進行量化研究 ，以第一年的發現發展更一般性量化問卷，並以組織敏捷度為指標變項，希望能進 行有關數位化決策組態分類的效度驗證。一方面也同時希望能了解組織在採用數位 化決策後，其公司的人力資源管理措施是否會與數位化決策進行互補，而強化數位 化決策對組織敏捷性的正面效應。第三年則是再深度探索數位化決策組織的決定變 項。本研究則呼應動態管理能耐觀點，認為高階管理人及團隊的人力資本有一定程 度的影響。 ;Numerous information and communication technologies (ICTs) have been utilized and commercialized to create the potential of digital economy. Business enterprises are not only dealing with the challenges but also seeking for the opportunities brought by the development of digital technologies. It is just as Schwab (2016) argued that “in its scale, scope and complexity, what I consider to be the fourth industrial revolution is unlike anything humankind has experienced before.” Newly, digitalization transformation has been a critical research field in information science/ information management field. Along with these studies, we can find that the content and the process digitalization transformation are complex and complicated. Digitalization transformation should contain both the digitization and organizational transformation processes (Reis et al., 2018). However, most of present studies which explore digitalization transformation are from a more technological view (e.g. most studies in Vial’s review). Thus, in order to comprehend digitalization transformation more clearly, we should have richer understandings toward the relevant phenomena. In this three-year study, we would like to explore the phenomena from a more organizational and human resource management angels. Thus, the first objective of this study is then to classify organizational strategic decision making on digitization through a configuration approach, and this objective will be conducted in the first year of the study mainly through a qualitative method. Our second objective is to validate the configurations of digitization decisions developed in the first year, and also to explore how organizational human capital management practices can complement a firm’s digitization decision to reach organizational agility. Our third objective is to explore the influences of organizational top management’s human capital on the digitization decisions. Based on the argument of dynamic managerial capabilities and strategic decision making process perspectives, we are going to explore how a firm’s management human capital affect a firm's decision on digitization configuration adoption and its relatedness with the strategic decision-making process characteristics of digitation decisions.
