策略性更新過程中之中階主管的角色-台灣某報系的個案研究

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：36

、訪客IP：3.149.234.9

姓名

陳柏帆(Po-Fan Chen) 查詢紙本館藏

畢業系所

企業管理學系

論文名稱

策略性更新過程中之中階主管的角色-台灣某報系的個案研究
(The role of middle managers in the process of strategic renwal: A case study of taiwan newspaper industry)

相關論文

★ 發展行動條碼為基礎的隨傳隨用視訊平台之應用	★ 探討網際網路事件達成關鍵多數之影響因素
★ 生態循環農業產銷策略個案研究	★ 探討以政策規範高耗能產業參與再生能源開發之綜效－以太陽光電發電系統為例
★ 適地性服務(LBS)之顧客體驗整合性設計—以中華電信行動導遊為例	★ 建構台灣再生能源電力市場供需機制
★ 產品經理與通路經理角色知覺與管理型態比較─以資訊通路商為例	★ 石英元件核心技術延伸之多角化策略－以T公司為例
★ 海外市場開發過程之組織衝突及對策--以G公司電動機車進軍海外市場為例	★ 應用聯合分析探討民眾對老人安居住宅之選擇偏好
★ 商品化陷阱與挑戰-以手機產業為例	★ 影響顧客參觀展覽的不利因素—以2009年台北國際會議展覽產業展為例
★ 健康食品廠商品牌形象建立策略發展探討	★ 研發職能地圖與工作績效之關係
★ 台灣服裝設計師品牌形象塑造與定位策略探討	★ 行動商務與銀行經營效率之研究－Cox比例危險模式應用

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

隨著科技進步與網路的發達，民眾取得資訊的來源不再侷限於紙本，這造成帄陎媒體的重要性大不如前，這也使得帄陎媒體最主要的收入來源-廣告營收也大幅被瓜分，使得多家帄陎媒體因不堪虧損而倒閉。陎對這樣的競爭環境，我們認為企業必頇從本質上進行策略性更新，以建立新的核心能力與擬定新的市場策略來脫離目前經營的窘境。
另外，過去探討策略性更新等相關議題之研究多半是以執行長或高階主管的觀點來探討，往往忽略該過程中，中階主管所扮演角色之重要性；然而中階主管位於組織管理階層中間位置，扮演承上啟下、衝突化解的角色，實為左右組織策略成敗之關鍵人物。因此，本研究以在台灣經營近六十年的報系為對象，除了探討該報系所進行之一連串的策略性更新作為，並對該報系之中階主管進行深度訪談，以了解中階主管在策略性更新中所扮演的角色。
研究結果發現，該報系所進行的策略性更新多有不錯的成果，都能協助組織在經營上化險為夷，也成功地讓組織營收轉虧為盈。而在整個更新過程中，中階主管的責任也比以往更加重大，他們需要更強的能力與適應力來執行高層交付的任務，並且要做出正確的決策來解決部屬遭遇的問題，更要確保組織上下資訊能夠順暢且有效率地流通，讓組織在快速變化的環境中迅速地做出反應。

摘要(英)

With the development of technology and Internet, there are more and more media can deliver information to us. It makes people change their habits of reading. In addition, the increasing sources of information which don’t have to be delivered in paper way, are also reducing the importance of printed media. As a result, the main profits source of printed media, the revenue of advertising, have been divvied by other new emerging media which make printed media harder to operate properly. There have been some printed media going bankruptcy due to deficit during past several years. To survive in such a volatile condition, entrepreneurs have to do strategic renewal thoroughly so that they can establish new core abilities and new market strategies in response to operating difficulties. The research takes a Taiwan newspaper firm as an object of study, and carries out a case study about what strategic renewal plans the firm had done/are doing. Also, we will compare our result with researches by other scholars.
Besides, we interview the middle managers of the firm and do research on the role of middle managers during the process of strategic renewal. The past researches on this issue usually doing from the perspective of top managers or CEO. But middle managers are the person who taking responsible for the implementation of tasks, releasing the tension between employees, communicating with top managers and basic level employees. They are indeed one of the factor that would influence the success or failure of a firm.
We found that most of strategic renewal policies have helped the firm turn peril into safety, and show a turn from loss to profit. Middle managers also become more important than before. They have to gain superior abilities to undertake the tougher assignments from their boss, handling the difficulties from their subordinates appropriately, ensuring the information flow between organization members efficiently. All of those help organizations react to volatile condition rapidly.

關鍵字(中)

★ 個案研究
★ 報紙產業
★ 策略性更新
★ 中階主管

關鍵字(英)

★ case study
★ Strategic renewal
★ middle manager
★ newspaper industry

論文目次

第一章緒論 ....................................................................................................... - 1 -
第一節研究背景與動機 ........................................................................... - 1 -
第二節研究目的與問題 ........................................................................... - 5 -
第三節研究流程 ....................................................................................... - 6 -
第二章文獻探討 ............................................................................................... - 8 -
第一節解嚴後台灣報業發展歷程 ........................................................... - 8 -
第二節策略性更新 ................................................................................. - 17 -
第三節中階主管的角色 ......................................................................... - 25 -
第三章研究方法 ............................................................................................. - 33 -
第一節個案研究法 ................................................................................. - 33 -
第二節資料來源 ..................................................................................... - 36 -
第三節研究對象 ..................................................................................... - 40 -
第四節研究架構 ..................................................................................... - 41 -
第四章研究結果 ............................................................................................. - 43 -
第一節 C報系的策略性更新 ................................................................. - 43 -
第二節中階主管的觀點 ......................................................................... - 57 -
第五章討論 ..................................................................................................... - 60 -
第一節策略性更新 ................................................................................. - 60 -
第二節中階主管的角色 ......................................................................... - 65 -
第六章結論 ..................................................................................................... - 69 -
第一節研究結果 ..................................................................................... - 69 -
第二節研究限制 ..................................................................................... - 71 -
第三節研究建議 ..................................................................................... - 72 -
中文參考文獻 ......................................................................................................... - 73 -
英文參考文獻 ......................................................................................................... - 76 -
訪談紀錄一 A主管訪談紀錄 ............................................................................... - 88 -
訪談紀錄二 B主管訪談紀錄 ............................................................................... - 91 -
訪談記錄三 C主管訪談紀錄 ............................................................................... - 94 -
訪談紀錄四 D主管訪談紀錄 ............................................................................. - 100 -
訪談記錄五 E主管訪談紀錄 ............................................................................. - 104 -
附錄一 C報大事記 ............................................................................................. - 110 -
附錄二 C報系歷年引進各項重要藝文展覽及活動表 ..................................... - 115 -

參考文獻

1. Agarwal, R., & Helfat, C. E.(2009).Strategic renewal of organizarion. Organization Science. 20, 281-293.
2. Ahuja, G., & Lampert, C. M. (2001). Entrepreneurship in large corporations: A longitudinal study of how established firms create breakthrough inventions. Strategic Management Journal, 22, 521-543.
3. Andersen, A., Lähteenmäki, I., & Uusitalo, O. (2007). Strategic renewal in banking: with Finnish banking as the case study. May 13, 2010, from http://www.tieto.com/default.asp?path=1,127,31238.
4. Ansoff, I. (1987). The emerging paradigm of strategic behavior. Strategic Management Journal, 8, 501-515.
5. Argyris, C., & Schon, D. (1978). Organizational learning. Reading, MA: Addison-Wesley.
6. Baden-Fuller, C. (1995). Strategic innovation, corporate entrepreneurship and matching outside-in to inside-out approaches to strategy research. British Journal of Management, 6, 3-16.
7. Baden-Fuller, C., & Volberda, H. W. (1997). Strategic renewal: how large complex organizations prepare for the future. International Studies of Management & Organization, 27(2), 95-120.
8. Balogun, J. (2003). From blaming the middle to harnessing its potential: Creating change intermediaries. British Journal of Management, 14, 69-83.
9. Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47, 523-540.
10. Barden-Fuller, C., & Volberda, H. W. (1997). Strategic renewal in large complex
organizations: A competence-based view. International Studies of Management & Organization, 27, 89-110.
11. Barr, P. S., Stimpert, J. L., & Huff, A.S. (1992). Cognitive change, strategic action, and organizational renewal. Strategic Management Journal, 13, 15-36.
12. Bate, P. (1994). Strategies for cultural change. Oxford: Butterworth-Heinemann.
13. Beer, M. R., Eisenstat, R. & Spector, B. (1990). The critical path to corporate renewal. Cambridge, MA: Harvard Business School Press.
14. Benson, D., & Ziedonis, R. H. (2009). Corporate venture capital as a window on new technologies: Implications for the performance of corporate investors when acquiring startups. Organization Science, 20(2), 329-351.
15. Block, Z., & MacMillan, I. C. (1993). Corporate venturing. Boston, MA: Harvard Business School Press.
16. Bourgeois, L. J., & Brodwin, D. (1984). Strategic implementation: Five approaches to an elusive phenomenon. Strategic Management Journal, 5, 241-264.
17. Bourgeois, L. J., & Eisenhardt, K. M. (1988). Strategic decision processes in high-velocity environments: Four cases in the microcoputer industry. Management Science, 34(7), 816-835.
18. Bower, J. L. (1970). Managing the resource allocation process. Boston: Harvard business school press.
19. Burgelman, R. A. (1983a), A model of integration of strategic behavior, corporate context, the concept of strategy. Academy of Management Review, 8, 61-70.
20. Burgelman, R. A. (1983b). Corporate entrepreneurship and strategic management. Management Science, 29, No. 12, 1349-64.
21. Burgelman, R. A. (1991). Intraorganizational ecology of strategy making and organizational adaptation: theory and field research. Organization Science, 2(3), 239-262.c
22. Burt, R. S. (1992). Structural holes. Cambridge: Cambridge University Press.
23. Cameron, K. S., Freeman, S. J., & Mishra, A. K. (1991). Best practices in white-collar downsizing: Managing contradictions. Academy of Management Executive, 5(3), 57-73.
24. Capron, L., & Mitchell, W. (2009). Selection capability: How capability gaps and internal social frictions affect internal and external strategic renewal. Organization Science, 20(2), 294-312.
25. Carroll, P. (1999). Rebounding, rebuilding, renewing at shell oil: A former CEO reflects on large-scale change. Waltham, MA: Pegasus Communications.
26. Cascio, W. F. (1993). Downsizing: What do we know, what have we learned. Academy of Management Executive, 7(1), 95-104.
27. Chakravarthy, B. S. (1982). Adaptation: A promising metaphor for strategic management. Academy of Management Review, 7, 35-44.
28. Chandler, A. (1962). Strategy and structure. Cambridge, MA: M.I.T. Press.
29. Child, J. (1984). Organization: A guide to problems and practices. London: Harper and Row.
30. Chiles, T. H., Meyer, A. D., & Hench, T. J. (2004). Organizational emergence: The origin and transformation of branson, missouri's musical theaters. Organization Science, 15(5), 499-519.
31. D'Aveni, R. A. (1994). Hypercompetition. New York, Free Press.
32. De Geus, A. (1997). The living company: Growth, learning and longevity in business. London: Nicholas Brealey.
33. Dean, A., Carlisle, Y., & Baden-Fuller, C. (1999). Punctuated and continuous change: The UK Water Industry. British Journal of Management, 10, 3-18.
34. Donald, S. (2003). Revival of the fittest: why good companies go bad and how great managers remake them. Boston, MA: Harvard Business School Press.
35. Doz, Y., & Thanheiser, H. (1993). Regaining competitveness: A process of organizational renewal. Working Paper, INSEAD.
36. Drucker, P. (1985). Innovation and Entrepreneurship. New York: Harper & Row.
37. Dutton, J. E. & Jackson, S. E. (1987). Categorizing strategic issues: Links to organizational action. Academy of Management Review, 12, 76-90.
38. Dutton, J. E., & Ashford, S. J. (1993). Selling issues to top management. Academy of Management Review, 18(3), 397-428.
39. Dutton, J. E., & Duncan, R. B. (1987). Strategic issue diagnosis and creation of momentum for change. Strategic Management Journal, 8(3), 279-295.
40. Eggers, J. P., & Kaplan, S. (2009). Cognition and renewal: Comparing CEO and organizational effects on incumbent adaptation to technical change. Organizational Science, 20(2), 461-477.
41. Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32(3), 543-576.
42. Floyd, S. W., & Lane, J. P. (2000). Strategizing throughout the organization: managing role conflict in strategic renewal. Academy of Management Review. 25(1), 154-177.
43. Floyd, S. W., & Wooldridge, B. (1992). Middle management involvement in strategy and its association with strategic type. Strategic Management Journal, 13, 153-167.
44. Floyd, S. W., & Wooldridge, B. (1994). Dinosaurs or dynamos? Recognizing middle management's strategic role. Academy of Management Executive, 8(4), 47-58.
45. Floyd, S. W., & Wooldridge, B. (1999a). Knowledge creation and social networks in corporate entrepreneurship: The renewal of organizational capability. Entrepreneurship Theory and Practice, Spring, 123-143.
46. Floyd, S. W., & Wooldridge, B. (1999b). Middle management involvement in strategy and its association with strategic type: A research note. Strategic Management Journal, 13, 153-167.
47. Floyd, S. W., & Wooldridge, B. (2000). Building strategy from the middle: Reconceptualizing strategy process. Thousand Oaks, CA: Sage.
48. Greenfield, T.B. (1973). Organizations as social inventions: rethinking assumptions about change. Journal of Applied Behavioral Science, 9, 551-574.
49. Gulati, R., & Puranam, P. (2009). Renewal through reorganization: The value of inconsistencies between formal and informal organization. Organization Science, 20(2), 422-420.
50. Guth, W. D., & Ginsberg, A. (1990). Corporate entrepreneurship. Strategic Manage. 11, 5-15.
51. Hage, J. 1974. Innovation and organizations. Administrative Science Quarterly, 19, 272-274.
52. Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9, 193.
53. Hambrick, D. C., Nadler, D. A., & Trushman, M. L. (1998). Navigating Change. Boston, MA: Harvard Business School Press.
54. Hamel, G., & Prahalad, C. K. (1989). Strategic intent. Harvard Business Review, May, 63-76.
55. Hamel, G., & Prahalad, C. K. (1991). Corporate imagination and expeditionary marketing. Harvard Business Review, July, 81-92.
56. Hart, S. (1992). An integrative framework for strategy-making processes. Academy of Management Review, 17, 327-351.
57. Hendry, C. (1996). Understanding and creating whole organizational change through learning theory. Human Relations, 49, 621-641.
58. Hitt, M. A., Hoskisson, R. E., Johnson, R. A., & Moesel, D. D. (1996). The market for corporate control and firm innovation. Academy of Management Journal, 39, 1084-1119.
59. Hitt, M. A., & Ireland, R.D.(1985). Corporate distinctive competence, strategy, industry and performance. Strategic Management Journal, 6, 273-293.
60. Huff, J. O., Huff, A. S., & Thomas, H. (1991). Strategic Renewal and the Interaction of Cumulative Stress and Inertia. Strategic Management Journal, 13, 55-75.
61. Hunter, M. D., & Price, P. W. (1992). Playing chutes and ladders: heterogeneity and the relative roles of bottom-up and top-down forces in natural communities. Ecology, 73(3), 724-732.
62. Hurst, D. K., Rush, J. C., & White, R. E. (1989). Top management teams and organizational renewal. Strategic Management Journal, 10, 87-105.
63. Hurst, D. K. (2002). Crisis and renewal: Meeting the challenge of organizational Change. Boston, MA: Harvard Business School Press.
64. Internal social frictions affect internal and external strategic renewal. Organizational Science, 20(2), 294-312.
65. Johnson, G. (1987). Strategic change and the management process. New York: Blackwell Publishers.
66. Johnson, G. (1992). Managing strategic change: Strategy, culture and action. Long Range Planning, 25(1), 28-36.
67. Kanter, R. (1983). The Change Masters. New York: Simon & Schuster.
68. Kanter, R.M. (1985). Supporting innovation and venture development in established companies. Journal of Business Venturing, 1, 47-60.
69. Kauffman, S. A. (1995). At home in the universe: The search for laws of self-organization and complexity. New York: Oxford University Press.
70. Kim, H. E., & Pennings, J. M. (2009). Innovation and strategic renewal in mature markets: A study of the tennis racket industry. Organization Science, 20(2), 368-383.
71. Kimberley, J. R. (1979). Issues in the creation of organizations: initiation, innovation, and institutionalization. Academy of Management Journal, 22, 437-57.
72. King, A. W., & Zeithaml, C. P. (2001). Competencies and the causal ambiguity paradox. Strategic Management Journal, 22, 75-99.
73. Knott, A. M., & Posen, H. E. (2009). Firm R&D behavior and evolving technology in established industries. Organizational Science, 20(2), 352-367.
74. Kotter, J., & Sohlesinger, L. (1979). Choosing strategies for change. Harvard Business Review, Mar, 57.
75. Kraatz, M. S. (1998). Learning by Association? Interorganizational networks and adaptation to environmental change. Academy of Management Journal, 41(6), 621-643.
76. Kwee, Z. (2009). Investigating three key principles of sustained strategic renewal: Longitudinal study of long-lived firms. May 13, 2010, from http://repub.eur.nl/resource/pub_16207/index.html.
77. Levinthal, D. A., & March, J. G., (1993). The myopia of learning. Strategic Management Journal, 14, 95-112.
78. Lewin, K. (1958). Group decision and social change. New York: Holt, Rinehart and Winston.
79. Likert, R. (1961). New patterns of management. New York: McGraw-Hill.
80. MacMillan, I. C. (1986). Progress in research on corporate venturing. Working Paper, NY University, Center for Entrepreneurial Studies.
81. Mahnke, V. & Aadne, J. H. (1997). Speed and potential breakdown in the process of strategic renewal. Working paper, Department of industrial economics and strategy.
82. Mahnke, V. & Aadne, J. H. (1998). Process of strategic renewal, competencies, and the management of speed. Working Paper, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy, Aalborg University, Department of Business.
83. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71-87.
84. McGahan, A. M. (2004). How industries change. Harvard Business Review. October, 82(10), 86-94.
85. Meyer, W. M., & Zucker, L. G. (1989). Permanently failing organizations. Newbury Park, CA: Sage.
86. Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 25, 934-948.
87. Mintzberg, H. (1983). Crafting strategy. Harvard Business Review, 65(4), 66-75.
88. Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6, 257-272.
89. Nadler, D. A. (1998). Champions of change. San Francisco: Jossey-Bass
90. Nonaka, I. (1988a). Creating organizational order out of chaos: self-renewal of Japanese firms. California Management Review, 30(3), 57-73.
91. Nonaka, I. (1988b). Toward middle-up-down management: Accelerating information creation. Sloan Management Review, 29(3), 9-18.
92. Nonaka, I. (1991). The knowledge-creating company. Harvard Business Review, 69, 96-104.
93. Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
94. Nutt, P. C. (1987). Identifying and appraising how managers install strategy. Strategic Management Journal, 8, 1-14.
95. O’Dell, C., & Grayson, C. J. (1998). If only we knew what we know: the identification and transfer of internal best practice. California Management Review, 40(3), 154-175.
96. Orton, J. D., & Weick, K. E. (1990). Loosely coupled systems: a reconceptualization. Academy of Management Review, 15, 203-223.
97. Pahalad, C. K., & Bettis, R. A. (1986). The dominant logic: a new linkage between diversity and performance. Strategic Management Journal, 7, 485-501.
98. Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68, 79-91.
99. Pugh, D. S., Hickson, D. J., Hinings, C. R., & Turner, C. (1968). Dimensions of organization structure. Administrative Science Quarterly, 13, 65-91.
100. Quinn, J. B. (1980). Strategies for change: Logical incrementalism. Homewood, IL: Irwin.
101. Quinn, J. B.(1985). Managing innovation: controlled chaos. Harvard Business Review, 63(3), 78-84.
102. Ravasi, D., & Lojacono, G. (2005). Managing design and designers for strategic renewal. Long Range Planning, 38, 51-77.
103. Raynor, M. E.(2007). The strategy paradox : why committing to success leads to failure. New York : Currency Doubleday.
104. Robbins, S. P., & Coulter, M. (2008). Management (10th ed.). Upper Saddle River, N.J. : Pearson Prentice Hall.
105. Sabatier, P. A. (1986). Top-down and bottom-up approaches to implementation research: a critical analysis and suggested synthesis. Cambridge Journals, 6, 21-48.
106. Salvato, C. (2009). Capabilities unveiled: The role of ordinary activities in the evolution of product development Processes. Organization Science, 20(2),
384-409.
107. Sanchez, R., Heene, A., & Thomas, H. (1996). Dynamics of competence based competition: theory and practice in the new strategic management. Oxford, UK: Pergamon.
108. Sathe, V. (1989). Fostering entrepreneurship in a large diversified firm. Organizational Dynamics, 18(10), 20-32.
109. Sayles, L. (1993). The Working leader. New York: The Free Press.
110. Scarbrough, H., & Burrell, G. (1996). The politics of management knowledge(S. R. Clegg & G. Palmer, Ed.). Thousand Oaks, CA: Sage.
111. Schendel, D. E., & Hofer, C. E. (1979). Strategic management. Boston: Little, Brown.
112. Schoemaker, P. J. H., & Van der Heijden, C. A. J. (1992). Integrating scenarios into strategic planning at Royal Dutch/Shell. Planning Review, 20, 41-46.
113. Senge, P. (1990). The leader’s new work: building learning organizations. Sloan Management Review, Fall, 7-23.
114. Shi, W., Markoczy, L., & Dess, G. G. (2009). The role of middle management in the strategy process: Group affiliation, structural holes, and tertius iungens. Journal of Management, 35, 1453-1480.
115. Silverman, D. (2006). Interpreting qualitative data: methods for analyzing talk, text, and interaction. London: Sage.
116. Simons, R. (1994). How new top managers use control systems as levers of strategic renewal. Strategic Management Journal, 15(3), 169-189.
117. Smits, H. N. J., & Groeneveld J. M. (2001). Reflections on strategic renewal at rabobank: A CEO perspective. Long Range Planning, 34, 249-258.
118. Spender, J. C., & Grinyer, P. H. (1995). Organizational renewal: Top management's role in a loosely coupled system. Human Relations, 48(8), 909-926.
119. Suárez, F. F., & Lanzolla, G. (2007). The role of environmental dynamics in building a first mover advantage theory. Academy of Management Review, 32, 377-392.
120. Tripsas, M. (2009). Technology, identity, and inertia through the lens of the digital photography company. Organization Science, 20(2), 441-460.
121. Van Cauwenberg, A., & Cool, K. (1982). Strategic management in a new framework. Strategic Management Journal, 3,245-64.
122. Vesper, K. H. (1984). Three faces of corporate entrepreneurship: a pilot study. Frontiers of Entrepreneurship Research, 294-320.
123. Volberda, H. W. (1998). Building the flexible firm: How to remain competitive. Oxford: Oxford University Press.
124. Volberda, H., Baden-Fuller, C., & van den Bosch, F. A. J. (2001). Mastering strategic renewal: Mobilising renewal journeys in multi-unit firms. Long Range Planning, 34, 159-178.
125. Volbersa, H. W., & Lewin, A. Y. (2003). Co-evolutionary dynamics within and between firms: From evolution to co-evolution. Journal of Management Studies, 40(8), 2111-2136.
126. Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage
127. Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Psychology, 50, 361-386.
128. Wooldridge, B., & Floyd, S. W. (1990). Strategy process, middle management and organizational performance. Strategic Management Journal. 11(3), 231-241.
129. Wooldridge, B., Schmid, T., & Floyd, S. W. (2008). The middle management perspective on strategy process: Contributions, synthesis, and future research. Journal of Management. 34(6),1190-1221.
130. Yin, R. K.(1981a). The case study as a serious research strategy. Knowledge:
Creation, Diffusion, Utilization, 3, 97-144.
131. Yin, R. K.(1981b). The case study crisis: Some answer. Administrative Science Quarterly, 26, 58-65.
132. Yin, R. K. (2003). Case study research: design and methods. Thousand Oaks : Sage.
133. Zahra, S. A. (1991). Predictors and financial outcomes of corporate entrepreneurship: an exploratory study. Journal of Business Venturing, 6, 259-286.

指導教授

陳德釗(Der Chao Chen)

審核日期

2010-6-25

推文