組織策略、智慧資本、組織創新與組織營運績效之研究 －以連鎖咖啡餐飲業之台商為例

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Title:	組織策略、智慧資本、組織創新與組織營運績效之研究－以連鎖咖啡餐飲業之台商為例
Other Titles:	The Research on how the Business Performance Driven from the Business Strategies, Intellectual Capitals and Organizational Innovations — in the Case on the Outperforming Taiwanese Caf? Chain Stores
Authors:	岑淑筱、郭家毓 Shu-Hsiao Tsen、Chia-Yu Kuo
Contributors:	東海大學管理學院
Keywords:	組織策略、智慧資本、組織創新、組織營運績效、連鎖咖啡餐飲業台商
Date:	2011
Issue Date:	2013-04-23T01:15:32Z (UTC)
Publisher:	台中市：東海大學
Abstract:	本研究目的在探討組織策略、智慧資本與組織創新的範疇與內涵，以及其如何影響其組織營運績效，是故，本研究選擇三家營運績效卓越的連鎖咖啡餐飲業之台商（85度C、兩岸咖啡、迪歐咖啡）作為本次的個案研究對象，並針對其高階經理人進行深度訪談，以蒐集其完整且豐富的關鍵營運資料。並試圖歸納與整理出組織策略（產品開發與創新策略、營運流程精進策略、消費端顧客與價值網絡的經營策略）與智慧資本的具體內涵，以及組織創新行為，並同時檢驗智慧資本（人力資本、結構資本、關係資本）如何影響組織創新（產品創新、流程創新、服務創新），並驅動其組織營運績效。本研究有三項研究發現：一、組織策略的焦點，將影響智慧資本、組織創新的投入與組織營運績效的產出；二、智慧資本的範疇標的，將綜效影響組織創新行為的成效；三、組織創新活動的進行將會轉化成人力資源發展，並具體轉換到組織營運績效中的人力資源發展優質化、營運流程模式最適化、產品服務創新差異化與網絡關係價值最佳化。 The research aimed to explore the contents of the intellectual capitals and the categories of the organizational innovation, and how the business performance driven by their IC and innovation activities, when those outperforming Taiwanese Caf? chain stores (85℃ Cafe, AC.Straits Cafe, DIO COFFEE) expanded their business to Mainland China. And the study was adopted the in-depth interviews with the top managers from the three landmark caf? companies to collect the rich and critical information, and to generate the common contents of their business strategy (the R&D for new product,, best practices for operation improvement, networking maintenance for end user and supply chain) ,the framework of IC, and to conclude the categories for their organization innovation, to examine how the input of IC(human capital, structure capital, networking capital) to impact the outcomes of the innovation(product innovation, process innovation, service innovation), and then finally driven their business performance. The finding of the research was as following: First, to find the linkages on how the business strategy drive the accumulation of IC, the calculation of business innovation, and impact their business e performance; Second, to explicate the criteria for each intellectual capital and how did IC synergize the innovation activities?; Third one, to interpret the how did those innovation fulfill the business performance and transfer it into the excellence on HR developing, the best practice on successful operation, the differentiation on the offering product and service, and optimum on the valuable networking.
Relation:	東海管理評論第13卷第一期, p.225-254
Appears in Collections:	[College of Management] School publications(Tunghai Management Review)

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