| Summary: | 碩士 === 臺中健康暨管理學院 === 經營管理研究所 === 92 === In the past years, world-wise economic development of free-trade zones, localization and globalization have made Taiwan industry facing tremendous impacts from internal and external environment changes. This results in the loss of the enterprise competence established from their past experiences and operations. Many of the industries in Taiwan are now in the edge of “live or die” critical situations. The issues about “How to enhance company innovations and business transformations in order to enlarge their enterprise profitability and competences” become the most important objectives for their enterprise continuous operations at this moment.
Over-viewing from the taken business transformation strategies to face the fast change of environments, the management efficiencies in different companies are shown up and down respectively. It is also found the main cause is coming from their difference in the operation strategies on their visible and invisible enterprise resources,( including financial resource, physical resource, human resource, technical resource, company reputation and organization resource…etc.). In principle, there is a close relationship between manpower and enterprise core competence. Only if it has an effective management of human resources, the enterprise could have strong manpower and right strategy decisions to ensure its powerful and smooth business transformation. This concludes that human resource management plays one of the key success factors in enterprise business transformation.
This research, first of all, devotes itself in collecting the suitable and related academic publications. Secondly, investigating by questionnaires to experts or professors in different expertise fields of industries, government and research institutes, those superior enterprises with successful business transformation in central Taiwan are recommended and become our study models for data collections, analyses and comparisons in the research. Besides the chief executive officers or the human resource managers from these successful business models are further investigated by questionnaires focusing on the conducting actions and their execution status referring to the six major functions of human resource management during their business transformation. Through induction methods, the successful business model is explored and concluded.
Finally the comparisons and summaries of the conducting actions between Z-company and the selected superior enterprises during their business transformation are studied. A qualitative research is deeply explored to define their differences, applicable ranges and conditions in each company. Several meaningful conclusions and recommendations are conducted in order to provide references for those enterprises in search for effective business transformation strategies.
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