高速發展的新科技對企業帶來了挑戰與衝擊，飽受疫情肆虐的年代，更加速組織進行變革。在此數位轉型的浪潮下，本研究個案公司了解並正視組織轉型的必要性，故而展開數位變革之旅。在組織變革的過程中，如何透過策略性人力資源管理政策的運用，協助組織快速回應變革，是人力資源管理單位當務之急，同時也是價值展現之處。從個案研究可發現：
一、組織變革中，變革溝通方式與渠道，會影響組織成員變革認知的程度。本研究發現，組織各層對於「線上溝通」方式有較高的認知感受。故採用新型態的Podcast或透過線上平台或手機APP等工具，能促進變革認知，降低變革阻力。
二、關鍵的驅動力為高管的決心，尤其高階經營團隊，同時能感受到同業競爭的壓力，而在高度的驅動力下，對於整體組織的發展佈局、資源配套有較多相對應的舉措，在執行力及人力資源管理制度的配套上亦較積極作為，也因此在整體的變革成效上表現亮眼。
三、前台經辦，屬組織中的末梢神經，不僅變革認知程度及驅動力感受較低，對於策略性人力資源管理舉措也較無明顯感受，故變革成效無法彰顯。
四、整體而言，策略性人力資源管理舉措運用愈多，變革成效愈高。
五、人力資源管理單位在本次變革中，屬輔導與協助的角色，尚能發揮穿針引線、溝通協調的功能。但面臨多變環境，未來人資也要與時俱進，除了敏捷彈性、創新、勇於突破框架，更要具備數位力及多媒體與社群經營能力，關注公司長遠發展，並協助他人職能轉換，滿足員工發展並重視員工體驗。
整體而言，人力資源單位是推動數位變革的關鍵角色，善用人力資源管理策略優勢，能有效協助組織變革、持盈保泰，並且再創企業永續價值。

The rapid development of new technologies has brought challenges and impacts to enterprises, and in the era of epidemics, organizational changes have been accelerated.In this wave of digital transformation, the case study company understands and confronts the need for organizational transformation, so it embarks on a digital transformation journey.In the process of organizational change, how to help the organization respond to change quickly through the application of strategic human resource management policies is the top priority of the human resource management unit, and it is also the place where the value is displayed.From the case study, it can be found that:

First, in organizational change, the change of communication methods and channels will affect the degree of change cognition of organizational members, and the study found that all levels of the organization have a higher cognitive feeling about the "online communication" method.Therefore, the use of new forms of Podcast or through online platforms or mobile apps and other tools can promote change awareness and reduce resistance to change.

Second, the key driving force is the determination of senior executives, especially the high-level management team, at the same time can feel the pressure of competition in the same industry, and under the high driving force, there are more corresponding measures for the development layout and resource support of the overall organization, and it is also more active in the support of execution and human resource management system, so it also performs well in the overall change effect.
Third, the front desk management office belongs to the peripheral nerves in the organization, not only the degree of change awareness and driving force are low, but also there is no obvious feeling for strategic human resource management initiatives, so the effect of change cannot be highlighted.

Fourth, in general, the more strategic human resource management initiatives are used, the higher the effectiveness of the change.

Fifth, the human resources management unit in this change, belongs to the role of counseling and assistance, but also can play the function of threading, communication and coordination.However, in the face of a changeable environment, the future of human resources should also keep pace with the times, in addition to agile and flexible, innovative, the courage to break through the framework, but also to have digital and multimedia and community management capabilities, pay attention to the long-term development of the company, and assist others in the transformation of functions, meet the development of employees and attach importance to employee experience.

Overall, human resource management units are a key player in driving digital change, leveraging the advantages of HR management strategies to effectively assist organizational change, to hold on to and secure the present advantage, and recreate corporate sustainability.

論文審定書 i
中文摘要 ii
Abstract iii
目錄 v
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 3
第三節 研究問題與目的 5
第四節 研究流程 6
第二章 文獻探討 8
第一節 組織變革 8
第二節 策略性人力資源管理 15
第三節 變革成效 19
第四節 研究對象 21
第三章 研究方法 27
第一節 質化研究 27
第二節 概念性架構 28
第三節 研究設計與資料蒐集方式 29
第四章 研究結果 32
第一節 組織變革 32
第二節 策略性人力資源管理 48
第三節 變革成效 66
第五章 結論與建議 78
第一節 研究結論 78
第二節 實務意涵 83
第三節 研究建議 88
第四節 研究限制 89
參考文獻 90
附錄 93

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