面對永續發展目標，各國政府與企業紛紛響應聯合國的呼籲，開始進行綠色產品的變革。L科技公司的研發團隊就是在面對全球環境變遷而產生綠色產品的需求，將既有的經驗、瓶頸、想法等面臨被迫改變或突破，此時組織團隊同仁可能產生抗拒行為，因此組織惰性就此發生。然而，團隊成員必須認知綠色產品變革已是不可逆的趨勢，為確保企業的永續經營，必需接受其帶來的挑戰。並在這變革過程之中發現減緩組織惰性的可行解方。
本研究主要採用個案研究的方式進行，同時運用組織民族誌方式取得相關的資訊，因本文作者親身經歷這場因外在環境產引發的綠色產品設計變革，並能詳細紀錄當中的重要事件過程，及蒐集相關會議及相關單位的往來之重要資訊，得以進行分析。並採用組織惰性的視角來檢視研發團隊在導入綠色產品前產生的洞察惰性、行為惰性、心理惰性歷程，以及面臨設計變革過程中團隊領導人如何讓其他參與者也能認同變革、並轉為支持且參與變革等有效的解方與措施以解決組織惰性產生的阻力。在變革之中雖有很多因素會影響其變革成功與否，但本文是以個案研究其單位組織內發生變革的情境進行探討，以組織個人的惰性行為進行探討之，尚無加入像組織文化、企業政策或策略、人力資源等等其他因素進行探討。
研究發現，若當環境永續發展的議題將提升至企業品牌形象，不單單僅符合當前法令要求的綠色產品時，企業將不得不面對設計變革，即使是過去視為不可能達到的需求也需正視之。在組織惰性發生之時，首重團隊的信任、良性的互動溝通、換位思考了解其抗拒變革的真因、由上到下的全程參與、給予資源及分配資源、善用工具、從小任務建立起團隊信心、士氣凝聚等可能的措施與作為，最終可以得到客戶認同與滿意。企業得以朝向永續經營前進。

In response to the Sustainable Development Goals, governments and businesses around the world are heeding the call of the UN to begin the transformation towards green products. The R&D team of L Technology Company is facing the global environmental changes and the demand for green products, forcing existing experiences, bottlenecks, and ideas to change or break through. This may lead to resistance from team members, resulting in organizational inertia. However, team members must recognize that the transformation towards green products is an irreversible trend. To ensure the sustainable operation of the enterprise, they must accept the challenges it brings and find feasible solutions to mitigate organizational inertia during this transformation process.
This study mainly adopts a case study approach, using organizational ethnography to obtain relevant information. The author of this paper personally experienced this green product design transformation triggered by external environmental factors, and was able to record important events in detail, collect important information from related meetings and units, and conduct analysis. The perspective of organizational inertia is used to examine the insight inertia, behavioral inertia, and psychological inertia processes of the R&D team before the introduction of green products, as well as how team leaders can make other participants recognize and support the change during the design transformation process, and participate in the change. Effective solutions and measures to solve the resistance caused by organizational inertia are discussed. Although many factors can affect the success of the transformation, this paper discusses the situation of organizational change in the case study unit, and explores individual inertia behavior in the organization, without considering other factors such as organizational culture, corporate policy or strategy, human resources, etc.
The study found that when the topic of environmental sustainability is elevated to corporate brand image, not just complying with current legal requirements for green products, enterprises will have to face design changes, even if they were previously considered impossible to achieve. When organizational inertia occurs, the trust of the team, positive interactive communication, empathetic understanding of the real reasons for resisting change, full participation from top to bottom, resource allocation, effective use of tools, building team confidence from small tasks, morale cohesion and other possible measures and actions can ultimately gain customer recognition and satisfaction. The enterprise can move towards sustainable operation.

論文審定書 i
致　謝 ii
摘　要 iii
Abstract iv
目　錄 vi
圖　次 viii
表　次 viii
第一章　諸論 1
1.1　研究背景與動機 1
1.2　研究目的與問題 2
1.3　本文章安排 3
第二章　文獻探討 4
2.1　電子產業對綠色產品設計的挑戰 4
2.2　組織變革 7
2.3　變革阻力的可能方法與解方 15
第三章　研究方法 18
3.1　個案研究 18
3.2　個案的選擇 21
3.3　資料來源 22
3.4　資料分析 22
第四章　研究個案 23
4.1　個案背景簡介 23
4.2　風爆前的平靜 25
4.3　變革風爆接腫來臨 26
4.4　惰性行為發生? 28
4.5　該如何化解惰性行為發生呢? 29
4.6　調整心態、資源配置、設定具體目標 31
4.7　最後的成果 34
第五章　研究發現 35
5.1　L公司研發團隊在綠色產品變革中的組織惰性之案例 35
5.2　L科技研發團隊如何改善與克服組織惰性 37
第六章　結論與討論 41
6.1　結論 41
6.2　研究限制 42
6.3　研究建議 43
參考文獻 46
中文 46
英文 46

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