自21世紀後，科技的發展縮短了世界的距離，為了滿足這個世界的變化，公司的產品要優化，員工的職能更新頻率都更快速了。2022年我們還都在談論ESG永續管理的議題，但2024年媒體版面全部被AI所取代，當轉型也成為一種快速更迭趨勢時，在轉型的過程中，拉大差異的關鍵點在中高階主管的思維及組織內部靈活應變的速度。
在各項資源都不像大型企業充裕的情形下，中小企業在面對外在環境不佳、競爭激烈、內部管理模式與人才的專業長期未做提升下，是非常大的衝擊。
本次個案公司，皆為食品相關產業，疫情之前內部環境是保守及安逸的，公司營運的模式與產品品項也沒有太多調整，疫情後，高階主管在調整組織營運方式時，發現雖然公司有基本的作業模式，但無法應付組織轉變中的需要，同時也突顯了中階主管在管理手法、與對下溝通與團隊領導的能力的欠缺，這些情況將會阻礙企業的發展。
本次研究發現公司在轉型過程中會因為以下因素影響推動的進度與成效：
一、進行公司經營策略時，無使用分析工具與主管取得共識相關作業。
二、主管間的管理能力落差大。
三、組織內溝通無法有效相互的傳遞。
四、會議成效不佳-會議上沒有決議及檢討與修正。
五、未定期辦理教育訓練。
六、未建立有關人力資源發展的制度規範。
上述不足的條件，可以透過管理機制的建立、人員培訓的實施及績效促進等方式改善與提升內部管理績效，協助企業能夠不斷的轉型與發展，更需要高階主管的支持與要求，才能讓企業轉型持續。

Since the 21st century, the development of technology has shortened the distance between the world. To meet the changes in this world, companies need to optimize their products, and the frequency of employees' skill updates has increased rapidly. In 2022, we were still discussing the topic of ESG sustainable management, but by 2024, media coverage has been completely replaced by AI. As transformation becomes a trend of rapid iteration, the key point in widening the gap during the transformation process lies in the mindset of mid-to-senior level managers and the speed of internal organizational adaptability.
In a situation where resources are not as abundant as those of large enterprises, small and medium-sized enterprises face significant impacts due to poor external environments, intense competition, and a long-term lack of improvement in internal management models and talent expertise.
The companies in this case are all related to the food industry. Before the pandemic, the internal environment was conservative and comfortable, and there were not many adjustments to the company's operational model and product offerings. After the pandemic, senior executives, while adjusting the organizational operation methods, found that although the company had a basic operational model, it was unable to meet the needs arising from organizational changes. At the same time, this highlighted the shortcomings of middle management in management techniques, communication with subordinates, and team leadership abilities. These issues will hinder the development of the business.


This study found that the company's transformation process is influenced by the following factors, which affect the progress and effectiveness of the initiative:
1.When formulating the company's business strategy, there is no use of analytical tools to reach a consensus with management.
2.There is a significant gap in management capabilities among supervisors.
3.Internal communication within the organization cannot be effectively transmitted to each other.
4.Poor meeting effectiveness - No resolutions or reviews and corrections were made during the meeting.
5.Failure to conduct regular training sessions.
6.The system regulations regarding human resource development have not been established.
The aforementioned insufficient conditions can be improved and enhanced in internal management performance through the establishment of management mechanisms, implementation of personnel training, and performance promotion. This will assist enterprises in continuously transforming and developing, and it requires the support and demands of senior executives to ensure the sustainability of the enterprise's transformation.

論文審定書 ………………………………………………………………………i
致謝 ………………………………………………………………………………ii
摘要 ……………………………………………………………………………iii
Abstract ………………………………………………………………………iv
目錄 …………………………………………………………………………… vi

第一章緒論
第一節個案公司介紹………………………………………….……………… 5
第二節研究動機與目………………………………………………………… 8
第二章文獻探討
第一節中小企業………………………………………………………………6
第二節企業轉型………………………………………………………………6
第三節組織文化……………………………………………………………… 9
第四節商業模式……………………………………………………………… 10
第五節組織溝通……………………………………………………………… 11
第六節彼得原理……………………………………………………………… 13
第三章研究方法
第一節訪談對象設設定……………………………………………………..14
第二節訪談題目設定………………………………………………………..15
第三節本次研究架構………………………………………………………..16
第四節訪談流程與訪談設計 ……………………………………………… 17
第四章研究分析與發現
第一節公司發展策略/目標擬訂……………………………………………18
第二節組織設計與任務分配 ……………………………………………… 26
第三節人才政策………………………………………………………………29
第四節工作資訊傳遞與回報機制 …………………………………………37
第五節工作績效與成果交付 ………………………………………………42
第五章結論與管理實務意涵
第一節結論……………………………………………………………………43
第二節管理實務建議…………………………………………………………46
第三節研究限制………………………………………………………………50
參考文獻
中文文獻………………………………………………………………………51
英文文獻………………………………………………………………………51
網路資料………………………………………………………………………51
附錄
附錄一訪談逐字稿 …………………………………………………………52
圖次
圖3-1研究架構………………………………………………………………16
圖3-2訪談流程圖……………………………………………………………17
圖5-1企業的四個柱子溝通與六大合作機制 ……………………………47
圖5-2執行時間………………………………………………………………49
表次
表2-1企業轉型定義…………………………………………………………7
表3-1訪談人員一覽表………………………………………………… …14
表3-2訪談題目………………………………………………………… …15
表5-1研究發現……………………………………………………… ……44

中文文獻
1.周嘉妍(2024)。新冠疫情下組織文化、組織溝通、遠距工作衝擊與組織績效關連性之研究。國立彰化師範大學人力資源管理研究所碩士論文。
2.周佳欣（1997），台灣中小企業策略性轉型之研究。東吳大學企業管理研究所碩士論文。
3.董家琪(2005)，組織學習、知識分享行為、組織文化與經營績效之相關性研究。國立交通大學管理科學系碩士論文。
4.袁淑萍(2003)，企業轉型成功關鍵因素之研究。國立成功大學企業管理學系(EMBA)碩士論文。

英文文獻
Bibeault, D.(1988), Corporate Turnaround, McGraw-Hill, New York.
Collins, J.C and Porras, J.I (1994), “Built to last: Successful habit of visionary companies,” Harper Business, New York
Kilmann, R.H., Covin, T.J. and Associates(1988), Corporate Transformation, Jossey-Bass.
Pearce II, J. A., & Robbins, D. K. (2008). Strategic transformation as the essential last step in the process of business turnaround.

雜誌及調本報告資料
1.經濟部2022年中小企業白皮書
2.資誠2022台灣中小企業轉型調查報告
3.資誠2023全球暨臺灣家族企業調查報告
4.EMBA雜誌455期-轉型的六把關鍵鑰匙
5.哈佛商業評論2019年4月號的文章-企業轉型四大關鍵，邁向創造價值的未來：驅動轉型成為轉機(台大教授李吉仁博士)