我國資訊電子業廠商受到歐盟和國際大廠對於綠色產品之要求的環保規範與壓力,紛紛成立跨部門的專案團隊,進行供應商管理、研發與製程變革、以及成本控管等方面的調整之任務。以往的文獻對於企業環保議題之研究與討論,大部分著重於企業綠色供應鏈管理之建置與環保法規的因應方式,然而,對於企業因應環保壓力而成立的綠色專案團隊之運作,卻少有著墨。因此,本研究希望對於我國資訊電子業這方面的作法以及相關的知識管理進行深入的探討。研究方法上採用多重個案研究的方式。 本研究所得到的結論主要包括:(1)不同事業模式的企業,對同一外部環保壓力來源有不同壓力強度的感受;(2)企業內部環保壓力的自發性改變往往是發生在外部環保壓力的因應之後;(3)現階段我國企業之綠色專案,其創新特性較屬於產品、製程、或品質的延伸變動與改良,組織上較適合以「輕量級團隊」之方式來運作;(4)輕量級團隊綠色專案經理在團隊知識管理程序中的知識吸收、創造、蓄積與擴散之運作中,扮演重要的角色;(5)由中立的高階主管擔任跨部門綠色專案團隊之專案贊助者,可避免發生決策偏頗之情形。本文最後並提出一些實務上與後續研究上的建議。
The Taiwanese companies in computer and electronics industry set up cross-divisional green project teams to respond to the environmental regulations and pressure from government and customers. However, most of the past studies in the green product issue were focused on how to manage green supply chain efficiently, and how to reply to the regulations rightfully. Thus, the study aims to focus on the issue of organizational Structure and knowledge management of the green project teams, which is rarely investigated by former researchers. The research adopts multi-case study approach, mainly by interviewing with key personnel and managers of case companies. The preliminary findings and conclusions include: 1. Companies with different business models possess different degree of green pressure. 2. External green pressure influences industrial companies with earlier impacts than internal green pressure. 3. Green projects characterized with incremental change in product, process and quality improvement are more suitable to be organized in ”lightweight” team. 4. The project manager in the lightweight green project teams plays an important role in knowledge creation, transfer, and accumulation process. 5. Biased-decision can be avoided by assigning the position of cross-divisional executive sponsor to a neutral senior manager.