本研究透過個案研究法,藉由組織變革的理論,對產業資訊服務機構—工研院IEK進行組織變革研究,主要有兩個研究目的,一為台灣產業資訊服務機構提供產業供需端發展脈絡;二為台灣產業資訊服務機構未來組織變革決策,提出個案經驗卓參。 為探討工研院IEK組織變革,首先針對組織變革的定義、組織變革的動因與步驟、與組織變革阻力分析等,進行組織變革文獻探討;接著針對台灣製造業發展與台灣產業資訊服務業發展,進行分析說明,以助益組織變革個案研究的掌握了解。 工研院IEK組織變革個案,主要係針對2006-2008 期間,從IEK內外環境變化分析、IEK面臨之關鍵問題、與IEK解決對策等進行說明;其中並積極推動三項變革行動方案,包括:推動IEK 4M新組織架構、推動品質團隊Q-TEAM方案、與推動IEK 價值工時系統等。 從「文化與價值」、「組織與制度」、與「團隊與服務」三方面,檢視工研院IEK組織變革過程,個案研究結果顯示,建立願景目標共識、衡量變革阻力與助力、樹立成功之典範與榜樣、考量顧客服務介面、建立問題解決機制、掌握員工專業職能等,是產業資訊服務機構組織變革時,值得特別考量之要素。
The study aims to discuss organization change of an industrial information service institution. There are two research purposes:1) to track the development of industrial information service system in Taiwan, both from the supply and demand side of the industry; and 2) to present a case study on the organizational change of Taiwan industrial information service institution for future reference. A chosen case IEK, the institute which had its organization change progress between in 2006-2008, was being closely monitored by a frame of reference based on those theory of definition of organization change, motive, steps taken and obstruction for the change, etc. This study also analyze on the development of Taiwan manufacturing and industrial information service industry, to give a thorough background understanding of the case analysis. We discover that the important factors of organization change in an industrial information service institution includes establishing consensus on vision and goal, measuring the obstacles and benefits induced by organizational changes, formatting a successful paradigm, considering customer service interface, setting up problem solving mechanism, and administering the employee competency.