企業高層領導管理對於設計創新績效之影響－以光寶、迎廣、捷安特為例

The Influence of Top Executive Leadership on the Performance of Design Innovations－A Case Study of LITEON, IN-WIN, and GIANT

蘇蕙茹(Hui-Ju Su)

指導教授 ： 李朝金

朝陽科技大學/設計學院/工業設計系碩士班/碩士(2012年)

摘要

為了在競爭激烈的環境中永續經營，企業必須不斷蛻變。台灣企業已走過了代工的年代，大部分正值跨入自有品牌經營的過渡階段，至於是否能夠成功抵達彼岸，則普遍而根深蒂固的設計創新文化就是達陣獲勝的關鍵所在；但在達到此一境界之前勢必經過一番披荊斬棘、排除萬難，所以企業的高階經營管理者確實必須對一切創新行動給予全力的支持與鼓勵，才可能真正落實設計創新於企業之中。
本研究之目的主要在探討企業高層領導管理作為上，對於產品創新績效所能產生之影響。透過文獻蒐集分析與深度訪談，針對成功企業個案進行深入探討；並運用紮根理論分析其成功設計創新績效背後，所憑藉的高層領導管理因素，最後得到如下三項結論：(1) 企業間較為普遍運用，能夠有效提升創新績效的方法共有三種；(2) 高階經營管理者所普遍運用，以營造有利於創新環境文化之角色扮演方式共有五種；(3) 雖不是高階經營管理者所普遍運用，但仍能夠有效提升創新績效、創造其創新管理特色的管理制度共有七種。
以上結論，期望能為台灣業界高階經營管理者當中，有意投入引領創新績效之人士作為有益的參考依據。

關鍵字

設計創新文化 ； 企業高層領導管理 ； 創新績效 ； 設計創新

並列摘要

In order to survive, grow, and thrive sustainably in the market environment of more and more intensive competition, enterprises have no choice but to change faster than competitors, and even faster than the environment. Taiwanese companies had passed through the stage of OEM business model domination, most of them are striving across the gap between the stage of OEM and OBM business, in other words, back and forth somewhere in the category of ODM at this moment. Whether they could get across to the other side of the gap or not, will largely depend upon their ability to establish a tendency of innovation that is pervasive among all their employees and deep rooted down to the gene of everyone in the company. However, there lies definitely ahead will be thousands of unsurpassable difficulties and undefeatable obstacles. Therefore, it requires that the top executives of the company to exhibit their decisive and wholehearted encouragement and support to any innovative effort emerged inside the company in question, if they are sure that they want to get their company across such a big gap.
The aim of this research is to explore the effective measures that top executives can apply to enhance innovations in their companies and help their companies to get across such a big gap successfully. Through literature research and analysis, this research developed initial understandings on three successful cases among Taiwanese companies; then the methodology of Grounded Theory was adopted to analyze the data gathered. Finally, three conclusions were reached on the reason behind the success of these three successful cases: (1)There are three effective measures that top executives can apply to enhance innovation performance in their companies. (2)There are five kinds of roles that top executives can play to facilitate innovation friendlier environment in their company. (3)There are seven measures that, although did not adopted by every top executives among our research cases, nevertheless, there was at least one of them applied very successfully to create a special feature of innovation management of their own style.
It is hoped that these conclusions will be useful for those top executives in Taiwanese companies who intended to enhance innovative performance in their companies.

並列關鍵字

Top Executive Leadership ； Innovative Culture ； Design Innovation. ； Innovative Performance

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