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    Title: 設計思考系統性觀點之研究 : 以企業個案為例
    Other Titles: A systematic study on designing thinking by business cases
    Authors: 孟洵育;Meng, Xun-Yu
    Contributors: 淡江大學企業管理學系碩士班
    洪英正;Hung, Ying-Cheng;張雍昇;Chang, Yong-Sheng
    Keywords: 設計思考;組織文化;領導;創新;組織結構;Design Thinking;Organizational Culture;leadership;innovation;Organizational Structure
    Date: 2014
    Issue Date: 2015-05-04 09:51:22 (UTC+8)
    Abstract: 企業要在劇烈競爭的環境中脫穎而出,創新絕對是不可或缺的一項重要能力。如今,有越來越多企業強調創意與創新的重要性,然而,是否存在一套方法或程序,能幫助企業順利導入創意能量?設計思考或許是這個問題的最佳解答。
    源自於設計領域的設計思考,近年來在IDEO大力的推廣下,似乎已成為挽救歐美各大企業創新不足的良方。如同Brown (2009)對設計思考的詮釋:「設計思考是一種原則,以設計師的敏感度和方法、運用可行的科技、以及能轉化成顧客價值與市場機會的商業策略,來滿足人們的需求。」本研究利用Brown (2009)、Martin (2009)、以及Liedtka & Ogilvie (2011)所提出有關設計思考的概念性模型的描繪,從中擷取設計思考的一般性原則,而建立本研究之研究架構。
    藉由深度訪談的方式,本研究希望透過本土化企業個案的分析與詮釋,來描繪設計思考於台灣企業的應用概況與輪廓,同時辨識出在設計思考在應用過程中,可能產生助力與阻力的組織脈絡因素為何。
    本研究從消費市場切入,以服務業為主要探討對象,針對三家企業在推動創新專案(服務)的過程,來對設計思考之重要屬性進行驗證,並釐清其面臨的限制與阻礙。結果顯示,開放且鼓勵創新的組織文化、主管的授權與參與、取得組織上下一致的認知與共識、以及有彈性的組織結構,均會對設計思考的推動產生助力;相對的,在偏向僵化、保守及官僚的組織文化與結構下,則不利於設計思考的推行。
    此外,研究結果也顯示,設計思考的推行,可能有其產業適用性;亦即競爭越激烈、市場動態性越高的產業,可能越適合設計思考的推行。而且,設計思考的推動,也有助於企業挖掘使用者需求,從而推出能真正滿足使用者需求的解決方案、並導致績效的提昇。
    因此,企業在推動設計思考時,須考量到組織環境的適用性,盡可能塑造一個開放、有利成員互動的環境,也必須能成功「向上溝通」設計思考的核心信念,取得公司高層的認同、支持與參與,因而避免可能造成限制的組織脈絡因素,讓設計思考有足夠的空間得以成長、茁壯。
    Innovation is a key factor that can make enterprise break through the severe competition. More and more companies place emphasis on innovation, however, is there any process or method could help companies to breed their creativity? Design Thinking might be the best answer responded to that question.
    In recent years, by the enthusiastic promotion of IDEO, Design Thinking seems to become a panacea which can help companies to save their dried up creativity. As Brown’s (2009) definition: ” Design thinking can be described as a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.” This research employ three conceptual models, which are proposed by Brown (2009), Martin (2009) , and Liedtka & Ogilvie (2011), to extract the general attributes (or principles) of Design Thinking, and build up the research framework.
    By in-depth interview through three local service businesses, this research aims to depict a rough sketch of Design Thinking, also tries to identify the contextual factors that could possibly affect how it works. The results shows that liberal and innovation encouraged culture, empowerment and the participation of high-level managers, consistent understanding and consensus throughout the entire organization, and the substantial flexibility of structure will positively drive the implementation of Design Thinking.
    Besides, this research also reveals that Design Thinking might have its industrial adaptation. That is, the more dynamic the market is, the more appropriate to implement Design Thinking. It implies that when companies want to lunch Design Thinking, they must consider the fitness between organizations and its contexts.
    Design Thinking drives companies to discover the consumer’s real needs. In order to successfully lunch Design Thinking, companies must engage in shaping an open-minded and interactive environment, upward-communicating the core concept and belief of Design Thinking, receiving the identification, support and participation of high-level management, also avoiding the contextual factors that could blocking the way of Design Thinking.
    Appears in Collections:[企業管理學系暨研究所] 學位論文

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