English  |  正體中文  |  简体中文  |  Items with full text/Total items : 52355/87459 (60%)
Visitors : 9126107      Online Users : 337
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library & TKU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/105410

    Title: 從兩岸三地企業名人語錄探討SWOT因子及其策略意涵
    Other Titles: Exploring the SWOT factors and strategic implications from the maxims of enterprise’s celebrities in Greater China Area
    Authors: 黃姿樺;Huang, Tzu-Hua
    Contributors: 淡江大學企業管理學系碩士在職專班
    王居卿;Wang, Chu-Ching
    Keywords: 企業名人語錄;策略意涵;內容分析;兩岸三地;Maxims of Enterprise’s Celebrities;Strategic Implications;SWOT;Content Analysis;Greater China Area
    Date: 2015
    Issue Date: 2016-01-22 14:55:15 (UTC+8)
    Abstract: 企業名人常把自己在過去企業經營上的體驗用精煉的語言表達出來,從這些語錄中應可找出其背後的策略意涵。而從《孫子兵法》的「知己知彼,百戰不殆」的觀點來看,強調SWOT四個因子須全盤考量方能百戰百勝。本研究是基於Arnold(1998)的E-SWOT分析模式,考慮多個組合及關鍵因素的適配。一般而言,策略的擬定需透過SWOT分析掃描其內部與外部環境,進而擬定目標、制定執行計畫,此即策略管理的「順向思維」過程,而本研究欲以企業名人的實務經驗角度去倒推追蹤SWOT分析之策略意涵,此乃為「逆向思維」過程,探討企業名人語錄中所隱含的策略因子,並針對兩岸三地的不同環境下,其策略意涵是否有所不同。
    The Enterprises Celebrities often extract the past experience of business management in refined languages which are called maxims, and the strategic implications can usually be identified from these maxims. From the viewpoint of "know yourself and know others" in the "Art of War", the four factors of SWOT are necessarily be considered comprehensively in order to be victor. This study explores the key factors in multiple combinations and the adaptation of key factors based on the E-SWOT analysis which was proposed by Arnold (1998). Generally speaking, the strategies are formulated after scanning the internal and external environments (that is called SWOT analysis) and then the strategies are implemented, which is the "forward thinking" process of strategic management. This research examines the practical experience to extract the strategic implications of SWOT analysis, which called "reverse thinking" process, to explore the implied strategy from the Maxims of Enterprise’s Celebrities. Finally, a comparative management is conducted to discover whether the strategic implications are different for the maxims in the different environments of Taiwan, H.K. and China.
    This study adopts literature review and content analysis methods to analyze the implied strategic factors in 131 Enterprises Celebrity Maxims which are derived from 783 Numbers in "Business Week" and "World Magazine" during 2005 to 2014. This study invited three scholars with practical experience and excellent academic research to analyze the maxims. The results show that from 131 enterprise celebrity maxims, "S factor" is the majority from individual factors, while the "S/O factor" from implied strategy factor is the most important. This represents more business celebrity enthusiasm to combine their strengths and external opportunities in order to maximize the strategy selection. Further analysis of this study found that the more successful business celebrities, their maxims implement four factors of "S/W/O/T" more. In addition, the results of the comparative analysis of Taiwan, H.K. and China business celebrity maxims also show that in different environment, its strategic implications will vary, Taiwan and China are more focuses on the advantages and opportunities, but more emphasis on strength and treasure the opportunity in China; and the business celebrity in H.K. and Macao pay more attention to threats factor from external environment.
    Appears in Collections:[企業管理學系暨研究所] 學位論文

    Files in This Item:

    File Description SizeFormat

    All items in 機構典藏 are protected by copyright, with all rights reserved.

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library & TKU Library IR teams. Copyright ©   - Feedback