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    Title: 品牌造勢 : 宏達電的個案分析
    Other Titles: Framing branding : a case analysis of HTC
    Authors: 陳姿蓉;Chen, Tzu-Jung
    Contributors: 淡江大學企業管理學系碩士班
    涂敏芬
    Keywords: 品牌;構框/造勢;宏達電;branding;Framing;HTC
    Date: 2013
    Issue Date: 2014-01-23 14:04:00 (UTC+8)
    Abstract: 本研究根據構框理論,探討行動者如何利用各式的話語與符號性行為,進行品牌推動歷程。基於提問的是「如何」的解釋性研究問題,本文使用歷史導向的單一個案研究,蒐集、統整大量的次級資料,從看理論、看個案的紮根過程,探討宏達電在2002到2012年間,從原本的ODM代工,轉型推動品牌的歷程。針對構框觀點下的三種核心任務,本研究辨識出七種不同型態的構框工作,行動者可運用(1)問題辨識與(2)邏輯論述來執行診斷任務,可運用(3)議題設定與(4)情境規劃來進行診療工作,亦可運用(5)願景陳述、(6)符號傳播與(7)故事敘說來激勵大眾。同時,時間構面(解凍期-改變期-再凍結期)也是重要的分析向度。最後,針對位處於萌芽場域的邊陲行動者,討論理論洞見與實務意涵,進而發現宏達電在品牌造勢的過程中,構框工作有跨期不一致及策略邏輯不一致的現象產生。
    This study examines an organization transformation process from the theoretical perspective of framing. We particularly focused on the discourses and symbolic behaviors which an actor used to lead strategic turning in organizational business. Empirically, we conduct a history-oriented case study of HTC during 2002-2012. We collected and organized multiple secondary data to explore the branding development of HTC in the smart phone market. We identify seven types of framing works in regarding of three core tasks of framing. Among them, the two works of problem-identifying and logic-reasoning are identified and bundled into diagnostic framing, the other two works of agenda-setting and scenario-planning bundled into prognostic framing, and the last three works of vision-portraying, symbol- communicating, and story-telling bundled into motivational framing. Case analysis is also done along the temporal stages of “unfreezing, changing, and refreezing”. Insights into how a peripheral actor mobilizes framing works within an emerging field to initiate and promote change.
    Appears in Collections:[企業管理學系暨研究所] 學位論文

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