簡易檢索 / 詳目顯示

回結果列表
研究生： 王盈之
Diane Wang
論文名稱： 人力資本開發者任務與以員工為基礎的品牌權益之研究探討
A Study on the Task of the Human Capital Developer for Brand Vision and Employee Based Brand Equity
指導教授： 賴志樫
Lai, Chin-Chien
學位類別： 碩士
Master
系所名稱： 國際人力資源發展研究所
Graduate Institute of International Human Resource Developmemt
論文出版年： 2014
畢業學年度： 102
語文別： 中文
論文頁數： 82
中文關鍵詞： 人力資本開發 、人力資本開發者 、品牌遠景 、品牌管理 、以員工為基礎的品牌權益
英文關鍵詞： human capital development, human capital developer, brand visioning, brand management, employee based brand equity
論文種類： 學術論文
相關次數： 點閱：136  下載：27 
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報

    • In an intensely competitive era of market uncertainty, sustaining the value of a brand is crucial for maintaining corporate competence. The vision of a brand is the blueprint of growth and the potential for a competitive breakthrough. However, due to the existence of a vision-culture gap, opportunities for growth and a breakthrough are sometimes limited. Acer suffered a tremendous net profit loss amounting to NT$20.6 billion (US $685 million) in 2013, acknowledging missteps in the past on resource allocation. Human capital has been acknowledged as the most important organization resource that is needed to develop competitive advantage and innovation. Literature provides evidence that alignment between customers and employees is possible when marketing and human resource is locked in a strategic fit. Thus, this study explores the role of the human capital developer in Taiwan industries, investigating the human capital development process of brand building and the outcomes on brand equity. The study aimed to standardize a brand building process for human resource practice. Through qualitative interviews and small scale quantitative investigations of several “Taiwan Excellence” awarded brands, results showed the perceived different approaches used in enterprises for brand building, with the general tasks sorted out by the researcher. Furthermore, results of this study provide a better understanding of employee based brand equity in Taiwan.

    In an intensely competitive era of market uncertainty, sustaining the value of a brand is crucial for maintaining corporate competence. The vision of a brand is the blueprint of growth and the potential for a competitive breakthrough. However, due to the existence of a vision-culture gap, opportunities for growth and a breakthrough are sometimes limited. Acer suffered a tremendous net profit loss amounting to NT$20.6 billion (US $685 million) in 2013, acknowledging missteps in the past on resource allocation. Human capital has been acknowledged as the most important organization resource that is needed to develop competitive advantage and innovation. Literature provides evidence that alignment between customers and employees is possible when marketing and human resource is locked in a strategic fit. Thus, this study explores the role of the human capital developer in Taiwan industries, investigating the human capital development process of brand building and the outcomes on brand equity. The study aimed to standardize a brand building process for human resource practice. Through qualitative interviews and small scale quantitative investigations of several “Taiwan Excellence” awarded brands, results showed the perceived different approaches used in enterprises for brand building, with the general tasks sorted out by the researcher. Furthermore, results of this study provide a better understanding of employee based brand equity in Taiwan.

    ABSTRACT.........................................II ACKNOWLEDGEMENT..................................III TABLE OF CONTENTS.................................V LIST OF FIGURES..................................VI LIST OF TABLES...................................VII CHAPTER I INTRODUCTION.................................1 Background of the Study........................................1 Problem Statement of the Study........................................7 Significance of the Study........................................7 Research Objectives..........................8 Research Questions...........................9 Delimitations and Limitations................9 Definition of Key Terms.....................10 CHAPTER II LITERATURE REVIEW................13 Corporate Culture and Brand Identity........13 Vision......................................17 Employee Brand Building Behavior ...........19 Human Capital Developer.....................25 Employee- Based Brand Equity......................................31 Relevant Studies on organization culture and brand equity.33 Relevant Studies on Vision, Organization Culture and Brand Building...34 CHAPTER III RESEARCH METHODS...............35 Research Approach..........................35 Research Framework.........................36 IV Research Procedure.........................37 Research Objectives and Participants.......39 Instrument of the Study....................40 Data Collection and analysis...............40 Reliability and Validity of Study..........43 CHAPTER IV FINDINGS AND DISCUSSIONS........45 Introduction to the Case Companies.........45 The Categories of Business Types...........48 HCD Tasks and Competencies.................49 The HCDs role in Managing Vision-Culture Gap....55 The Effects on Employee Based Brand Equity......59 Other Findings..................................62 CHAPTER V CONCLUSIONS AND RECOMMENDATIONS.......69 Conclusions.....................................69 Recommendations.................................70 REFERENCES......................................72 APPENDIX A: INVITATION LETTER…..................77 APPENDIX B: INTERVIEW QUESTIONS.................78 APPENDIX C: QUESTIONAIRE.................…......79

    Aaker, J. L. (1997). The dimensions of brand personality. Journal of Marketing Research,36, 347-356.
    Avolio, B.J .,Clapp-Smith, R., & Luthans, F. (2007). The role of psychological capital in global mindset development. The Global Mindset Advances in International Management, 19, 105–130. Doi:10.1016.
    Avey, J. B., Clapp-Smith, R., &Vogelgesang, G. R. (2009). Authentic leadership and positive psychological capital the mediating role of trust at the group level of analysis. Journal of Leadership & Organizational Studies, 15 (3), 227-240.
    Avey, J. B., Luthans, F., Li, W., & Clapp-Smith, R. (2008). More evidence on the value of Chinese workers’ psychological capital: a potentially unlimited competitive resource? The International Journal of Human Resource Management, 19 (5), 818–827.
    Avey, J. B., Jensen, S.M., & Luthans, F. (2009). Psychological capital: a positive resource for combating employee stress and turnover. Human Resource Management, 48 (5), 677– 693.
    Avey, J. B., Luthans, B. C., Luthans, F., & Sweetman, D. (2011). Relationship between positive psychological capital and creative performance. Canadian Journal of Administrative Sciences, 28, 4–13.
    Avey, J. B., Luthans, F., & Youssef, C. M. (2010).The additive value of positive psychological capital in predicting work attitudes and behavior. Journal of Management, 36, 430-452.
    Avey, J. B., Luthans, F., & Wernsing, T. S. (2008). Can positive employees help positive organizational change? psychological capital and emotions on relevant attitudes and behaviors, Journal of Applied Behavioral Science, 44, 48-70.
    Avolio, B. J., Luthans, F., Walumbwa, F. O., & Li, W. (2005). The psychological capital of Chinese workers: exploring the relationship with performance. Management and Organization Review, 1 (2), 249–271.
    Bakker, A. B., & Derks, D.(2011). Positive occupational health psychology. Occupational health psychology. USA:Willey-Blackwell.
    Bassi, L. & McMurrer, D. (2007). Maximizing your return on people. Harvard Business Review, 85(1), 115-123.
    Baum, J. B., & Locke, E. A. (2004). The relationship of entrepreneur traits, skills and motivation to subsequent venture growth. Journal of Applied Psychology,89(4),587-597.
    Blair, M. M. (2011). An economic perspective in the notion of “Human Capital” In Burton-Jones, A. & Spencer, J.C. (Eds.), The Oxford handbook of human capital (pp.49-70). New York: Oxford University Press.
    Bierman, L., Hitt, M. A., Shimizu, K., & Kochhar, R. (2001). Direct and moderating effects of human capital on strategy and performance in professional service firms: a resource-based perspective. Academy of Management Journal,44(1),13-28.
    Burmann, C., & Zeplin, S. (2005). Building brand commitment: a behavioral approach to internal brand management. The Journal of Brand Management, 12(4). 279-300.
    Cornell University ILR School, “Making Human Capital the Creative Core of Strategy Execution”. Retrieved from http://www.ilr.cornell.edu/hcd/upload/HCDwhitePaper.pdf.
    Coff, R. (2011). Maximizing value from human capital. The Oxford Handbook of Human Capital. pp.359-381.
    Cohen, L., & Manion, L. (2000). Research methods in education. Routledge. p. 254. (5th edition).
    Cottam, S. & De Chernatomy, L. (2008). Interactions between organizational cultures. Journal of Product and Brand Management, 17(1), 13-24.
    De Chematony (1999). Brand management through narrowing the
    gap between brand identity and brand reputation. Journal of Marketing Management, 15, 157-179.
    De Chernatony, L. & Vallaster, C. (2005). Internal brand building and structuration: the role of leadership. European Journal of Marketing, 40, 761-784. DOI 10.1108/03090560610669982.
    De Chernatony, L. & Vallaster, C. (2005). Internationalisation of service brands: the role of leadership during the internal brand building process. Journal of Marketing Management, 21(1-2), 181-203.
    Demetriou, M., Papasolomou ,L., & Vrontis ,D. (2010). Cause-related marketing: building the corporate image while supporting worthwhile causes. Journal of Brand Management, 17,266-278.
    Detert, J. R., Schroeder, R. G.& Mauriel, J. J. (2000). A framework for linking culture and improvement initiatives in organizations. Academy of Management, 25(4), 850-863.
    Forsyth, P.(1996). First Things First, How to Manage Your Time for Maximum Performance.

    Fredrickson, B. L., & Tugade, M. M. (2004). Resilient individuals use positive emotions to bounce back from negative emotional experiences. Journal of Personality and Social Psychology, 86(2), 320–333.
    Freeman, C., & Knox, S. (2006). Measuring and managing employer brand image in the service industry. Journal of Marketing Management , 22, 695-716.
    Grace, D., & King, C. (2008). Building and measuring employee-based brand equity.
    European Journal of Marketing, 44, 938-971.
    Hatch, M. J., & Schultz, M. (2001). Are the strategic stars aligned for your corporate brand? Harvard Business Review, 79(2), 2009, 129-134.
    Hatch, M. J., & Schultz, M. (2003). Bringing the corporation into corporate branding. European Journal of Marketing, 37(7/8), 1041-1063
    Hartnell,C. A., Kinicki, A.Y. & Ou, A.( 2011). Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. Journal of Applied Psychology,96(4),677-694.
    Jensen, S. M., & Luthans, F. (2006). Relationship between entrepreneurs’ psychological capital and their authentic leadership. Journal of Managerial Issues,18(2),254-273.
    Guthrie, J., Kramer, R. & Murthy, V. (2011). Accounting for human capital and organizational effectiveness. In A.B. Jones,& J.C. Spender (eds). The Oxford handbook of human capital,pp. 382-399.
    Keller, K. L. (1993). Conceptualizing, measuring, and managing customer-based brand equity. Journal of Marketing, 1(57), 1-22.
    Harold, K. P., & Nolan, C. M. (2010). Fit with what? the influence of multiple self-concept images on organizational attraction. Journal of Occupational and Organizational Psychology, 83, 645-662.
    Henry, E., & Noon, M.(2008). A dictionary of human resource management .Oxford: Oxford University Press.
    Keller, K. L., & Richey, K. (2006). The importance of corporate brand personality traits to a successful 21st century business. Journal of Brand Management, 14, 74-81.
    Knox, S., & Freeman, C. (2006). Measuring and managing employer brand image in the service industry. Journal of Marketing Management, 22, 695-716.
    Kolachi, N. A., &.Memon, M. A.(2012). Towards employee branding: a nexus of HR & marketing. Interdisciplinary Journal of Contemporary Research in Business, 4(2), 46-61.
    Koenig, D. G. (1997). Mouse under glass: secrets of Disney animation & theme parks. USA: Bona Venture Press, 138.
    Kong, E., & Tsai, H. S. (2012). From globalization to competitiveness: developing human capital through HRM strategies and practices for innovation in nonprofit organizations. Proceedings of the 2012 International Conference on Human Resource Development,p.84
    Kulvisaechana, S. (2006). Human capital development in the international organization: rhetoric and reality. Journal of European Industrial Training, 30(9). 721-734.
    Laming, D.(2004). Understanding human motivation, what makes people tick?
    UK: Blackwell Publishing Ltd.
    Love, L. F., & Singh, P. (2011). Workplace branding: leveraging human resources management practices for competitive advantage through “best employer” surveys. Journal of Business and Psychology, 26(2), 175-181.
    Leka, S., & Zwetsloot, G. (2010). Corporate culture, health, and well-being. In Leka, S. & Houdmont, J. (Eds.),Occupational health psychology (pp.251-267) UK:Blackwell Publishing Ltd .
    Lepak, D. P. & Snell, S. A. (2002). Examining the human resource architecture: the relationships among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517-543.
    Lester, P. B., Luthan, S,F. & Vogelgasang, G. R.(2006). Developing the psychological capital of resilence. Human Resource Development Review,5(1), 25-44.
    Lewis, J., & Ritchie, J. (2003). Qualitative Research Practice. London: SAGE Publications Ltd.
    Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive in the organizational climate—employee performance relationship. Journal of Organizational Behavior, 29, 219–238.
    Locke, E. A., & Kirkpatrick, S. A. (1996). Direct and indirect effects of 3 core charismatic leadership components on performance and attitude. Journal of Applied Psychology, 81(1),36-51.
    Taiwan e-Learning and Digital Archives Program- Digital Taiwan: Culture and Nature (2014). History of Industrial Development in Taiwan. Retrieved from http://http://culture.teldap.tw/culture/index.php?option=com_content&view=article&catid=156:lives-and-cultures&id=1358:history-of-industrial-development-in-taiwan-part-i
    Miles, S. J., &Mangold, G. (2004). A conceptualization of the employee branding process. Journal of Relationship Marketing, 3 (2/3), 65-87.
    Miles, S. J., &Mangold, G. W. (2005). Positioning southwest airlines through employee branding. Business Horizons, 48, 535-545.
    Matsumoto, D. (2000). Culture and Psychology, People around the World 2nd Ed ,USA: Wadsworth/Thompson Learning Inc. 18-21.
    Meier, C., & Seufert, S. (2005). Strategic HRD and the role of learning business partnership. EFDM Global Focus, 7(2), 7-12.
    Punjaisri, K., & Wilson, A. (2007). The role of internal branding in the delivery of employee brand promise. Brand Management,15(1), 57–70.
    Sun & Culpan (2014) Bloomsberg News http://www.bloomberg.com/news/2014-01-17/acer-posts-record-loss-after-making-further-write-offs.html
    Urde, M. (2003). Core value-based corporate brand building. European Journal of Marketing, 37(7/8), 1017-1040.
    Wells, R. M. (2007). Outstanding customer satisfaction: the key to a talented workforce? Academy of Management Perspectives, 21(3),87-89.
    Wilson, J. P. (2005). Human Resource Development. Philadelphia USA: Kogan
    Page US.
    Wu, M.Y. (2011).”The Relationship between the HR Core Competencies and HR Internal Customer Satisfaction in Taiwan” National Taiwan Normal University International Human Resources, Taipei.
    Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychology , 62(1),6-16.

    下載圖示
    QR CODE