近年來，台灣傳統產業面臨競爭環境出現急遽的轉變，在一片討論傳統製造業如何邁出夕陽工業的命運之中，仍有一些企業默默享受著成功經營下的果實，搭配著人力資源實務，創造出獨特的競爭優勢與價值，戰勝經濟不景氣與全球化經濟下帶來的競爭威脅。本研究利用個案研究法，以十家在台灣傳統製造業內組織績效表現良好且曾經進行轉型或相關成長之活動的公司為研究對象，深入探究台灣傳統製造業如何在面臨不同的轉型成長機會時，根據其所選擇的不同策略，強化與培養不同的人力資源能力並以相關的人力資源實務配合，結合共同適用的核心實務，以取得組織具競爭優勢之能力，創造出組織良好績效。本研究將以這普遍性觀點（universalistic perspective）的內部適配（internal fit）以及情境觀點（contingent perspective）的外部適配（external fit），分別探索企業人力資源實務間的內部相互適配狀況，提出一組適合所有台灣傳統製造業的人力資源核心實務，以作為整體人力資源實務的中心作為；另外，以外部適配的角度出發，探討人力資源實務與公司策略的適配情形，針對採行改造策略架構、振興資源、改造流程以及強化關係等四種不同的轉型成長策略下發展的公司，提出不同情境下應當實施的人力資源實務，以強化與取得轉型成長策略所需要的動態人力資源能力。因此，本研究透過個案公司深度訪談稿，並輔以國內、外相關文獻，推導出以下命題：

命題一：台灣傳統製造業的人力資源核心實務為：招募人才時注重人格特質－以工作價值觀之穩定性、敬業精神與員工紀律為主、高底薪、廣泛的福利措施、以現金方式發放的激勵性薪資、行為導向與結果導向的績效評估、工作在職訓練與技能發展、從內部晉升、勞資關係和諧、長期雇用的工作保障等九項措施。若公司採行這九項措施的程度愈高，愈能夠達成組織競爭優勢，取得員工具高度承諾與公司特定知識與技能之人力資源能力並獲得良好的組織績效。

命題二：不同的轉型成長著力點，相對應的人力資源實務也不同。轉型策略著力點包含策略架構、資源、流程、與關係四種。

命題三：以改變策略架構為著力點的轉型成長策略，在人力資源實務上，特別注重創新性能力的取得與培養，以強勢文化再造迅速扭轉人員價值，有別於過往支持舊有策略架構的既有的知識與能力。

命題四：以振興資源為著力點的轉型成長策略，在人力資源實務上，偏向強化性能力的取得與培養，以強化與保留原有的核心技術，將核心技術進一步升級，藉以擴展潛在客戶市場。

命題五：以改造流程為著力點的轉型成長策略，在人力資源實務上，偏向參與性能力的取得與培養，以增進作業效率，達到降低成本、提高品質的主要目的。

命題六：以強化關係為著力點的轉型成長策略，在人力資源實務上，偏向服務性能力的取得與培養，以與利益關係人或團體間的能力截長補短，協助企業競爭優勢的發展。

The traditional manufacturing industry in Taiwan in these few years have been severely challenged by the changing business environment. Under the public opinions that how the traditional industry gets rid of the fate of becoming the declining industry, there are still some companies achieving their success implicitly. To accompany with human resource practices, they create unique competitive advantages and values to overcome the threat by the economic depression and globalization competitiveness. A case study method is used in this thesis. Ten companies in traditional manufacturing industry with superior organizational performance and histories of transformation or related actions for business growth are targeted to explore how the traditional manufacturing industry strengthens or develops different human resource abilities according to different transformation strategies while facing different evolutional opportunities. In this thesis, internal fit of universalistic perspective and external fit of contingent perspective are used to investigate the internal mutual fitness among the human resource practices within the organization respectively. A set of core human resource practices which fit the characteristics of traditional manufacturing industry in Taiwan will be proposed as the core of integrated human resource practices. In addition, from the point of external fit, this thesis also explores the fitness of human resource practices and organizational strategies. To the companies with different transformation strategies, including changing strategic frame, investing resources, changing processes, and solidifying relationships, appropriate human resource practices should also be addressed to strengthen and develop the correspondent dynamic human resource abilities as needed. Therefore, the following propositions are proposed in terms of the inductive inference of interviewing with the ten cases and reviewing the related literature extensively.

Propositions 1: The core human resource practices for traditional manufacturing industry in Taiwan are: Focus on employees’ steadiness, hard-working spirits, and employee disciplines while recruiting, high wages, extensive benefits, incentives with cash payment, behavior-oriented and results-oriented performance appraisal, on-the-job training and skill development, promotion from within, harmonious employer-employee relationship, and long-term job security. The more the organization implements those practices, the more the organization could attain competitive advantages and receive superior organizational performance.

Propositions 2: In accordance with different transformation and growth anchors, the human resource practices are also different. There are four anchors of transformation strategies including strategic frames, resources, processes, and relationships.

Proposition 3: In terms of reengineering strategic frames as the transformation strategy, the organization should emphasize innovative ability while implementing human resource practices. To reverse employees’ value by hard-culture reengineering, the organization could receive knowledge and ability which is different from the one supporting the old strategic frames.

Proposition 4: In terms of investing resources as the transformation strategy, the organization should emphasize intensive ability while implementing human resource practices. To intensify and retain the original core techniques, the organization could upgrade the core techniques to the advanced level in order to expand the potential markets.

Proposition 5: In terms of changing processes as the transformation strategy, the organization should emphasize participative ability while implementing human resource practices. The organization could accentuate operation efficiency in order to attain the main purposes of reducing cost and improve quality.

Proposition 6: In terms of solidifying relationships as the transformation strategy, the organization should emphasize service ability while implementing human resource practices. The organization could draw on the strength of each to offset the weakness of the other among the stakeholders in order to develop competitive advantages.

第一章 緒論---------------------------------------------1
第一節 研究背景與動機-----------------------------------1
第二節 研究目的---------------------------------------3
第三節 研究流程---------------------------------------4

第二章 文獻探討-----------------------------------------5
第一節 傳統產業定義-----------------------------------5
第二節 企業轉型---------------------------------------9
第三節 企業競爭優勢----------------------------------19
第四節 策略性人力資源管理----------------------------22

第三章 研究方法----------------------------------------31
第一節 個案研究法------------------------------------31
第二節 研究架構--------------------------------------32
第三節 研究過程--------------------------------------33

第四章 個案公司研究分析--------------------------------37
第一節 A個案公司訪談分析-----------------------------37
第二節 B個案公司訪談分析-----------------------------48
第三節 C個案公司訪談分析-----------------------------61
第四節 D個案公司訪談分析-----------------------------67
第五節 E個案公司訪談分析-----------------------------76
第六節 F個案公司訪談分析-----------------------------86
第七節 G個案公司訪談分析-----------------------------97
第八節 H個案公司訪談分析----------------------------107
第九節 I 個案公司訪談分析---------------------------120
第十節 J 個案公司訪談分析---------------------------135

第五章 個案綜合分析與命題發展-------------------------146
第一節 人力資源管理核心實務—普遍性觀點-------------146
第二節 策略性人力資源管理—情境觀點-----------------153

第六章 結論與建議-------------------------------------170
第一節 研究結論-------------------------------------170
第二節 研究建議-------------------------------------175

參考文獻-----------------------------------------------176
附錄一 訪談邀請函-------------------------------------186
附錄二 訪談問題大綱-----------------------------------188

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