對於人力資源角色的扮演，近幾十年來不管是國內專家亦或是國外學者無不認為人力資源策略夥伴對組織績效有正向的影響，對於未來更視人力資源策略夥伴為組織最重要的角色之一。因此,本研究主要的目的是在探究台灣企業人力資源最高主管(1)成為組織策略夥伴之程度;(2)人力資源策略夥伴如何透過策略管理取向將人力資源策略與組織策略結合;(3)人力資源策略夥伴透過策略夥伴管理取向對組織績效與人力資源整合效能之影響;(4)透過產業特性，人力資源策略夥伴與策略管理取向之影響。本研究主要以企業組織之人力資源最高主管為受訪對象，共得到五家企業四位人力資源最高主管以及二位人力資源部門經理參與訪談，研究結果發現:
(1)組織經營決策者對人力資源最高主管之信任是影響人力資源最高主管成為策略夥伴程度之主要因素。而策略夥伴程度高之人力資源，其人力資源主要活動為組織願景之推動與建構以及人才管理與培育。
(2)策略夥伴程度高之人力資源，其人力資源策略計畫與組織策略結合時，策略管理取向為整合取向;策略夥伴程度低之人力資源，其策略管理取向則為事後取向。
(3)策略管理取向為整合取向之組織其組織績效高於事後取向。
(4)產業特性如重視科技、創新與服務者，其人力資源策略夥伴程度高，人力資源策略與組織策略結合時其管理取向為整合取向。

The main purpose of this research is trying to respond (1) the degree of strategic partner of human resource executive becomes a strategic partner in an organization in Taiwan enterprise; (2) how to integrate human resources strategy and organizational strategy through strategic management approaches; (3) the efficacy of organizational performance and human resource integrated efficacy through strategic management approaches by human resource strategic partner; (4) the efficacy of human resource strategic partner and strategic management approaches though the industry characteristic.
Human resource executives (HRE) are selected as interviewees. Four HREs and two HR managers were interviewed from five companies in five different industries. The results are listed as follow:
(1) CEO’s trust is a factor to HRE who plays as a strategic partner in an organization. Major task for a high degree of HR strategic partner focuses on promoting and constructing the organizational vision and talent management and training.
(2) A high degree of human resources strategic partner using integrated approach when it combines HR strategy and organizational strategy; a lower degree of human resources strategic partner using afterthought approach.
(3) Integrated approach presents higher organizational performance than afterthought approach.
(4) Industry characteristic such as technology, innovation and customer service, it presents a high degree of HR strategic partner. HR strategy and organizational strategy merging are integrated approach.

Power of Attorney i
Acknowledgement ii
Chinese Abstract iii
English Abstract iv
Table of Contents vi
List of Tables viii
List of Figures ix
1. Introduction 1
1.1. Research Background and Motivations 1
1.2. Research Objectives 2
1.3. Research Process 2
2. Literature Review 5
2.1. Organizational Performance 5
2.2. Human Resource Executive – Strategic Partner 9
2.3. Strategic Partner Approach Management 10
2.4. Industry Characteristic 11
3. Research Methodology and Design 13
3.1. Research Framework 13
3.2. Research Design 15
3.3. Sampling and Data Collection 17
4. Research Results and Discussion 20
4.1. HR Contribution to Organization 20
4.2. CEO-Trust 32
4.3. HR Executive as a Strategic Partner 37
4.4. HR Strategic Partner Management Approach 53
4.5. Industry Characteristics 57
5. Conclusion 61
5.1. Research finding and Result 61
5.2. Limitations and Suggestions for future Research 70
Reference – Chinese 71
Reference – English 73

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