在這現代的環境，組織的真正資產已經不是那種可以摸得到的東西，真的資產是在組織裡工作的人，人力資本已經變成公司很重要的資產。組織需要花時間在人的問題，因為最終還是由人產生業績、發明和交出價值及做出表現。教練是有關於人，它是有關於釋放人的潛能，所以，教練文化是一種加強公司資產（人）最有效的方式。
許多人以為教練指的是運動場的教練，而不適用於在職場上。雖然運用教練在台灣的職場並非盛行但教練在歐美職場已經有幾十年的歷史，有不少的國外相關學術研究發現運用教練文化帶給組織的影響力。然而在台灣，教練在職場裡還是屬於比較被埋沒的專業，希望能夠讓台灣公司透過此研究發現教練文化所帶來的好處且也發現只要抓住實施教練文化的關鍵點，其實組織裡也會很容易享有教練文化。
本研究是透過訪談方式瞭解怡和餐飲股份有限公司（台灣）如何在公司內使用教練及所得到的好處。本研究有四個發現，可供想要採用教練文化的公司做參考，研究發現要成功執行教練文化需要有四個關鍵因素：設定跟教練有關的願景、最高領導的支持、將所學到的教練知識落地及要將教練方法論變成管理風格。同時，本研究也發現組織可以依照自己的需求建立所要的教練方法論做為教練文化，而教練文化要能夠強化可以透過不斷練習且要能夠長久維持該文化，則傳承人對教練的信念扮演相當重要的角色。

In this modern environment, the real asset for an organization is no longer tangible. The real asset is the people who are working for the organization. The human capital is a very important asset in the company. Organizations has to spend time on people issues because ultimately it is people who create business, invent and deliver value and create performances. As coaching is about people, it is about unleashing the potential of people, so coaching culture is an effective way to enhance the company assets – people.
Many people would think coaches refer to sport coaches and are not appropriate for workplaces. Although using coaching in workplace is not common in Taiwan, such practices are common in United States and Europe for more than 20 years. Many foreign studies have shared about the influences and impacts of coaching in workplaces. With this study, the organizations can understand the benefits of coaching in workplace and the ease of implementing the coaching culture using the critical success factors.
This case study uses interview as methodology to understand how Jardine Restaurant Group (JRG) in Taiwan uses coaching in their organization and the benefits they get from coaching. There were four findings in this study which provides practical implications to those who would like to create coaching culture in their organizations. One of the findings has identified four critical key success factors in ensuring successful implementation of coaching culture namely setting vision related to coaching, a full support from top management, grounding what have been learned and leaders taking the lead to start using coaching in their management styles. In addition, this study also found that building coaching culture does not need to be in sequence. Organization can find the types of coaching methodologies that are suited to be used as their standard mode of operation. This study also found that through continuous learnings and cascading learnings to every employees will strengthen the culture while successor’s belief in coaching plays a very important key role in sustaining the culture.

論文審定書 i
謝誌 ii
摘要 iii
ABSTRACT iv
CHAPTER 1 INTRODUCTION - 1 -
1.1 Research Background and Motivation - 3 -
1.2 Research Objectives - 5 -
CHAPTER 2 LITERATURE REVIEW - 6 -
2.1 Coaching and coaching culture - 6 -
2.1.1. Definition of culture - 6 -
2.1.2. Definition of coaching - 7 -
2.1.3. Definition of coaching culture - 9 -
2.2 Components of coaching - 13 -
2.2.1 Quality of coaches - 18 -
2.2.2 Skillsets for coaches - 21 -
CHAPTER 3 METHODOLOGY - 34 -
3.1 Research method - 34 -
3.2 Research object - 35 -
3.2.1 Introduction of Jardine Restaurant Group (JRG) - 35 -
3.2.2 Introduction to Interviewee - 36 -
3.3 Research process and design - 37 -
CHAPTER 4 RESULTS - 38 -
4.1 Results - 38 -
4.2 Critical success factors for the implementation of coaching culture - 38 -
4.3 Identified Stages taken in implementation of coaching culture vs Hawkins’ seven steps of creating coaching culture. - 43 -
4.4 Identified ways to strengthen the coaching culture - 51 -
4.5 Identified benefits of having coaching culture in the organization - 53 -
4.6 Identified Key Elements to Sustain Coaching Culture - 55 -
4.7 Summary - 60 -
CHAPTER 5 CONCLUSION AND SUGGESTIONS - 61 -
5.1 Conclusion - 61 -
5.2 Practical Implications - 62 -
5.3 Research limitations and suggestion for the future study - 63 -
REFERENCES - 65 -
APPENDIX : Interview Questions - 69 -

Table 1 Distribution of coach practitioners and managers/leaders using coaching skills across continents - 4-
Table 2 Advantages of internal and external coaches -16-

Figure 1 Essential elements of coaching -19-
Figure 2 Essential elements for robust and sustainable coaching culture -24-
Figure 3 Hawkins’ seven steps in creating coaching culture -26-
Figure 4 Work engagement and well-being metrics for accessing coaching intervention -53-

1. Chinese references
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林澤民（2012）。教練領導行為、團隊氣氛與團隊凝聚力之研究─以足球選手為例。運動教練科學，25，25-38。
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