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系統識別號 U0002-0207200913422800
中文論文名稱 企業社會責任能否成為競爭優勢-商業模式之觀點
英文論文名稱 Corporate Social Responsibility as a Competitive Advantage – Business Model Perspective
校院名稱 淡江大學
系所名稱(中) 國際商學碩士在職專班
系所名稱(英) Executive Master's Program of Business Administration (EMBA) in International Commerce
學年度 97
學期 2
出版年 98
研究生中文姓名 陳科均
研究生英文姓名 Ke-Chun Chen
學號 795520377
學位類別 碩士
語文別 中文
口試日期 2009-06-20
論文頁數 97頁
口試委員 指導教授-黃哲盛
委員-邱世寬
委員-欒錦榮
中文關鍵字 企業社會責任  競爭優勢  商業模式 
英文關鍵字 CSR  Competitive Advantage  Business Model 
學科別分類 學科別社會科學商學
中文摘要 本研究以商業模式的觀點,分析廠商如何實施企業社會責任。並從商業模式的各項構面中,探討不同廠商間落實企業社會責任的差異,分析企業社會責任的實施如何能成為廠商的企業競爭優勢。本研究採半結構式訪談方式為研究方法。在商業模式中導入企業社會責任,研究發現其競爭優勢如下:1.在企業內成立專職企業社會責任的部門,有助於廠商建立實施企業責任的組織能力2.有助於代工廠商「注重品質」的核心價值傳達。3.有助於產業鏈上中下游廠商生產流程的節能要求,促進成本的節省。4.品牌客戶使代工廠商注重並落實企業社會責任的實施。5.有助於廠商與員工是主要受益者。廠商可獲得下單客戶的青睞。6.不管是外力因素或者自願執行企業社會責任,都有助於代工廠商獲得品牌客戶的信任選擇。
英文摘要 In this study, we analysis competitive advantages of corporate social responsibility (hereafter CSR)implementing in corporations from business model perspective. Research method is semi-structured interviewing. Investigating Business Model elements from 3 cases, this study tried to find out differences effects for corporations, which implement CSR and for other corporate, which does not. Research result also found that corporation with CSR has competitive advantages as follows: 1.They have better executive ability to practice CSR if a corporation has an individual CSR department.2.CSR leads OEM factory to deliver core value of Quality.3.Energy saving from supply chain leads to cost saving.4.Brand buyers is a key factor for OEM factory to implement CSR. 5.CSR benefits to factory and staffs.The factory, which implements CSR, will have a better chance to get orders from brand buyers. 6.Regardless motivation (by force or volunteer) of CSR implementation, the buyers trust factories with CSR even more.
論文目次 表目錄II
圖目錄III
第一章 緒論1
第一節 研究動機1
第二節 研究目的7
第三節 研究流程10
第二章 文獻探討11
第一節 企業社會責任與規範11
第二節 商業模式探討26
第三節 競爭優勢39
第三章 研究方法41
第一節 研究架構41
第二節 研究方法45
第四章 個案研究與商業模式分析49
第一節 個案一公司之訪談紀錄49
第二節 個案二公司之訪談紀錄60
第三節 個案三公司之訪談紀錄70
第四節 商業模式分析與相關命題建構75
第五章 結論與建議87
第一節 結論87
第二節 研究發現與建議89
參考文獻93
附錄97
表目錄
表2-1: 各機構對企業社會責任的定義13
表2-2: 學者對企業社會責任定義與面向區分整理15
表2-3: 常用的CSP衡量標準18
表2-4: 企業社會責任規範與面向21
表2-5: 中西學者商業模式定義彙整30
表3-1: 商業模式基本元素42
表3-2: 研究對象48
圖目錄
圖1-1: 研究流程圖10
圖2-1: Ostwerwalder 商業模式示意圖34
圖2-2: Hamel 商業模式35
圖3-1: 本研究之商業模式43
圖3-2: 研究架構圖44
參考文獻 中文:
1.方至民, 2000, 「企業競爭優勢」,台北:前程企管.
2.李信興,劉常勇,「系統性「商業模式」之觀念架構」,創業管理研究,第三卷第三期,2008,頁119-145。
3.林宜諄編,企業社會責任入門手冊,2008,台北: 天下遠見
4.林易璁,2009,商業模式對經營績效之影響-以台灣非電子公司為例證。淡江大學管理科學研究所碩士論文。許詩玉,孫子兵法入主十三名模,2009,台北.
5.馬可 愛普斯坦著,李芳齡譯,企業永續發展指南,2009,台北: 天下雜誌出版社。
6.原磊, 2007, 外國商業模式理論研究評論, 外國經濟與管理, 第29卷第10期, 2007月10月,頁17-25。
7.張景翔,2005,商業智慧與經營模式設計之文獻研究-兼論與突破式創新演化之關係。國立中央大學企管研究所碩士論文。
8.陳佩芳,「企業責任創造價值」,人籟論辯月刊,2006月11月,頁38。
9.陳雅慧,「微利時代突圍利器」,天下雜誌,第315期,頁84-87。
10.遠見雜誌,「CSR:全球企業奧運賽2009」,第273期,2009月3,頁78-115。
11.蓋瑞.哈默爾(Gary Hamel)著,李田樹李芳齡合譯,(2004),啟動革命。台北:天下遠見出版。
12.劉盈秀,2003,大同世界科技公司營運策略之探討:Hamel經營模式之應用。銘傳大學管理學院高階經理碩士論文。
英文:
1. Amit, R. & C. Zott (2001), “Value Creation in e-business.” Strategic Management Journal (22) 6-7 pp.493-520
2. Afuah, A, Tucci, C.L., 2003, Internet Business Models and Strategies: Text and Case, New York: McGraw-Hill
3. Agle B. R., Mitchell R. K. and Sonnenfeld J. A., 1999. Who Matters to CEOS? An Investigation of Stakeholder Attributes and Salience, Corporate Performance and CEO Values, Academy of Management Journal, 42(5), pp.507-525.
4. Ansoff. I. H.(1985), The New Corporate Strategy, New York NJohn Wiley & Sons
5. Ansoff, H. I. and Mcdonnel(1990), E., Implement Strategic Management, Prentice-Hall, 1990.
6. Applegate, L.M. and M. Collura. “Amazon.com, 2000” Harvard Business School Case No. 801-194, Sep. 2001
7. Barney, J.B.(1991), “Firm Resource and Sustained Competitive Advantage,” 
Journal of Management, Vol.17, No.1, pp.99~120.
8. Beardsell, Julie, 2008, “The influence of CSR disclosure on corporate governance and company performance”, Swiss Management Center, working paper.
9. Bellman, R., C. Clark, et al. (1957), “One the construction of a Multi-Stage, Multi-Person Business Game.” Operations Research 5(4):pp.469-503
10. Bowen, H.R. (1953) Social responsibilities of the businessman, New York: Harper & Row
11. Carroll, A. B (1979) “A three-dimensional conceptual model of corporate social performance”, Academy of Management Review, Vol. 4, pp497-506
12. Chesbrough, H. & R.S. Rosenbloom (2000), “ The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s Technology Spin-off Company”, Industrial and Corporate Change 11(3) pp.529-555
13. Dahlsrud, A. (2006), “How Corporate Social Responsibility is defined: An anlysis of 37 definations”, published online in Willy InterScience, 24 April 2006, DOI: 10.1021/CSR
14. Davenport K. (2000), Corporate Citizenship: A Stakeholder Approach for defining Corporate Social Performance and Identifying Measures for Accessing It, Business & Society, 39(2), pp 210-219
15. Davis, K & Blomstrom R.L., (1975), “Business and Society: Environment and Responsibility”, New York: McGraw-Hill
16. Dubosson-Torbay M., A. Osterwalder and Y. Pigneur. “ E-business Model design, classification and measurements,” Thunderbird International Business Review Vol. 44, no. 1, Jan-Feb. 2002, pp.5-23
17. Elkington, J. (1998), cannibals with forks: The Triple Bottom Line of 21st Century Business Oxford, UK: Capstone Publishing
18. Friedman, M. (1970) The social responsibility of business is to increase its profits, New York Times Magazine, pp.33+
19. Gordijn, J (2002), Value-Based Requirements Engineering – Exploring Innovative e-Commerce Ideas. Doctoral Dissertation, Amsterdam, NL, Vrije University
20. Gary, (1974), “Social Responsibility of Business Manager.”, Academy of Management Review, 17, pp 135-147
21. Goodpaster E. K. (1991), Business Ethics and Stakeholder Analysis, Applied Ethics: A Reader, Edited by Earl R. Winkler and Ferrold R. Coombs, 229-248Hay R. & Ed.
22. Hamel, G. (2000), Leading the Revolution, Boston: Harvard Business School Press.
23. Hill, C.W. L. and G.R. Jones (1995), Strategic Management theory, 3rd ed, Boston, Mass: Houghton Mifflin
24. KMLab Inc. (2000) The role of the business model in capturing value from innovation: Evidence from XEROX corporation’s technology spin off companies. Harvard Business School.
25. KLD Ratings Data: Inclusive Social Rating Criteria, 2003 KLD Research & Analytics, Inc.
26. Lamber, S. (2007), “A business Model Framework to analyse the impact of ebusiness on an existing buseiness”, Collecter Conference, 2007. 9-11 December, pp. 1-12.
27. Linder, J. and S. Cantrell (2000), “Changing Business Models: Surveying the Landscape” Accenture institute for Strategic Change.
28. Mahadevan, B. (200), “Business Models for Internet-base e-commerce: An anatomy,” California Management Review 42(4), pp. 55-69
29. Magretta, J. 2002. Why Business models matter. Harvard Business Review, 80(3), pp.86-92
30. Morris M., (2003), Schindehutte M and Allen J. The enterpreneur’s Business Model : Toward a unified perspective, Journal of Business Research, 2003, 58 (1), pp.726-735
31. Osterwalder, A. & Pigneur, Y & Tucci, L. C. (2005), “Clarifying Business Models: Origins, Present and Future of the Concept”, Communications of AIS, V. 15 Article. PP.1-16
32. Pateli, A & G. Giaglis (2003), “A framework for Understanding and Analysing e-Business Models.” Proceedings of the Bled Electronic Commerce Conference.
33. Porter, M.E. (1980), Competitive Strategy. New York, Free Press
34. Porter, M.E. (1985), Competitive Strategy. New York, Free Press
35. Porter, M.E. & Kramer, M.R. (2006) "Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility", Harvard Business Review, December 2006, pp. 78-92.
36. Porter, M.E. & Kramer, M.R. (2002) "The Competitive Advantage of Corporate Philanthropy", Harvard Business Review, December 2002, pp.5-16.
37. Rappa, M. (2004), “The Utility Business Model and the future of computing services.” IMB systems Journal 43 (1), pp.32-43
38. Richardson, James (2005), “The Business Model: An Integrative Framework for Strategy Execution”Working paper.
39. Timmers, P. (1998). “Business Models for Rlectronic Markets.” Journal on Electronic Martes 8(2): pp. 3-8
40. Viscio, A and B., Paternack (1996), “ Toward a New Business Model.” Strategy and Business 20(2)
41. Wartick, L Steven & Cochran, L. Philip (1985) “The Evolution of the Corporate Social Performance Model” Academy of Management Review, 1985, Vol. 10 No. 4, pp.758-769
42. Weill, P. and M. R. Vitale (2001). Place to space: Migrating to eBusiness Models.” Boston: Harvard Business School Press
43. Wood, D.J. (1991), Corporate Social Performance revisited, Academy of Management Review, 16, pp. 691-718
44. Zadek S., (2004), The path to corporate responsibility, Harvard Business Review 82, December, pp.125-132
45. Zsolnai,Laszlo (2006), “Competitiveness and Corporate Social Responsibility”, , CSR paper 2
網站資料:
1.ISO 2006 (CSR Guidance) http://www.iisd.org/standards/csr.asp
2.OECD多國企業指導綱領http://csr/moea.gov.tw/standards/oecdguidelines.asp
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