本研究以北美地區某著名家電品牌M公司，作為個案公司與研究樣本。M公司於1977年在北美成立，至今四十一年。2003年於廣州成立子公司、2006年於蘇州設立關係企業、2011年在台北成立關係企業。2017年起，為因應企業成長需求，陸續進行企業轉型策略調整，期能達到新願景及為新績效奠定堅實基礎。本研究目的在探討M公司企業轉型時可運用的策略人力資源管理，並建議可採取的人力資源戰略與規劃，提供M公司參考。
壹、 研究發現
本研究透過深度訪談方式，發現M公司企業主過去屬於傳統人事的觀念，並不重視人力資源管理在現代企業中的功能與作用，此次第五波的企業轉型，企業主發現中高階領導人才培育缺口、產品開發與新型市場營銷人才的招募需求、以及從B2B轉型為B2B2C經營模式對於新通路之銷售人才的整合需求。
貳、 研究建議
一、建議美國總部評估成立獨立人力資源部門的可行性，以利整體企業發展策略與目標。二、建議規劃中高階人才招募與培育計畫。三、建議規劃與展開人才訓練，特別是新型態的電商銷售人才招募與訓練。四、建議檢視顧客服務管理與物流管理對業績和產品的影響。

This case study focuses on a well-known home appliance brand in North America. Founded in 1977, M Company has established its own brand and transformed itself from a giftware importing agent and gift shop retailer into a home appliances company. It has also established subsidiaries (business units) in Guangzhou in 2003, Suzhou in 2006, and Taipei in 2011 (Suzhou and Taipei are joint-partnership entities). In 2017, M Company marked its 40th year in business. The purpose of this study was to explore the types of strategic human resource management that can be used in the transformation of M Company and to propose a human resources strategy and form of planning that can be adopted by the company.
1. Research Findings
Through in-depth interviews, it was found that M Company’s owner used to run the business in a traditional manner. They did not attach great importance to the function and role of human resource management in modern enterprises. However, they noted gaps in middle and high-level leadership, product development, and marketing. To address these gaps, during M Company’s planned fifth round of transformation, it must integrate recruitment demands for product and marketing talents with new sales channels to transform from a B2B to a B2B2C business model.
2. Research Suggestion
3. First, the US headquarters should evaluate the feasibility of establishing an independent human resources department to benefit the overall corporate development strategy and objectives. Second, high-level talent training programs should be planned. Third, talent training and planning must be introduced, especially for new types of e-commerce sales, talent recruitment, and training. Last, the impact of customer service and logistics management on performance and products should be examined.

Tables of Contents
Verification Letter from the Oral Examination Committee …………………….........ii
Chinese Abstract ………………..…………………...………………………………iii
English Abstract…………………………………………….………………………...iv
Figures and Tables …………..……………………………...…........................……..vi

Chapter 1 INTRODUCTION
1.1 Research Background and Motive …………………………………………..1
1.2 Research Purpose…………………………………………………………….7
1.3 Research Scope ………………………………………………………………7
Chapter 2 LITERATURE REVIEW
2.1 Enterprise Transformation ……………………….........................................8
2.2 Organizational Change ……….………………............................................10
2.3 Strategic Human Resource Management (SHRM) …..……………….…...11
2.4 Human Resource Planning (HRP) ………………………………………....21
Chapter 3: RESEARCH METHOD
3.1 Research Object ……………………………………………………………26
3.2 Research Method ……………………………………………......................27
3.3 Research Structure…….………………………............................................31
3.4 Research Process……………………………………………………………32
3.5 Data Analysis Method ……………………………………………………...33
Chapter 4: CASE STUDY
4.1 Competitive Background …….…………………………………………….36
4.2 Mission Statement and Corporate Culture………………………………….41
4.3 The Enterprise Transformation Cycle of M Company …………………….41
4.4 Company Size and Function………………………………………………..42
4.5 The Enterprise Transformation Strategy & Data Analysis ………………...44
4.6 Analysis Results ……………………………………………………………62
Chapter 5 CONCLUSION AND SUGGESTION
5.1 Research Limitation ……………………………………………………......68
5.2 Research Finding ………………………………………………………….. 68
5.3 Research Suggestion ……………………………………………………….69
REFERENCES
APPENDIX 1: Interview Questionnaire


Figures
Figure 1.1: 10 Year USD vs. Chinese Yuan, Bloomberg2018 ………………………..3
Figure 1.2: 5 Year Copper Prices and Price Charts, InfoMine2018 …………………..4
Figure 3.2.2: Seven points in the interview process …………………………………30
Figure 3.3: The Research Structure ………………………………………………….31
Figure 3.4: Research Process of the Case Study ………………………...…………..32
Figure 4.1.1: NPD Top 10 Models (POS $) 2017 ………………………………...…38
Figure 4.1.2: NPD Top 10 Brands (POS $) 2017 ……………………………...…….38
Figure 4.4: Company Size of Major Function in BUs of M Company …….………..43

Tables
Table 2.1: Definition of Enterprise Transformation ……………………………….….8
Table 2.2: Definition of Organizational Change ……………………………...…..... 11
Table 2.3.1: The Definition of Strategic Human Resource Management …………...12
Table 2.3.2: Three Eras of Human Resource Strategy ………………………………14
Table 2.3.3: Strategic HRM and Organization Change Degree ……………………..15
Table 2.3.4: Three Human resource strategies that match Porter’s Competitive
Strategy Theory ………………………………………………………...19
Table 2.3.5: Enterprise Strategy vs. Organization vs. Strategic HRM ………………20
Table 2.4.1: The Meaning of Human Resource Planning (HRP) ……………………21
Table 2.4.2: The Type of Human Resource Planning ………………………………..25
Table 2.4.3: The Matching between environmental uncertainty and time horizon of HRP …………………………………………………………………….26
Table 3.2.2: The Comparison Table of Interview Method Classification …………...28
Table 3.5.1: SWOT Matrix …………………………………………………………..35
Table 4.1.1: Top 5 Rice Cooker in USA Market …………………………………….37
Table 4.3: The Enterprise Transformation Cycle of M Company …………………...41
Table 4.4: Company Size of Major Function in BUs of M Company ……..………..43
Table 4.6: The Suggestion for Strategic HRM & Human Resource Planning of M Company ………………………………………………………………...63

English

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