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研究生： 王盈之
Diane Wang
論文名稱： 人力資本開發者任務與以員工為基礎的品牌權益之研究探討
A Study on the Task of the Human Capital Developer for Brand Vision and Employee Based Brand Equity
指導教授： 賴志樫
Lai, Chin-Chien
學位類別： 碩士
Master
系所名稱： 國際人力資源發展研究所
Graduate Institute of International Human Resource Developmemt
論文出版年： 2014
畢業學年度： 102
語文別： 中文
論文頁數： 82
中文關鍵詞： 人力資本開發 、人力資本開發者 、品牌遠景 、品牌管理 、以員工為基礎的品牌權益
英文關鍵詞： human capital development, human capital developer, brand visioning, brand management, employee based brand equity
論文種類： 學術論文
相關次數： 點閱：134  下載：27 
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    • In an intensely competitive era of market uncertainty, sustaining the value of a brand is crucial for maintaining corporate competence. The vision of a brand is the blueprint of growth and the potential for a competitive breakthrough. However, due to the existence of a vision-culture gap, opportunities for growth and a breakthrough are sometimes limited. Acer suffered a tremendous net profit loss amounting to NT$20.6 billion (US $685 million) in 2013, acknowledging missteps in the past on resource allocation. Human capital has been acknowledged as the most important organization resource that is needed to develop competitive advantage and innovation. Literature provides evidence that alignment between customers and employees is possible when marketing and human resource is locked in a strategic fit. Thus, this study explores the role of the human capital developer in Taiwan industries, investigating the human capital development process of brand building and the outcomes on brand equity. The study aimed to standardize a brand building process for human resource practice. Through qualitative interviews and small scale quantitative investigations of several “Taiwan Excellence” awarded brands, results showed the perceived different approaches used in enterprises for brand building, with the general tasks sorted out by the researcher. Furthermore, results of this study provide a better understanding of employee based brand equity in Taiwan.

    In an intensely competitive era of market uncertainty, sustaining the value of a brand is crucial for maintaining corporate competence. The vision of a brand is the blueprint of growth and the potential for a competitive breakthrough. However, due to the existence of a vision-culture gap, opportunities for growth and a breakthrough are sometimes limited. Acer suffered a tremendous net profit loss amounting to NT$20.6 billion (US $685 million) in 2013, acknowledging missteps in the past on resource allocation. Human capital has been acknowledged as the most important organization resource that is needed to develop competitive advantage and innovation. Literature provides evidence that alignment between customers and employees is possible when marketing and human resource is locked in a strategic fit. Thus, this study explores the role of the human capital developer in Taiwan industries, investigating the human capital development process of brand building and the outcomes on brand equity. The study aimed to standardize a brand building process for human resource practice. Through qualitative interviews and small scale quantitative investigations of several “Taiwan Excellence” awarded brands, results showed the perceived different approaches used in enterprises for brand building, with the general tasks sorted out by the researcher. Furthermore, results of this study provide a better understanding of employee based brand equity in Taiwan.

    ABSTRACT.........................................II ACKNOWLEDGEMENT..................................III TABLE OF CONTENTS.................................V LIST OF FIGURES..................................VI LIST OF TABLES...................................VII CHAPTER I INTRODUCTION.................................1 Background of the Study........................................1 Problem Statement of the Study........................................7 Significance of the Study........................................7 Research Objectives..........................8 Research Questions...........................9 Delimitations and Limitations................9 Definition of Key Terms.....................10 CHAPTER II LITERATURE REVIEW................13 Corporate Culture and Brand Identity........13 Vision......................................17 Employee Brand Building Behavior ...........19 Human Capital Developer.....................25 Employee- Based Brand Equity......................................31 Relevant Studies on organization culture and brand equity.33 Relevant Studies on Vision, Organization Culture and Brand Building...34 CHAPTER III RESEARCH METHODS...............35 Research Approach..........................35 Research Framework.........................36 IV Research Procedure.........................37 Research Objectives and Participants.......39 Instrument of the Study....................40 Data Collection and analysis...............40 Reliability and Validity of Study..........43 CHAPTER IV FINDINGS AND DISCUSSIONS........45 Introduction to the Case Companies.........45 The Categories of Business Types...........48 HCD Tasks and Competencies.................49 The HCDs role in Managing Vision-Culture Gap....55 The Effects on Employee Based Brand Equity......59 Other Findings..................................62 CHAPTER V CONCLUSIONS AND RECOMMENDATIONS.......69 Conclusions.....................................69 Recommendations.................................70 REFERENCES......................................72 APPENDIX A: INVITATION LETTER…..................77 APPENDIX B: INTERVIEW QUESTIONS.................78 APPENDIX C: QUESTIONAIRE.................…......79

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