Please use this identifier to cite or link to this item: http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/84888
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dc.contributor賴志樫zh_TW
dc.contributorLai Chih Chienen_US
dc.contributor.author王盈之zh_TW
dc.contributor.authorDiane Wangen_US
dc.date.accessioned2019-08-28T01:57:34Z-
dc.date.available2014-8-21
dc.date.available2019-08-28T01:57:34Z-
dc.date.issued2014
dc.identifierGN060086003I
dc.identifier.urihttp://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=%22http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22GN060086003I%22.&%22.id.&
dc.identifier.urihttp://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/84888-
dc.description.abstractIn 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.zh_TW
dc.description.abstractIn 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.en_US
dc.description.sponsorship國際人力資源發展研究所zh_TW
dc.language中文
dc.subject人力資本開發zh_TW
dc.subject人力資本開發者zh_TW
dc.subject品牌遠景zh_TW
dc.subject品牌管理zh_TW
dc.subject以員工為基礎的品牌權益zh_TW
dc.subjecthuman capital developmenten_US
dc.subjecthuman capital developeren_US
dc.subjectbrand visioningen_US
dc.subjectbrand managementen_US
dc.subjectemployee based brand equityen_US
dc.title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zh_TW
dc.titleA Study on the Task of the Human Capital Developer for Brand Vision and Employee Based Brand Equityen_US
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