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改變領導力—全球脈絡數位轉型計畫之遠距執行

為了解決Office Building Desi的問題，作者許雅莉 這樣論述：

Digitalization triggers changes on a large scale. Ultimately, this trend has been accelerated through the COVID-19 pandemic. Due to the disruption of global value chains, companies face significant challenges. Yet, implementing ERP (Enterprise Resource Planning) systems to address these obstacles a

lso bears opportunities to introduce automation and develop their operations. In line with recent developments, the question of how to execute the implementation remotely under consideration of cross-cultural characteristics to support a prosperous outcome arises. This study seeks to develop specifi

c recommendations providing for both aspects. Considering recent literature, the present paper combines two research perspectives. The impact of culture on leadership, on the one hand, and on change management, on the other hand, is assessed. Based on these insights, a theoretical model for cross-

cultural change leadership could be developed. Building on the three core ideas of change management – being able, being allowed, and wanting – the people-centric change approach targets communication, trust, participation, and decision-making in particular. In an international environment, culture-

conscious change leadership recognizes cross-cultural characteristics to tailor change measures to individual preferences. Hence, willingness and, thus, commitment and motivation for the change initiative are increased. In turn, resistance is decreased, and the phase of integration can be achieved m

ore easily. The theoretical implications of the model were evaluated throughout a qualitative analysis. Building on the practical insights and experiences of the case company HYDAC, the study was further expanded by integrating remote practices in global digitalization projects. Moreover, country pr

ofiles and cross-cultural classification of Spain and Germany, focused on in the present case, allow assessing the economic and social environment. As a result, the analysis emphasized the significance of uncertainty avoidance, Culture Types, communicating, leading, and trusting. Being aware of the

se characteristics facilitates establishing a positive change environment and thus, allows change allies to emerge. Yet, the remote implementation poses additional hurdles which the proposed five-pillar approach can counteract. Practice, documentation, communication, standardization, and personal re

lations should receive special attention to support the project collaboration and thus, ensure a successful outcome. Further quantitative research and practical assessment of this guideline could complement the presented approach. Overall, this study concludes that culture-conscious change leadershi

p supports the remote implementation of digital transformation projects.

新媒體藝術實務導向指導實踐之個案研究

為了解決Office Building Desi的問題，作者楊詩涵 這樣論述：

實務導向研究（practice-led research）在創作領域的發展已成為不可忽視的主流之一，其監督指導在研究生素質、學位論文及其學術成果方面扮演重要的角色。超越學科分類知識與技術的跨科際(transdisciplinarity)教育與研究也逐漸成為顯學，使得創作型實務導向研究有朝向跨科際邁進的趨勢。新媒體藝術(new media art)的興起，便是讓創作研究的形式、議題、結果和應用多包含了人文、科學與社會多重領域的相互對話。在跨科際的創作結構下，台灣高等教育藝術指導者如何經驗或看待實務導向研究指導過程，其多樣知覺尚未被明確理解，對於指導的策略方法選取也並未清晰剖析。為揭示台灣藝術實

務導向研究指導者在跨科際的結構裡，指導的實際指導現象，故以新媒體藝術為範疇進行研究。研究目的為:一、探索台灣高等教育藝術指導者對新媒體藝術實務導向研究之學位指導認知。二、闡述台灣高等教育藝術指導者對新媒體藝術實務導向研究之實際指導內容與策略。三、說明台灣高等教育藝術指導者對新媒體藝術實務導向研究的自我定位與反思。透過個案研究，以不斷比較分析法來拆解資料，在文本與特定研究情境下的特定現象間穿梭遊走，以建立一個視域融合的詮釋性表述。研究結果:一、新媒體藝術實務導向研究以動態平衡的方式存在，且是賦權研究者的一個過程。二、新媒體藝術實務導向研究之實際指導內容包括純粹的創作態度、為求溝通與連結的邏輯書寫

、彈性的研究發展與結果呈現。三、多元化的新媒體藝術實務導向研究之實際指導策略包含，重視個體差異與社會現實的新媒體藝術創作研究指導，以個體異質性為出發的論述書寫指導，解決實際困境的問題導向教學，及論述、作品、展演所建構出的彈性評估機制。四、新媒體藝術實務導向研究指導者以多重角色自我定位，且師生關係為表意性秩序與工具性秩序共存的交流互動。五、新媒體藝術實務導向研究指導者，需有尊重次文化的指導態度與能力。最後提出新媒體藝術實務導向研究之實務指導建議。希冀透過本研究之詮釋，能提升對實務導向研究在跨科際架構中的理解，提升台灣藝術創作研究指導者的指導能量與品質。