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少子化對教育服務業之組織能耐與競爭優勢調整之探討 = The Effec...

國立高雄大學國際高階經營管理碩士在職專班(IEMBA)

少子化對教育服務業之組織能耐與競爭優勢調整之探討 = The Effects of Low Birth Rate on the Adjustments of Organizational Capability and Competitive Advantage of Educational Service Provider：A Case Study of Johnathan Language School : 以強納生美語為例

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	The Effects of Low Birth Rate on the Adjustments of Organizational Capability and Competitive Advantage of Educational Service Provider：A Case Study of Johnathan Language School
副題名:	以強納生美語為例
作者:	柴雨茜,
其他團體作者:	國立高雄大學
出版地:	[高雄市]
出版者:	撰者;
出版年:	2012[民101]
面頁冊數:	56面圖，表格 : 30公分;
標題:	少子化
標題:	low birth rate
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/12314777198797565411
附註:	參考書目：面47-50
其他題名:	以強納生美語為例
摘要註:	由於少子化的衝擊，讓台灣許多教育相關的企業面臨招生困難的窘境，但還是有許多補教企業逆勢成長，在同業紛紛減班或停止營業之際，不僅單一分校的學生人數不減反增，更積極開辦分校顯現出相當不錯的經營績效。但究竟這些企業是如何辦到的呢？本研究從資源基礎觀點(resource-based view, RBV)來探討「強納生美語」成立近10年來如何有效的運用其內外部的資源，逐漸地累積企業獨特的組織能耐(distinctive competencies)，而此一獨特的組織能耐又正是轉化成企業競爭優勢的依據。研究結果發現強納生美語在（1）實體資源能力之「設備資源」、「地理位置」、「財務資源」、「提供的課程與服務」；（2）人員能力資源之「專業人員取得」、「教育訓練與教學方法」、「員工歷練」、「學生表現」；（3）組織能力資源之「與學生及家長的互動」、「社會資本」、「工作團隊」等項目相較於同業均有其獨特之作法。不過，強納生美語除持續加強組織資源強化提升組織能耐之外，仍可考慮透過各種市場調查的管道找到值得「深耕」的學區，並以「內部創業」的方式，鼓勵企業內的資深老師或行政主管參與公司的經營，而對於行政人員培養的重要性也應該和專業教師同等看待。 Due to the impacts of low birth rate, many education-related enterprises in Taiwan face the same awkward situation that they find it difficult to enroll new students. However, in some cram schools, business growth still can be found. While many cram schools in the fellow industry are successively decreasing the number of their classes or closing their business, some schools have the number of their students increased, instead of being decreased. They even actively open new branches, which also appear to have quite satisfactory business performance. But how can these enterprises achieve such result? The study takes resource-based view to explore how Johnathan Language Center, which has been established for almost ten years, effectively uses its internal and external resources, and gradually accumulate distinctive competencies of the enterprise. In fact such distinctive competencies are just the basis for the enterprise to create its competitiveness. As found in the research results, Johnathan Language Center has more distinctive practices than other schools in the fellow industry in different aspects: (1) Substantial resource capability, including “equipment resources”, “geographical location”, “financial resource”, as well as “curricula and services”; (2) Staff capability resources, including “acquisition of professional staff”, “educational training and instruction methods”, “working experience of staff”, and “performance of students”; and (3) Organizational capability resources, including “interaction with students and parents”, “social capital”, and “working team”. Nevertheless, JohnathanLanguageCenter not only keeps on strengthening its organizational resources and promoting its competencies, but also considers looking for some other school districts worthy of “in-depth development” through different kinds of market survey channels. By the way of “internal business establishment”, JohnathanLanguageCenter encourages senior teachers or chief executive officers with rich working experience in the enterprise to involve in the operation of the enterprise. And the importance of cultivating executive staff should also be equivalent to that of cultivating professional teachers.

少子化對教育服務業之組織能耐與競爭優勢調整之探討 = The Effects of Low Birth Rate on the Adjustments of Organizational Capability and Competitive Advantage of Educational Service Provider：A Case Study of Johnathan Language School : 以強納生美語為例
柴, 雨茜

少子化對教育服務業之組織能耐與競爭優勢調整之探討 = The Effects of Low Birth Rate on the Adjustments of Organizational Capability and Competitive Advantage of Educational Service Provider：A Case Study of Johnathan Language School : 以強納生美語為例 / 柴雨茜撰 - [高雄市] : 撰者, 2012[民101]. - 56面 ; 圖，表格 ; 30公分.
參考書目：面47-50.
少子化low birth rate

少子化對教育服務業之組織能耐與競爭優勢調整之探討 = The Effects of Low Birth Rate on the Adjustments of Organizational Capability and Competitive Advantage of Educational Service Provider：A Case Study of Johnathan Language School : 以強納生美語為例
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330 $a 由於少子化的衝擊，讓台灣許多教育相關的企業面臨招生困難的窘境，但還是有許多補教企業逆勢成長，在同業紛紛減班或停止營業之際，不僅單一分校的學生人數不減反增，更積極開辦分校顯現出相當不錯的經營績效。但究竟這些企業是如何辦到的呢？本研究從資源基礎觀點(resource-based view, RBV)來探討「強納生美語」成立近10年來如何有效的運用其內外部的資源，逐漸地累積企業獨特的組織能耐(distinctive competencies)，而此一獨特的組織能耐又正是轉化成企業競爭優勢的依據。研究結果發現強納生美語在（1）實體資源能力之「設備資源」、「地理位置」、「財務資源」、「提供的課程與服務」；（2）人員能力資源之「專業人員取得」、「教育訓練與教學方法」、「員工歷練」、「學生表現」；（3）組織能力資源之「與學生及家長的互動」、「社會資本」、「工作團隊」等項目相較於同業均有其獨特之作法。不過，強納生美語除持續加強組織資源強化提升組織能耐之外，仍可考慮透過各種市場調查的管道找到值得「深耕」的學區，並以「內部創業」的方式，鼓勵企業內的資深老師或行政主管參與公司的經營，而對於行政人員培養的重要性也應該和專業教師同等看待。 Due to the impacts of low birth rate, many education-related enterprises in Taiwan face the same awkward situation that they find it difficult to enroll new students. However, in some cram schools, business growth still can be found. While many cram schools in the fellow industry are successively decreasing the number of their classes or closing their business, some schools have the number of their students increased, instead of being decreased. They even actively open new branches, which also appear to have quite satisfactory business performance. But how can these enterprises achieve such result? The study takes resource-based view to explore how Johnathan Language Center, which has been established for almost ten years, effectively uses its internal and external resources, and gradually accumulate distinctive competencies of the enterprise. In fact such distinctive competencies are just the basis for the enterprise to create its competitiveness. As found in the research results, Johnathan Language Center has more distinctive practices than other schools in the fellow industry in different aspects: (1) Substantial resource capability, including “equipment resources”, “geographical location”, “financial resource”, as well as “curricula and services”; (2) Staff capability resources, including “acquisition of professional staff”, “educational training and instruction methods”, “working experience of staff”, and “performance of students”; and (3) Organizational capability resources, including “interaction with students and parents”, “social capital”, and “working team”. Nevertheless, JohnathanLanguageCenter not only keeps on strengthening its organizational resources and promoting its competencies, but also considers looking for some other school districts worthy of “in-depth development” through different kinds of market survey channels. By the way of “internal business establishment”, JohnathanLanguageCenter encourages senior teachers or chief executive officers with rich working experience in the enterprise to involve in the operation of the enterprise. And the importance of cultivating executive staff should also be equivalent to that of cultivating professional teachers.
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