組織發展與策略管理的二重奏：策略形成歷程是什麼？

A Dual Performing by Organization Development and Strategy Management: What is the Strategy Formation Process?

本文所呈現的乃三位作者（組織心理學家、策略管理學者、人力資源專業工作者）於2001 年一同擔任MK 實業策略顧問，以組織發展與策略管理的雙重視角，看待實踐現場的臨床個案史。主要聚焦的論述重點在於：「策略形成歷程是什麼」的理論性認識，並以個案文本闡述：為何需視策略形成歷程為一組內在複雜結構、該組結構可能是什麼、以及為何這樣的理論性認識是重要的。最後，並討論了組織臨床研究方法的效度與知識論議題，也討論了本研究在以下領域的意涵：策略管理、組織文化、組織行為的本土心理學、組織學習。

What this article presents is a consultation project in MK Corporation, where three authors (one is organization psychologist, another is strategy management scholar, and the other is human resources worker) involved in the strategy planning in 2001 by double visions of organization development’s perspective and strategy management perspective. The major discourse proposed in this paper is: the theoretical frame to look at “what is strategy formation process”, why we need to use a “complex internal structure” frame to deal with “strategy formation process”, what is the template of this “complex internal structure”, and why we need that frame. The implementation for academic domains of strategy management, organizational culture, indigenous psychology in organizational behavior, and organizational learning, are also discussed.