情急智生：探索口罩國家隊急興拼創的歷程

Emergency Bricolage: A Case Study of the National Face Mask Team in Taiwan

面對新冠肺炎的危機，在時間有限與資源制約的情境中，許多組織往往在危急中自亂陣腳或束手無策。在此急迫情境下，組織如何能化險為夷，立即發展出解決方案是值得探索的研究議題。本文以「口罩國家隊」這個臨時性組織，在40天內迅速拼創出92套口罩機為例，透過隨創(bricolage)理論為分析觀點，探索如何「急興拼創」的歷程；經由質性的資料分析，本文提出三個研究發現：第一、急興拼創歷程中的四個階段，包括急迫期的制定目標、摸索期的化零為整、磨合期的建章立制、擴大期的依法量產等歷程。第二、急興拼創的三個工作實務，分別是調動資源、校準資源與賦名資源。第三、急興拼創有拼湊資源、拼創行為與正名思維之本質。本研究據此研究發現提出理論與管理意涵。

Amidst crises like the global pandemic, organizations faced with high uncertainty struggle with confusion or helplessness as they strive to initiate and execute novel solutions while constrained by time and resources. It is more imperative than ever for scholars to explore how organizations move from peril into safety in response to emergencies. This study focuses on the National Face Mask Team in Taiwan, a temporary organization formed with government support, which efficiently established 92 mask production lines within 40 days to address immediate and future needs. Based on and extending bricolage theory, we qualitatively analyzed team processes, framing them as emergency bricolage. We found that emergency bricolage entails: 1) a four phase structure, specifically goal-setting during the urgent phase, then integrating parts into a greater whole during exploration, formulating regulations and practices during adjustment, and achieving mass production while ensuring regulatory compliance during steady and fast growth; 2) three work practices central to the process, namely mobilizing resources, aligning resources, and framing resources; and 3) three core features playing crucial roles - resource assembly, desperate creativity, and legitimation. The study offers theoretical and practical implications based on the findings.