在消費意識與消費型態的歷史更迭中,馬克思所架構的批判情境,已經有所轉變,尤其在後現代社會中,資本主義的宰制性更出現了不同於以往的情形,因此本篇論文期望藉著對消費領域的探討,了解消費主義在早期及現代資本主義中所扮演的角色,並剖析消費社會的壟斷機制之運作邏輯,是否產生質變與量變.在論文的安排上,首先介紹消費主義的各種理論觀點,再討論資本主義的壟斷本質,分別以馬克思主義,法蘭克福學派和後現代主義,來釐清資本主義的壟斷機制;另外進入符號消費的後現代社會,探討人們在虛構的享樂世界中,追求想像式的歡愉, 發覺當現代社會進入後工業階段,馬克思所痛訴的資產階級對生產領域的壟斷, 未曾消失,資產階級對人們的控制,反而橫跨在生產和消費兩大領域.

本篇論文主要是以藏傳佛教的格魯派所詮釋的中觀應成派思想，來反思Axel Honneth批判理論。雖然兩者都共同關懷如何解決現實的痛苦，都努力提出一個能夠具體解決當前人類不滿的實踐方案，但由於兩者所辨認的痛苦成因有所差異，因此提出了不同的解決之道。本篇論文站在中觀應成派「二諦」的角度，認為Honneth所提出的批判理論並沒有正確地辨認出痛苦的根源「自性執」，而僅僅提出了「世俗諦」層次的解決方案，因而無法真正地對症下藥，從根源之處解決痛苦。 本篇論文企圖論證以下兩個命題：第一，我們必須正確地掌握「作為痛苦的根源的自性執」，如果不透過這個步驟，就沒有辦法根本地解決痛苦。進一步我們應該要了解到，Honneth批判理論本身也是自性空的，否則一個企圖解決痛苦的理論資源，本身反而就是增加痛苦根源的一部份。第二，由於「黑格爾左翼的批判理論」所提倡的「具體地提出具有交互主體性的解決痛苦的實踐方案」這個訴求是作為中觀應成派與批判理論的共同關懷，因此，我也企圖說明從「二諦」的觀點出發，並不會與這個基本關懷相衝突，如此一來，就能夠說明以中觀應成派的二諦作為分析基礎，是具有社會實踐的潛力的。 為了論證這兩個命題，本文的章節安排如下。首先，第一章作為導論，說明全篇文章的論證架構。第二章則說明Honneth所定位的批判理論，即「黑格爾左翼」及其重要的概念「內在超越」的意涵。這樣的方法論特別強調了「對當前的痛苦提出具體的實踐性解決方案」的訴求。在第三章中，我把焦點放在Honneth所提出的「為承認而鬥爭」的批判理論模型，主要的目的是概要出承認理論的根本命題。在第四章中，我會討論中觀應成派的幾個主要概念，即「所破」和「二諦」，希望透過這三個概念能夠概要出格魯派思想的核心，並以此為基礎來形成反省Honneth批判理論的基礎架構。第五章則具體地說明「Honneth承認理論各個概念的空性」。我將從中觀應成派的思想中，提取較為相關的討論來進行說明，包括了「『人』無自性」、「『行動與行動者』無自性」、「『貪欲與貪者』無自性」以及「『苦』無自性」等等討論，這些都是對應於Honneth承認理論的核心概念而來。第六章為結論，以前五章的討論為基礎，重新說明上述的兩個命題。 / In this thesis, I want to reflect Axel Honneth's critical theory through Tibetan Buddhism dGe Lugs pa, founded by Tsongkhapa in the fourteen century, who followed and expounded the thought of prAsaGgika-mAdhyamika. Both Honneth and dGe Lugs pa are focusing how to comfort people's suffering realistically and practically. However, by means of the thought of dGe Lugs pa, especially the view of two-truths, we could point out that Honneth's approach would fail to solve the problem causing people's suffering completely, because he did not recognize the real cause of the suffering. In the view of dGe Lugs pa, our suffering is resulted from the innate ignorance in our consciousness which grasps everything as existing truly and inherently. I want to prove two propositions in this thesis: in the first place, I argue that we can't really comfort our suffering completely unless we recognize the true cause of the suffering, the ignorance of seeing things inherently existing, and transform it rightly by means of understand that everything is empty of inherent existence without exception. I will reflect Honneth's critical theory and find that all essential concepts of his theory of recognition are empty of inherent existence. Secondly, I argue that if we rightly understand dGe Lugs pa's thought, we would not abandon the goal of practically resolving the problems causing people's suffering, which is the common interest of Axel Honneth and dGe Lugs pa. In order to prove these two propositions, I arrange the thesis into six chapters. The first chapter is the introduction to the thesis's main arguments. The following two chapters focus on Honneth's critical theory: in chapter two I will illustrate the so called " left-Hegelianism", by this concept Honneth emphasis the critical theory which is directed to diagnosis the social pathology, and accordingly transform it practically through social praxis; the third chapter will elaborate the model of "struggle for recognition", which is founded by Honneth to revive the left-Hegelianism critical theory at the present time. In chapter four I will illustrate some essential concepts of dGe Lugs pa, including the concept of svabhAva, two-truths and bodhicitta. Through these illustrations I want to found the tool for pointing out the misrecognition of the cause of suffering in Honneth's critical theory, and explain the dGe Lugs pa's alternative solution to the problem causing people's suffering. In fifth chapter, some reasoning using for proving the emptiness of inherent existence will be expounded, the concepts which we want to show empty of inherent existence are: "I", persons, actor, act, suffering, the person who suffers, desirous one and the desire. These concepts are those essential for Honneth's critical theory. By means of understanding the emptiness of these concepts, we will understand those concepts Honneth used for constructing his theory are empty of inherent existence. In chapter six, the conclusion of this thesis, I will use the resources illustrated in above five chapters to restate the two propositions arguing in the introduction.

成功的企業變革蘊涵著規範、觀念、與文化上的改變，其最終目的是要達成新規範的運作、成員對新組織的再認同、與新組織文化的再建構。一般如常管理主要考慮的是如何創造競爭優勢與提高效能，主要參照的「企業策略科學」與「科學管理學」並無法處理價值與信仰的課題，也未注重資訊與知識的流動與管理。單憑這兩類管理理論，無法因應變革管理的挑戰。本論文分析科特與彼德˙聖吉等管理學者提出的變革失敗原因，並將其歸納予批判社會學者哈伯瑪斯所述「生存環境的意義生產」的失效。作者檢討組織變革過程中的「社會規範」、「成員主觀」、與「客觀環境」等三個面向，認為有效溝通與真正共識為成功企業變革之所必需。 作者認為組織內的活動可以區分為「溝通」與「執行」兩個面向，各別對應到哈伯瑪斯所述的「實踐性理性」與「工具性理性」。本論文批判缺乏「實踐性理性」制衡的「工具性理性」妨礙企業的執行效能與知識生產，並闡述實踐性理性不可或缺的價值。唯有摒除由工具性理性發展的階層權力對溝通過程的干預，有效溝通與真正共識才能達成。作者亦就實行的層面提出在組織內建立「理想言辭情境」的方法。本論文從「實踐性理性」的觀點檢視組織變革，以「變革之輪」來闡明各變革階段應注意的工作。作者結合「生存環境的意義生產」與野中郁次郎的「組織知識創造論」檢視變革過程中，包含認知、價值觀、信仰、規範遵從、組織認同等「意義」的創造過程。如果變革過程中「實踐性理性」能得到彰顯，成功的變革會使成員得到意義生產的正向迴饋。這個「正向意義迴饋系統」將使企業進入一種得以持續對應新競爭局勢的動態平衡。 本文藉由Intel在1985年策略大轉折的實際案例來檢驗本文論述。對「導致組織變革失敗的根本原因為何?」、「如何建構適合因應外在環境的變化，並能成功完成變革的組織?」、「如何成功地完成組織的變革?」等三個組織變革管理的根本問題提出有系統的答案。本論文終結於對自我論述的批判。 / Organizational change is essential for the modern business entities to survive in the dynamic economical environment. However, many companies, which are successful in day-to-day operation, cannot accomplish the organizational change process, and result in fading out in the new competition environment. During organizational change processes, authority swinging and uncertainty about future make rumors prosperous; new rules and tactics have not been proved and are doubted; mutual trust between staffs and organization is shaky; and staffs become difficult to identify themselves with the organization. The above challenges are related to the dynamic management of information sharing, knowledge creating, staffs’ cognition, emotional consideration, mutual trust, and common consensus about new rules and the business entity’s future. The above conditions make changing management to be fundamentally different from the routine operational management. Strategic science and science management principles, which are generally adopted by companies to increase competition advantages and operational efficiency in the routine management, do not take account for the information and knowledge management, and cannot deal with the values and belief issues. Companies cannot just rely on the above two management principles to face challenges of the organizational change. The thesis analyzes the failure factors of changing management, which are disclosed by scholars like John P. Kotter and Peter M. Senge etc. The author correlates them with “meaning reproduction of living situation”, which was introduced by social critical philosopher Jürgen Habermas. Habermas believes efficient communication and true common consensus are essential to revive the meaning reproduction and to coordinate the social operation. The author inspects the “social”, ”subjective”, and “objective” aspects of the “living situation” of companies’ change phases, which were inferred from the eight steps of successful organizational changing addressed by John P. Kotter. The author elucidates that efficient communication and true common consensus are requisite for organization changing management. Habermas based on the two human basic actions, “labor” and “communication”, to categorizes rational into “instrumental rational” and “practical rational”. Instrumental rational aims at environment control and material productivity. Practical rational endeavors mutual understanding and common consensus. Habermas argued that the power developed by instrumental rational should be balanced by the values generated by practical rational; otherwise the power will oppress human society. The thesis criticizes that companies’ hierarchical power obstructs organizational operation, policy execution, information sharing and knowledge creation, as organizational instrumental rational is not tempered by corresponding practical rational. The irreplaceable values of organizational practical rational are further illustrated. To illuminate practical rational, it is necessary to eliminate the intimidation and temptation, which are induced by hierarchical power, from the communication actions. Habermas believes that comprehensive speech, true statement, right position and sincere attitude are the four valid assertions for the communication actions. If only all communicating participants have equal opportunities to partake, declare, interrogate, and explain, authorities and ideologies can be excluded from the communication actions. Habermas defined the above circumstances as the “idea speech situation”. The thesis argues that organizational activities can be categorized into the “execution” and “communication” dimensions, which correspond to the organizational “instrumental rational” and “practical rational”. Communication actions should not be interrupted by the hierarchy power of execution dimension. Rules and tactics should be supported by common consensus and thorough communication. Staffs should apply instrumental rational to execute the rules and tactics without objection. If only the organizational culture and merit system can ensure the above working principles, the business entity can achieve the advantages of both instrumental and practical rational. In additional to the theoretical elaboration, the thesis proposes manners to establish organizational ideal speech situation from “managers’ attitude”, “staffs’ consensus”, and “discussion processes” aspects. The author applies the above ideal speech situation exposition to different organizational changing management phases. The thesis constructs the organizational changing wheel to illustrate the key executive points to successfully drive continuous organizational evolution. Furthermore, the author integrates the above argumentation with the “organizational knowledge creating theory”, which was proposed by Ikujiro Nonaka and Hirotaka Takeuchi. The “meaning reproduction” flow of the organizational changing wheel is constructed by investigating the internalization, externalization, universalization, and integration processes of meanings, which include information, knowledge, interests, intuition, values, belief, cognition, emotion, identification, obedience, and consensus etc. If the communication processes of the organizational change follow practical rational, and the organizational changing is successfully accomplished, staffs will received positive feedback from the intrinsic meanings they generated. The author expounds that the “positive meaning feedback loop” will accelerate the iteration of meaning reproduction cycles. The dynamic stability, supported by the “positive meaning feedback loop”, will ensure the business entity to continuously adjust itself to conquer new competition circumstances. To exam the above theorem, the author adopts Intel’s strategic transition in 1985 as an example. The case is interpreted fro