2010年前，台灣經濟蓬勃發展而帶動了房地產業興盛，台灣房地產在市場上的價格不斷攀升，導致社會普遍關注，為了防止房地產業泡沫化、抑制高房價，政府單位採取了一連串的打房政策，期望這些措施能夠平穩市場上的價格、緩和房價上漲趨勢。政府相關單位在2011年後積極推出因應政策，例如實施課徵奢侈稅、房價實價登錄等等，願房地產業能夠朝著明朗、有條不紊的方向前進。實施這些政策必定會嚴重衝擊到房地產業，房地產業正在經歷嚴格考驗，面對重重困境，建設公司應該如何進行轉型？不動產開發商業同業公會又應該扮演什麼樣的角色？ 　　本研究欲透過文獻分析與市場資料，探討在政府打房政策下，建設公司要如何因應環境而做出轉型。根據研究結果顯示：市場經濟趨勢的改變、避免房地產業所帶來的風險，建設公司能以漸進的方式來做轉型，像是可以併購飯店、投資新建飯店，避開市場瓶頸以創造現金流。不動產開發商業同業公會陪伴建設公司歷經景氣的高峰與谷底，竭盡幫助建設公司面對困境。面對環境的趨勢、法令的變動，不動產開發商業同業公會必須隨時掌握即時資訊，加強監測與分析預警，做好前瞻性的工作，且扮演著與政府協調溝通的角色，地位顯的更相形重要，另外，適時地輔佐各建設公司，凝聚同業力量，亦能使不動產開發商業同業公會更加成長與茁壯。 / Taiwan's booming economy led to the prosperity of the real estate market before 2010. Prices for real estate in Taiwan's market continue to rise, leading to widespread social concern. In order to prevent the burst of real estate bubbles and restrain the effect of high prices, the government adopted a series of housing policies, hoping these measures could stabilize market prices and ease the upward trend of housing prices. 　　Relevant government units then actively introduced responsive policies after 2011, such as the imposition of the luxury tax, and the implementation of registering the actual selling price of real estate, etc., in the hopes that the real estate industry would be clear and methodical in the future. The implementation of these policies will certainly be a serious assault on the real estate industry. While the real estate industry is undergoing severe challenges and facing many difficulties, how the construction companies should transform, and what role the Real Estate Development Association should play are of particular concern. 　　Through citation analysis and market data, this study discusses how the construction companies should transform in response to a changing environment. According to the research result, in the face of changing market economic trends and the risks posed by the real estate industry, construction companies could transform in a progressive way. By merging with hotels and investing in newly-built hotels, they could avoid the bottleneck of the market and generate cash flow. The Real Estate Development Association accompanied the construction companies through both the peak and bottom of prosperity, doing its best to help construction companies face difficulties. 　　Faced with the trends of this environment, as well as changes in the laws and decrees, the Real Estate Development Association must keep abreast of real-time information, reinforce monitoring and pre-warning analysis. It must perform proactively and play a coordinative and communicative role with the government, as it seems relatively more important. In addition, it must assist each construction company duly, not only to build cohesion within this industry, but also to enable the Real Estate Development Association to grow and prosper even more.

Increasingly, researchers on strategy are turning away from the highly abstracted and de-humanized components that seem to typify the macro approach to strategy. This movement is at least partially brought about by a philosophical recognition that the emergent and unpredictable nature of organizational life is fast exposing the constraints of an approach to strategy that is based on the values of rationality, predictability and control. In this thesis I argue that organizational change in general and the act of strategizing in particular can be thought of as a social, transformative and emergent process as opposed to the overly orderly, rational, formative and/or humanistic views on strategy presented by systemically oriented theorists. I draw on the theory of complex responsive processes of relating as espoused by Stacey, Griffin and Shaw (2000) and specifically on Stacey’s (2003, 2007) substantial contribution to the field of strategic management. By utilizing a reflexive research methodology I describe the arduous social and emergent process of transformation in my practice and identity (observable in subtle changes in disposition, language and assumptions) as I begin to act into the understanding of strategizing as an ongoing, incomplete, social process. In doing this, I am suggesting that the narrated accounts of our shifts in practice due to us knowing differently are important contributions in the process of transforming our theories on and beliefs around strategy. These accounts should not be seen as premature attempts at methodological frameworks, but rather as explorative participation in the emergent transformation of a radical, social approach to strategizing. I engage critically with the notion of strategy-as-practice and suggest a review of the fundamentally rational and formative assumptions still prevalent in the work of researchers like Johnson, Melin and Whittington (2003) and Samra- Fredericks (2003). Whilst acknowledging the role of culturally mediated dispositions in the ongoing transformation of organizations advocated by Chia and Holt (2006) and Chia and MacKay (2007), I argue for the paradoxical and therefore simultaneous occurrence of habitual and mindful actions by people strategizing as opposed to the authors’ suggestion of a predominantly mindless experience of organizational change. Finally, I turn to Stacey’s (2007) question as to why people continue to make long-term forecasts if their usefulness is so obviously limited. Whilst understanding his frustration, I argue that there is value nevertheless in engaging in strategy making albeit not for the rationalist reasons usually stated. In my view the real value of strategising is to be found in two areas: first in the social activity that goes into creating these documents, and second: the documents not only serve as markers in an ongoing process of strategising; they also give us a way of ‘going on’ and taking the next step.

Informationssystem har kommit att ta allt större plats inom HR. Parallellt med detta ämnar HR till att arbeta mer strategiskt, någonting som i studien refereras till som HRs strategiska transformation. Syftet med studien är att öka förståelsen för vilken roll HRIS spelar i denna strategiska transformation av HR, samt att undersöka hur denna relaterar till funktionens värdeskapande för organisationen. De två forskningsfrågorna lyder: På vilka sätt möjliggör HRIS strategisk transformation av HR? Samt hur kan användningen av HRIS kopplas till värdeskapande? Detta är en kvalitativ, tolkande fallstudie som innefattar åtta semistrukturerade intervjuer samt en dokumentstudie av organisationsdokument. Intervjuerna analyseras genom en tematisk analys. Respondenter i fallorganisationen vittnar om en stark ambition att använda HRIS strategiskt för exempelvis beslutsfattande som kan baseras på data som genererats av systemen. Men hittills används HRIS i fallorganisationen främst för automatisering och effektivisering av HR-processer samt för lagring av masterdata. Slutsatser som dras är att användningen av HRIS frigör tid genom att automatisera diverse HR-processer såsom löneutbetalningar, rekrytering, ärendehantering och prestationsuppföljning. Användningen av systemen blir i sig värdeskapande eftersom den frigjorda tiden kan användas till att bli en mer strategisk del av organisationen genom till exempel datagenerering inför beslutsfattande, samt att processer kan standardiseras vilket är av högt värde i en global miljö där processer inte längre blir bundna till tid och rum. Den grad som HRIS möjliggör för en strategisk transformation av HR påverkas av utmaningar rörande datakvalitet, integrationer och förändringsledning. Studien genererar värdekunskap samt förklarande kunskap om ämnet och kan ge både forskare och praktiker ,såväl som den nyfikne insikter kring HRIS nuvarande och framtida roll i organisationen i relation till HRs förmåga att ägna sig åt värdeskapande. / Information systems have come to claim an increasingly large role in the HR-function. In parallel to this, there is an increasingly large focus of the HR-function to be used more strategically, a phenomenon that we call the strategic transformation of HR. The purpose of this study is to increase the understanding of what role HRIS plays in this strategic transformation of the HR-function, and how it relates to the HR-functions’ value creation for the organization. The two research questions of the study are: In what ways are HRIS facilitating the strategic transformation of the HR-function? and How can the use of HRIS be connected to value creation? This is a qualitative interpretive case study that includes eight semi-structured interviews, and a document study of organizational documents. The interviews are analyzed by thematic analysis. Respondents of the study report a strong ambition to use HRIS strategically, for tasks like decision-making that can be based on the data generated by the systems. Hitherto, the HRIS have however mostly been used for automation and streamlining of HR-processes and storage of master data. We conclude that the usage of HRIS for automation of various HR-processes like salary, recruitment, administration and performance management saves time for the function. The use of the systems in itself becomes value-creating since the freed up time can be utilized to become a more strategic part of the organization through, for example, data generation before decision-making. It also allows for processes to be standardized, which is of high value in a global environment where processes are no longer tied to time and space. The degree to which HRIS enables a strategic transformation of the HR-function is affected by challenges concerning data quality, integrations and change management. The study generates value knowledge and explanatory knowledge about the subject and can provide both researchers and practitioners, as well as the curious, insights about HRIS’ current and future role in the organization in relation to the HR-function's ability to engage in value creation.