Fit vs Focus的問題，透過圖書和論文來找解法和答案更準確安心。 我們找到下列包括價格和評價等資訊懶人包

Test-driven React: Find Problems Early, Fix Them Quickly, Code With Confidence

為了解決Fit vs Focus的問題，作者Burnham, Trevor 這樣論述：

You work in a loop: write code, get feedback, iterate. The faster you get feedback, the faster you can learn and become a more effective developer. Test-Driven React helps you refine your React workflow to give you the feedback you need as quickly as possible. Write strong tests and run them continu

ously as you work, split complex code up into manageable pieces, and stay focused on what's important by automating away mundane, trivial tasks. Adopt these techniques and you'll be able to avoid productivity traps and start building React components at a stunning pace React has revolutionized web d

evelopment by abstracting away the details of DOM manipulation. That conceptual elegance has opened the door to a new generation of web testing: clear, expressive, and lightning-fast. That makes React a perfect fit for test-driven development (TDD), a methodology in which tests are a blueprint inste

ad of an afterthought.Each chapter will present new projects to challenge you and new tools to help you. Write fast, portable tests with Jest. Keep your code tidy with ESLint and Prettier. Perform every task you need from a single window with VS Code. See your test output directly in your code with

Wallaby. Use the JavaScript features of the future with Babel. Make assertions about React component behavior with Enzyme. And style components in a testable way with styled-components. By understanding every piece of your project's stack, you'll feel more confident and able to focus on what matters

: writing reliable and maintainable code.Discover a more joyful React development experience. Let your tests lead the way What You Need: You'll need a working knowledge of JavaScript and a computer running macOS, Windows, or Linux. Trevor Burnham is an engineer at HubSpot in Cambridge, MA. His pre

vious books include CoffeeScript and Async JavaScript, both published by PragProg. You can follow him on Twitter as @trevorburnham.

Fit vs Focus進入發燒排行的影片

了解資訊科技創新: 資訊科技正念、壓力與衝突的影響性

為了解決Fit vs Focus的問題，作者黃凱傑 這樣論述：

本研究以「資訊科技創新」為主題，探討技術工作衝突、壓力，探討技術工作衝突、壓力、資訊科技正念對於創新的影響程度。本研究提出技術工作衝突、壓力對於創新是負面影響，資訊科技正念對創新是正面影響的相關假說。本研究方法是採用問卷調查法。受訪的對象是以組織為單位。問卷的題項，皆由相關文獻產出，經由前測，驗證信度及效度檢定後，再由與専家討論後，產生正式問卷。問卷調查期間為2021年12月1日至2021年12月31日。採線上問卷方式進行，有效樣本共195筆。透過SmartPLS 3.0軟體做為資料分析工具。本研究結果發現「技術工作衝突」對「創新資訊科技使用」、「使用資訊科技創新」具有負面的影響。「壓力」對

「創新資訊科技使用」具有負面影響、「壓力」對「使用資訊科技創新」影響不顯著。「資訊科技正念」對「創新資訊科技使用」、「使用資訊科技創新」具有正面影響。資料分析的結果支持多數研究假說。本研究貢獻為過去探討資訊科技績效時，都以正面因子來進行探討，甚少考慮到負面因素，如壓力與衝突。本研究提出的研究架構，以正面及負面因素同時存在，並以實證證明本研究的推論是獲得支持，未來在實務中，從事資訊科技創新時，可以同時將上述的因素納入考量。關鍵字：創新資訊科技使用、使用資訊科技創新、技術工作衝突、壓力、資訊科技正念

Can Two Rights Make a Wrong?: Insights from IBM’s Tangible Culture Approach

為了解決Fit vs Focus的問題，作者Reger, Sara J. Moulton 這樣論述：

"This is the book for people who never get past page two of a management book--it is as close as the genre comes to being a compulsive page turner. Its main thesis is built on at least three big ideas that are individually persuasive and cumulatively compelling. They naturally fit into an alignment

tool that is applied to the range of day-to-day and exceptional challenges all enterprises face, including the Holy Grail of transformational change."--Donald Macrae, general counsel and chief knowledge officer, Department for Environment, Food and Rural Affairs, England "Having been in the business

of cultural transformation and alignment for many years, I've carefully looked for a thoughtful strategy and an intentional approach to bringing about healthy and thriving cultures. Can Two Rights Make a Wrong? is simply the best--it is the most thoughtful and practical work I've seen in this growi

ng and critical area. This is a must buy "--Dr. Ron Jenson, Future Achievement International, international author, speaker, and consulting and executive coach "Can Two Rights Make a Wrong? is a superb account of how to manage the 'soft side' of mergers and acquisitions, but it has great value for m

anaging many other new business practices as well, such as Open Innovation. It provides a powerful, practical method to identify conflicts, develop alignment, and achieve effective coordination between two parties that would be tremendously helpful in a variety of collaborative contexts, such as all

iances, research partnerships, or joint ventures. Moulton Reger and her colleagues at IBM should be congratulated for a thoughtful, insightful book."--Henry Chesbrough, professor at University of California Berkeley's Haas School of Business, author of Open Innovation "Numbers are neat and clean. Hu

man beings are often messy and complex. If everyone in your organization knew what to do and when, how, where, and--most importantly--why to do it, how would your organizational culture be defined? The authors of Can Two Rights Make a Wrong? have introduced new ways to proactively address culture an

d, most importantly, tie it to bottom-line benefits."--James H. Amos, Jr., chairman emeritus, MBE/The UPS Store "This book is a must read for leaders hoping to change their organization's culture as well as those attempting to merge firms with uniquely different cultures. Moulton Reger's insights ar

e grounded in theory and real-world experience. In this unique book, culture change is a complex concept broken down into bite-sized pieces and presented in a way that any leadership team can embrace at its own pace."--Merrill J. Oster, author of Vision Driven Leadership, founder Oster Communication

s, Inc. "Here at last is a business book that takes culture seriously and isn't intimidated by it. The method described can be used with practically any type of business problem in any industry, and the book does an excellent job of drawing on research and theory while keeping the focus practical. T

he three elements of Outcome Narratives, Right vs. Right, and Business Practices are significant ideas in their own right--each is a unique insight. All three ideas have been around in various guises for several years, but have not been as well crystallized or as focused on complex business problems

as they are in this book. The authors' achievement is extraordinary and goes a long way toward making the juicy idea of culture something to be built on and worked with."--Peter Vaill, professor, Antioch University "The Achilles heel for any major organizational change is that organization's cultur

e. In every change, consultants talk about culture, but few provide specific sequential steps designed to actually do anything about it. This book provides such steps, and provides them in ways that makes sense. 'Makes sense' is the key because the steps provided can be easily adapted to virtually a

ny organization, large or small."--George Falldine, Air Force civil servant, Air Force Materiel Command "Sara Moulton Reger is one of the premier organizational design consultants in the country, and this book reflects her in-depth knowledge of and experience with the subject matter. This book is es

sential reading for those striving to achieve greater results from ongoing change initiatives. Can Two Rights Make a Wrong? contains a broad range of concepts, examples, and specific steps culled from Moulton Reger's direct experience. Such a complete presentation of strategic and tactical advice ma

kes Can Two Rights Make a Wrong? a mandatory addition to every manager's bookshelf."--Steven Bragg, CPA, author of twenty-eight business books, CFO of Premier Data Services "This is a serious book that gives intelligent guidance to anyone who leads an organization and takes creating and managing cul

ture seriously. The section on Outcome Narratives is the best 'how to' on casting a unifying vision that I have seen. If you're a leader and take your role in creating and managing corporate culture seriously, then you should read this book."--Regi Campbell, principal, Seedsower Investments, author

of About my Father's Business "I don't read most 'culture change' books--waste of time. This book is different. Can Two Rights Make a Wrong? combines both soft and hard approaches, with a continuous focus on how-to and results. Buy it. But, more importantly, read it."--Jack Grayson, founder and chai

rman, American Productivity and Quality Center (APQC) "We used Right vs. Right to help integrate an important acquisition--one that brought many differences we needed to carefully leverage to achieve IBM's business objectives. I found it to be a powerful technique for quickly reconcil Sara J. Moul

ton Reger began the journey of writing this book as the practice executive responsible for IBM Organization Design and Change Management consulting. In 2002, she helped to lead integration of the PricewaterhouseCoopers Consulting acquisition, and later joined IBM Services Research to hone the integr

ation experiences. Sara has been a management consultant since 1988, specializing in business transformation, organizational change, culture transformation, and governance at IBM and other leading consulting firms. She has published on a variety of topics, including business culture, business compl

exity, governance, On Demand Business, e-business, communications, project risk management, change management, quality, and financial management. You may contact her at www.tangibleculture.com. This book includes important contributions from members of IBM Business Consulting Services, IBM Research,

and the Institute for Business Value.

品牌標誌描述性對品牌評價與購買意願之影響-以品牌熟悉度為干擾變數

為了解決Fit vs Focus的問題，作者曾令僖 這樣論述：

品牌標誌為一間企業重要的品牌元素之一，標誌帶來的視覺效果也成為消費者對品牌的第一印象，好的品牌標誌除了能讓消費者容易辨識之外，也能透過標誌帶動消費者的正面情感，進而影響其消費行為。品牌標誌的設計分為許多種，除了根據品牌名稱、品牌理念設計之外，也有根據販售的產品類別來設計。本研究將針對品牌標誌對產品描述性的設計，探討當消費者看到標誌時，對品牌感到的真實性高與低，影響對其品牌的品牌評價與購買意願，並討論加入品牌熟悉度後，品牌標誌描述性對消費者的品牌評價及購買意願結果是否會削弱，而具有干擾效果。本研究設計操作品牌標誌描述性高低與比較品牌熟悉度高低，共設計四種不同品牌標誌，問卷回收240份有效問卷，

結果顯示消費者對於品牌標誌描述性高的品牌具有高的品牌真實性，而有高的品牌評價及購買意願。當消費者對品牌具有高熟悉度，品牌標誌描述性對購買意願及品牌評價的影響會降低，因此由前述結論可得知，品牌熟悉度具有干擾效果。根據本研究的結果，企業可以將產品描述作為設計標誌的依據，增加消費者對品牌的了解，進而優先選擇該品牌，假如消費者對品牌具有熟悉度，則能以增加品牌真實性的方式來增加評價及購買意願。