本研究主要是在探討組織決策議題。政府在台灣高鐵的興建過程中,不斷地援助台灣高鐵公司,然而台灣高鐵並沒有因為政府的援助而好轉,負面訊息仍然一再傳出。Staw & Ross在1986年提出了承諾續擴(escalation of commitment)理論模型,主要是說明在一連串的行動後,決策者在面對負面的訊息下,仍然執著於先前的決定方案而投入更多的時間、金錢、努力或資源,以企圖扭轉情勢。影響承諾續擴的主要因素有計畫因素、心理因素、社會因素、組織因素及外部因素,每個因素中又包含好幾個變項,這些變項有的會增加承諾續擴,有的則會減緩。本研究是採個案研究法來探討Staw & Ross(1986)的承諾續擴理論模型是否可以解釋政府持續援助台灣高鐵公司的決策行為,資料來源為行政院函復監督機關的公文書及媒體報導。驗證結果發現影響承諾續擴的五個因素均出現在台灣高鐵個案中,不過並非每一個變項都有出現,最後本研究提出避免承諾續擴的五項建議。
The subject of this research is mainly about the organization decision-making. The government kept supporting THSRC in the construction process of THSR, but THSR didn’t upturn because of that. Bad news still came out again and again. Staw & Ross addressed the model of escalation of commitment in 1986. It said that after a series of actions, the policy-maker will insist in the decision he made before even though facing the disadvantageous situation. He will be the possibility of turning the situation around by investing further time, money, or effort. The major elements that affect escalation of commitment are project determinants, psychological determinants, social determinants, organizational determinants, and contextual determinants. Each element contains several variables. Some of these variables increase the level of escalation of commitment and some of them make it decreased. This research discusses if the escalation of commitment addressed by Staw & Ross(1986) can explain the policy-making that the government decided to support THSRC, by using case studying. The information comes from the documents that Executive Yuan reply to the supervision departments and mass media reports. The data shows those five elements affecting the escalation of commitment all appeared in the case of THSR even though not all variables did. This research also proposes five suggestions to avoid escalation of commitment.
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