組織購併後領導者風格、員工參與、組織文化與組織承諾影響之研究─A公司和B公司為例

A Study of the Relationship among Leadership Style, Employee Involvement, Organizational Culture and Organizational Commitment After Merger and Acquisition — A Case Study of A and B Financial Holding Companies

張一怡(I-Yii Chang)

指導教授 ： 李弘暉 博士

元智大學/管理學院/管理研究所/碩士(2003年)

摘要

近年來組織購併的議題相當受到重視。國外學者大部份針對組織購併策略進行研究，較少著墨於購併後組織中的互動影響，有鑑於此，本研究則將焦點放在組織實行購併策略後，領導者風格、員工參與、組織文化及組織承諾之互動進行探討；透過文獻探討，以國內金融控股公司為研究對象，擬定研究架構，並利用樣本公司資料進行分析，研究結果如下：
(1) 轉換型領導與情感性承諾的關聯性，大於交易型領導；(2) 員工參與加入模型後，轉換型領導和交易型領導與組織承諾、情感性承諾和規範性承諾的關聯性變得不顯著；轉換型領導和交易型領導與連續性承諾的關聯性，變為顯著的負向關聯；(3) 員工參與和組織承諾、情感性承諾、連續性承諾和規範性承諾的關聯性頗高，且均具有顯著影響力；員工參與中，獎酬與組織承諾、情感性承諾、連續性承諾和規範性承諾都有顯著的關聯性；(4) 組織文化與組織承諾、情感性承諾和規範性承諾有顯著關聯性；組織文化中，人際關係對組織承諾、情感性承諾和規範性承諾有顯著的關聯性；(5) 轉換型領導和交易型領導，和員工參與、組織文化的交互作用，與承諾之關聯性不顯著；(6)研究結果提供組織購併後之管理實務意涵。

關鍵字

轉換型領導 ； 交易型領導 ； 組織承諾 ； 員工參與 ； 組織文化

並列摘要

Merger and acquisition has been an important issue in recent years. Past studies have focused more on the parts of the strategy theories than the interaction of organization that has been executed the merger and acquisition strategy. Thus, this study focused on the relationship among leadership style, employee involvement, organizational culture and organizational commitment. Through literature review and case study about A and B financial holding companies, the findings of this study are (1) The relationship of transformational leadership and affective commitment is more significant than that of transactional leadership and affective commitment. (2) When employee involvement join the model, the relationships of transformational leadership, organizational commitment, affective commitment and normative commitment and those of transactional leadership turn to be insignificant, but the relationship of transformational leadership and continuous commitment and that of transactional leadership turn to be significant. (3) There are strong and significant relationships between employee involvement and each commitment. Furthermore, the relationships among reward, which is the sub-variable of employee involvement, and each commitment, are significant. (4) The relationships among organizational culture and organizational commitment, affective commitment and normative commitment are significant. Furthermore, the relationships among interpersonal relationship, which is the sub-variable of organizational culture, and organizational commitment, affective commitment, normative commitment are significant. (5) The interactions of transformational leadership and employee involvement and organizational culture, and those of transactional leadership are insignificant. (6) The results of this study provide the reference and advisements to enterprises.

並列關鍵字

Transformational leadership ； Transactional leadership ； Organizational commitment ； Employee involvement ； Organizational culture

參考文獻

龔靜雯(2002)，『企業購併下組織文化與組織承諾之研究 ─以立榮航空為例』，元智大學管理研究所碩士論文。

Arnon, E. R. (1985), A Review and Reconceptualization of Organizational Commitment. Academy of Management Review, 10(3), pp. 465-476.

Arthur, J. (1992), The Link between Business Strategy and Industrial Relations Systems in American Steel Mini-mills. Industrial and Labor Relations Review, 45, pp. 488-506.

Arthur, J. (1994), Effects of Human Resource Systems on Manufacturing Performance and Turnover. Academy of Management Journal, 37, pp. 670-687.

Barney, J.　(1991), Firm Resources and Sustained Competitive Advantage. Journal of Management, 17, pp. 99-120.