- 學位論文
臺灣文化創意產業主管知識領導、員工溝通滿足、組織學習文化與創新能力關係模式之研究
A Study of the Correlations Model among CEO’s Knowledge Leadership, Communication Satisfaction, Orgnizational Learning Culture and Innovation Capability for Cultural Creative Industry in Taiwan
摘要
面對二十一世紀知識經濟時代的來臨，知識已成為經濟發展的主要驅動力，在如此重視知識基礎的環境中，唯有藉由有效整合各種資訊與知識，積極進行組織創新，才能增強持續競爭優勢。而企業如何掌握時代的脈動，就顯得相當的重要。準此，本研究推論主管組織領導、員工溝通滿足與學習文化情形，將會影響其組織創新能力。本研究將針對台灣文化創意產業，藉由探討「組織創新能力模式」，以了解組織整體性的知識領導，透過溝通滿足與組織學習文化的中介效果，對其組織創新能力的影響性。 本研究採用問卷填答的方式，受測對象為台灣文化創意產業100家公司之主管與員工，透過分層抽樣方式共發出主管問卷300份，員工問卷1500份，共計回收41家公司，有效主管問卷76份，有效員工問卷309份，回收率分別為41%、25.3%及20.6%，並應用變異數分析、複迴歸分析、Pearson相關分析、層級迴歸分析等統計方法驗證本研究之假設。 根據分析結果歸納出研究結論如下：1.知識領導、溝通滿足及組織學習文化在個人基本變項上皆無顯著差異；2.組織創新能力在組織基本變項上無顯著差異；3.知識領導與組織創新能力有顯著正相關，且能產生顯著正向影響；4.知識領導對溝通滿足有顯著正相關，且能產生顯著正向影響；5.知識領導對組織學習文化有顯著正相關，且能產生顯著正向影響；6.溝通滿足對組織創新能力有顯著正相關，且能產生顯著正向影響；7.組織學習文化對組織創新能力無顯著相關；8.溝通滿足在知識領導與組織創新能力關係上存在中介效果；9.組織學習文化在知識領導與組織創新能力關係上並無存在中介效果。最後就本研究之研究發現與管理意涵作探討，並具體呈現研究貢獻與建議，以供學術界與企業界做為參考之用。
並列摘要
With the coming of knowledge economics﹐knowledge has become the main driving force of economic development.Under the knowledge-based environment﹐enterprises should integrate several kinds of information and knowledge efficiently and drive organizational innovation aggressively to enhance sustainable competitive advantage. It is very important for business leaders to understand social movement and maintain long term competitive advantage in order to confront the rapid and diverse changing of external macro-environment. In addition, the knowledge leadership managers and the characteristics of communication satisfaction in business would shape the organization learning culture, to influence the organizational innovation capability of the cultural creative firms. This study is based on the form of questionnaires. The subjects were the managers as well as the employees of the 100 cultural creative industries companies. The method used in this study is to stratify sampling, which managers are 300 questionnaires, employees 1500 questionnaires. The assumption of the total number of the questionnaires is expected to reach 41companies, among which the questionnaires regarding the effective managers are 76 questionnaires, the effective employees, 309 questionnaires. The return rates are is 41%, 25.3% and 20.6%﹐individually.The data were analysis, Pearson product-moment correlation, hierarchical regression analysis, ANOVA and to testify the hypotheses of this study and fit-appropriation model of theory building. The results of this study are concluded as follows:1.There is no evident difference concerning individual basic variables among intellectual leadership, satisfaction of communication as well as the organizational cultural learning. 2. There is no evident difference with regard to the organizational innovative ability in organizational basic variables. 3. Intellectual leadership is closely associated with the organizational innovative ability and has a positive impact. 4. Intellectual leadership is closely associated with satisfaction of communication and has a positive impact. 5. Intellectual leadership is closely associated with organizational cultural learning and has a positive impact. 6. Satisfaction of communication is closely associated with the organizational innovative ability and has a positive impact. 7. The organizational cultural learning has no evident connection with organizational innovative ability. 8. Satisfaction of communication does not provide intermediate results for the intellectual leadership and for the organizational innovative ability. 9. Organizational cultural learning does not provide intermediate results for intellectual leadership and for the organizational innovative ability. Lastly, based on the findings of this study as well as the meaning of the management, and with the participation of the illustration of the research contributions and suggestions, this study could be used as a reference in the academic and in industries.