創新能力與執行力對行政效能影響之研究---以大學會計室執行專題研究計畫案作業為例

Effects of Innovative Capacity and Execution on Administrative Effectiveness --- A Study of University Accounting Office Procedures on Research Project Filings

白芳榕(Fang-Jung Pai)

指導教授 ： 謝龍發

中原大學/商學院/企業管理研究所/碩士(2004年)

https://doi.org/10.6840/cycu200400019

摘要

論文摘要

近年來，政府大力推動組織再造工程，學校組織再造也勢在必行。在知識經濟時代，學校要如何營造創新的氣氛與創意的環境，便成為學校組織再造的重要課題。熊彼得(Schumpeter,1934) 提出「創新」的觀念，認為創新是一種過程，包括創造和採用新的、有用的事物、知識或相關資訊。然而少有研究從組織觀點探討教育機構如何培養本身創新力。本研究綜合各學者的觀點認為，創新能力的構面應考量組織在技術能力、管理能力及學習能力的綜合呈現。

本研究綜合各學者之論述，以邱皓政(2000)之組織創新氣氛知覺量表，將影響組織創造力工作環境的因素分為以下六個構面：團隊默契、組織理念、工作風格、領導能耐、學習成長、資源運用。本研究以全國各公私立大學院校接受財團法人委託，會計室執行專題研究計畫案作業等創新活動之會計主管為研究對象。訪談符合研究條件的三家大學，受訪者為熟悉專題研究計畫案經費審核結案作業之會計室主任或專案主管；問卷設計的來源，乃參考國內外相關文獻的探討與歸納而來，並以個案訪談的結果加以修改。各部份的衡量題目採用李克特（Likert）的７點尺度方式請填答者勾選。此階段完成的問卷，並先交由專家群進行預試，預試結果作為再次調整問卷內容的參考。除了追蹤填答者對題意的理解是否清晰外，並以項目分析法檢定構面內各題項的鑑別力。經過這些探討與分析後，剔除或修改不適當的題項，以使最終問卷的整體設計更能與研究目的相符。

本研究實際發出問卷共２８０份，經過電話跟催，共回收１２７份，回收率達
４５．３６％。經由統計方法如集群分析、t檢定、two-way ANOVA、Scheffe多重比較分析法，整理分析後歸納出其間的關係，並瞭解其顯著性，結論如下：

1. 私立大學院校具有比公立大學院校較佳的創新能力、執行力並有較佳的創造力工作環境與行政效能，但本研究並未探討公私立大學院校辦學總績效優劣之原因。
2. 創新能力高者具有較佳的行政效能。
3. 執行力高者具有較佳的行政效能。
4. 創新能力和創造力工作環境之交互作用與行政效能的關係，僅部份支持。因為創造力工作環境較佳與創新能力低這一組只有一個個案，樣本數不足並不具說服力。本研究為加強資料分析，將其他三種組合另採one-way ANOVA及Scheffe多重比較法作分析，分析結果有顯著的影響。本研究認為創造力工作環境較佳與創新能力低者，此種組合不易出現，故個案少而不顯著。依一般情形而言，創造力工作環境較佳之大學，其創新能力也會有較好的表現。
5. 執行力和創造力工作環境之交互作用與行政效能的影響，並無任何文獻的支持，經過分析結果，證明執行力和創造力工作環境之交互作用與行政效能的關係，並不顯著。

關鍵字

執行力 ； 創造力的工作環境 ； 創新能力 ； 行政效能

並列摘要

Abstract

Recently, the government pushes on the business reengineering. Under the circumstances, educational reengineering is imperative, and how to construct innovative climate and environment for creativity and originality become the most important things to the academic circle. Schumpeter (1934) defined innovation as a process that includes initiating and obtaining new and useful things, knowledge, and information. However, existing research seldom examine the innovative capability of vocational institutes and/or universities from the viewpoint of organizational innovation. This study integrated related theories and proposed that the structural framework of innovative capability includes information technology capability, management capability, and learning organization.

This study employed Qiu’s (2000) Organizational-Innovative Climate Scale, which divides the factors that influence work environment into six categories: (1) team tacit understanding, (2) organizational ideas, (3) work styles, (4) leadership capability, (5) learning to grow up, and (6) utilizing resources. The subjects of the study included the accounting office’s chiefs of public and private universities in Taiwan. They accept the authorization of juridical person to deal with accounting office’s procedure on research project filings. This study interviewed the accounting office’s chiefs of three research-oriented universities in Taiwan, who are familiar with accounting office’s procedures on research project filings. The questionnaires were formed according to the results of literature and were revised by cases study. To meet the research purpose, the researcher tried to make sure that the responsors fully understand the questions. Then revised the questionnaire by the pretest.

Totally, 280 questionnaires were mailed out and 127 valid questionnaires were received. The rate of recover is 45.36%. The data were analyzed with cluster analysis, t-test, two-way ANOVA, one-way ANOVA and Scheffe multiple comparison. The findings of this study as follows:

1. Compared with public universities, private universities have high innovative capability, execution, work environment for creativity, and administrative effectiveness. However, this study did not examine the educational performance of the public and private universities.

2. High innovative capability leads to high administrative effectiveness.

3. High execution leads to high administrative effectiveness.

4. H4 is partially supported since there is only one sample within the group 1 (high work environment for creativity matching low innovative capability). The study verified the other 3-group by using one-way ANOVA and Scheffe multiple comparisons as the tools. The author concluds that high work environment for creativity matching high innovative capability leads high administrative effectiveness.

5. The author found that the hypothesis (H5) is not supported. There are few literatures to support the hypothesis (H5) that high work environment for creativity matching with high execution effects on administrative effectiveness.

並列關鍵字

innovative capability ； administrative effectiveness. ； work environment for creativity ； execution

參考文獻

44. 張根榮，(2001)，「企業競爭策略與創新領域配適對企業競爭力之相關研究」，中原大學企業管理研究所碩士論文。

50. 郭碧濤，(2001)，「以熊彼得理論觀點探討企業創新活動之研究---以生物科技產業為例」，中原大學企業管理學系碩士論文。

1. Amabile, T. M., (1988), “A Model of Creativity and Innovation in Organization.” In Straw, B.M. and Cumming , L. L. eds, Research in organization behavior, Vol.10, pp. 123-167.

3. Amabile, T. M., (1996), “Assessing the Work Environment for Creativity,” Academy of Management Journal, 39(5), pp.1154-1184.

4. Amabile, T. M., and Gryskiewiez , S.S., (1989), “The Creative Environment Scales: Work Environment Inventory,” Creativity Research Journal, 231-253