組織文化認知、主管領導風格與組織創新績效之相關性 —以D公司研發部門員工為研究對象—

The relationships among the perception of organizational culture, the leadership style of manager and the effectiveness of organizational innovation

何秀蓮(Hsiu-Lien Ho)

指導教授 ： 諸承明

中原大學/商學院/企業管理研究所/碩士(2011年)

https://doi.org/10.6840/cycu201100001

摘要

隨著經濟環境的快速變遷及全球化時代的來臨，企業都必須承受高度的國際競爭壓力，企業為了永續經營，持續保有競爭的優勢，企業組織必須因應國際情勢的變化，適時做出變革，而組織的變革是經由不斷的組織創新，提升組織的經營績效，增強企業的競爭力，因此組織創新乃是企業成功的關鍵因素。
本研究對象D公司在科技產業屹立近四十年，深刻的瞭解到唯有具備創新以及長遠的經營策略才能立足於市。因此D公司的組織或經營方式隨時都在改變，這也是為何能從一個十五人起家的小公司，逐步成長為年營收超過一千七百億元的全球電源供應器龍頭。
組織創新的基礎源自於組織文化，而主管領導風格又深深的影響創新績效；因此本研究以D公司研發部門員工為研究對象，探討組織文化認知、主管領導風格與組織績效創新之間的相關性，並藉由分析的結果以期能更全面性的瞭解Ｄ公司的經營管理模式，並提出建議。
本研究資料來源採用問卷調查的方式，應用「敘述性統計分析」、「變異數分析」、「迴歸分析」、「相關性分析」等統計方法，輔助搭配使用MINITAB、SPSS統計軟體進行驗證分析，希望能藉此暸解「組織文化認知」、「主管領導風格」與「組織創新績效」等構面因素的相關程度。問卷資料分析結果如下：
以D公司而言，組織文化認知對組織創新績效有顯著的影響；官僚型文化認知與創新型文化認知比支持型文化認知對組織創新績效更具有顯著影響。
另外本研究發現主管領導風格對組織創新績效有顯著的影響；轉換型領導與與組織創新績效有顯著相關性；交易型領導與組織創新績效也有顯著相關性。

關鍵字

創新績效 ； 領導風格 ； 組織文化

並列摘要

With the rapid change of economic environment and the globalization, all enterprises had to endure the high competition pressure. In order to meet the ongoing assumption, all business organizations must response to the changes of international circumstances and make relative action in time. The reform of organizations took place by means of constant innovation, upgrading the operating achievements, reinforcing the corporate competence. To sum up, the innovation of organizations is the critical factor of the success of a corporation.
D company has stood still in the technology industry for nearly four decades. It was the innovative and sustainable operating strategy that allowed a corporation to stand still in the market. Therefore, the organizations and the operation of D Company changed frequently. This explained why D company could grow from a little company with 15 employees to a main supplier of the power supply with annual revenue over 5.3 billion USD.
The basis of organizational innovation came from organizational culture. The leadership style of manager affected the effectiveness of innovation in a deep down way at the same time. What mentioned above accounted for the reason that the study featured the relationships among the perception of organizational culture, the leadership style of manager and the effectiveness of organizational innovation in the R D department. And last, this study was based on the results of analysis to thoroughly understand the operating way of D Company and to bring up suggestions.
The resources of this study came from surveying with the statistic techniques of narrative analysis, variance analysis, regression analysis, and relevance analysis…etc. Meanwhile, the statistic software such as MINITAB and SPSS were also participating the process of verification and analysis. The purpose was to get a better understanding of the relationships among several aspects like, “the perception of organizational culture”, “the leadership style of manager” and “the effectiveness of organizational innovation”. The following provides the results of the survey:
Take D Company for instance, the perception of organizational culture had significant effect on the effectiveness of organizational innovation. The perception of bureaucratic culture and innovative culture played a more important role than the perception of support culture when discussing about the effect on the effectiveness of organizational innovation.
Furthermore, this study has also discovered that the leadership style of manager had a significant effect on the effectiveness of organizational innovation. Transformational leadership was significantly relevant with the effectiveness of organizational innovation. And the same situation happened between transactional leadership and the effectiveness of organizational innovation.

並列關鍵字

Organizational Innovation ； Leadership Style ； Organizational Culture

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