企業外在環境、組織變項與組織變革策略關係之研究

The Relationships between Organizational Change Strategy and Business External Environment and Organizational Variables

繆敏志(Min-Chih Miao) ； 林少龍(Shao-Lung Lin)

《Asia Pacific Management Review》 5卷4期 (2000/12) Pp. 487-501

https://doi.org/10.6126/APMR.2000.5.4.07

摘要

本研究係根據有關外在環境與組織變革權變模式的理論，發展出建構效度良好的工具，以分析企業的組織變革策略可以分為那些集群，並分別探討企業外在環境、組織變項與組織變革策略之關係。本研究可提出下列三項結論：1.企業的組織變革策略可分為參與進化、魅力轉型、指導轉型及強迫進化等四種變革策略集群，且以後者佔多數。2.當外在環境愈屬於政經、科技及社會不確定性時，則企業愈傾向大規模的變革；企業的變革策略集群未能依外在環境予以有效地區別。3.組織變項未能有效影響變革策略構面或集群。

關鍵字

組織變革策略 ； 組織變革權變模式 ； 環境

並列摘要

The purpose of this study was to develop the instruments having good construct validities based upon the theories of external environment and contingency model of organizational change, to analyze the clusters of organizational change strategy, and to explore the relationships between organizational change strategy and external environment and organizational variables. The conclusions of this study were presented below: 1. The organizational change strategy could be grouped into four clusters, which were participative evolution, charismatic transformation, doctoral transformation and forced evolution change strategy clusters. Among them, the majority of respondents was in forced evolution strategy. 2. There was positive relationship between political, technological and social uncertainty and businesses' scale of change. Furthermore, external environment was not the major predictor variable of organizational change strategy. 3. Organizational variables were not the major factors of change strategy dimensions or clusters.

並列關鍵字

contingency model of organizational change ； environment ； organizational change strategy .

參考文獻

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