虛擬組織之形成與發展：信任觀點之研究

企業在面臨複雜且不穩定的經營環境，為維持競爭力需不斷的變更競爭策略，如由勞力密集走向資本或技術密集，或與其它企業聯盟。然而，隨著資訊基礎建設、網路技術的進步、以及電子商務的推展，虛擬組織的發展便成為企業策略的優勢之一。由於虛擬組織是暫時性的網路組織，它缺乏傳統組織的控制與協調機制，因此組織間的信任關係也就成為虛擬組織成功與否的決定性因素。故本研究定義虛擬組織的信任為「資訊通訊科技的溝通環境」、「企業協議與合作經驗」、與「地理文化因素」三大構面，並以問卷方式探討台灣虛擬組織的形成與發展。研究發現虛擬組織的型態可歸納為四種型態，台灣企業執行虛擬組織的比例相當高，但多集中在低信任區的型態Ⅰ與Ⅱ，高信任區的企業則較傾向長期合作，藉由合作經驗的增加來增強彼此的信任。

關鍵字

虛擬組織；信任

並列摘要

In order to maintain the competencies in a complex and unstable business environment, companies may transform framework from a labor-oriented structure to a capital-oriented and/or technique-oriented structure or gain a competitive advantage by working with other firms. Recently, the great progress has made on the information infrastructure and internet techniques. Virtual organizations have since been the subject of considerable discussion. Virtual organization is characterized by temporary network organization that misses traditional mechanisms of control and coordination. Hence, trust is essential for the success of the virtual organization. We define three factors necessary for the establishment of trust in virtual organization: (1) ICT-mediated environment (Information Communication Technology), (2) business agreement and cooperative experience, and (3) geographically and culturally diverse. The questionnaires are sent to the industries in Taiwan to investigate the formation and development of virtual organizations. The results suggest that firms may experience 4 forms of virtual organizations. Most of firms in Taiwan have implemented the concept of virtual organization but most of them are assigned to the low level of trust. Firms having long-term relationship and more cooperative experience with partners will develop the high level of trust.

並列關鍵字

Virtual Organization ； Trust

參考文獻

黃興進、李幸秋(2002)。輸入方式對群體支援系統之影響。資訊管理學報。8(2)，73-89。

Arrow, K. J.(1974).The Limits of Organization.New York:Norton.

Google Scholar

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