組織文化對產品品質之影響 ─C公司個案研究

Abstract

面對全球市場競爭與品質要求提升，企業若僅靠制度設計與品管部門，已難以因應產品品質的多面挑戰。 本研究以台灣一家中小型製造企業（C公司）為個案，探討組織文化對產品品質之影響。研究採用質性深度訪談、現場觀察與文件分析等方法，依據Schein三層次文化架構與Cameron & Quinn競爭價值理論，系統性分析C公司文化特性、品質制度運作及其對產品品質表現的影響機制。 結果發現，C公司權威導向與低心理安全感的組織文化，使品質制度僅流於形式，員工缺乏主動揭露錯誤與跨部門協作意願，導致產品品質波動及改善受阻。基於上述發現，研究提出建立品質為核心的組織價值觀、導入心理安全感機制、強化中階主管文化領導、推動ISO 10010品質文化診斷及提升橫向溝通等五項實務建議。研究結果除補充台灣中小企業品質文化相關實證與理論，亦提供企業推動品質管理與文化變革的重要參考。

This study investigates the influence of organizational culture on product quality through a case study of a Taiwanese small and medium-sized enterprise (Company C). In response to increasingly intense global competition and rising quality expectations, effective product quality management requires more than just institutional design and quality control departments. Using qualitative in-depth interviews, on-site observations, and document analysis, this research applies Schein’s three-level cultural framework and Cameron & Quinn’s competing values model to systematically analyze the characteristics of Company C’s culture, its quality management practices, and the impact on product quality outcomes. The findings reveal that an authoritarian, low psychological safety culture leads to superficial implementation of quality systems, discourages error reporting and cross-department collaboration, and ultimately results in unstable product quality and hindered improvement. Managerial recommendations include establishing a quality-centered organizational value system, implementing psychological safety mechanisms, empowering middle managers as culture leaders, introducing ISO 10010-based diagnostics, and strengthening horizontal communication. The results enrich empirical and theoretical understanding of quality culture in Taiwanese SMEs and provide a valuable reference for organizations pursuing quality and cultural transformation.