提升跨部門協作績效的驅動因子研究： A銀行個案研究

Abstract

企業為了追求效率，將「分工分權」發展到極致，發揮了綜效，也留下了問題，出現「穀倉效應」，成為「組織績效」的負面因素。「團隊相互當責」理論架構的出現，為「組織績效」的正面因素，提供了指引的方向。本研究整合了「穀倉效應」與「團隊相互當責」的論述，發展出「跨部門協作」的研究架構。 「跨部門協作」是一項知易行難、考驗人性、富挑戰性且不容易成功的工作。本文從個案研究切入，深入剖析個案的發展歷程、競爭的優勢、經營的挑戰、機會與威脅等，並以個案部門間實際協作案例的訪查與分析，擬出影響部門間協作以及在通路前端行銷成功的可能因子。 本研究以問卷方式蒐集初級資料進行分析，調查對象包括總行產品企劃人員，產品行銷專業人員，以及分行通路的行員。問卷共發出505份，有效樣本383份，有效樣本回收率75.8％。 經過文獻研究、個案實務探討與問卷結果驗證，顯示提升跨部門協作的因子，依重要性前三名包括清晰的流程和目標、心理的安全、分潤考核等；提升通路行銷成功的的因子，依重要性前三名包括快速的回應、團隊的獎金、要點的指引等。這些結論，可以提供企業做為相關制度設計的參考，達到提升組織績效的目的。 長期而言，制度不足以自行，需有深厚的文化軟實力作為基礎，來引導人性，並將文化內化在制度之中，讓「跨部門協作」的文化落地，才能成為槓桿組織績效最重要的支點，實現兼顧綜合績效、社會責任及永續發展的企業最高使命。

In order to pursue efficiency, the company has developed the "division of work and decentralization" to the extreme, and has played a synergy, leaving problems, and the "silo effect" has become a negative factor in "organizational performance." The emergence of the theoretical framework of "the team mutual accountiability" provides a direction for the positive factors of "organizational performance." This study integrates the discussion of "silo effect" and "the team mutual accountability" and develops a research framework of "inter-departmental collaboration". "Inter-departmental collaboration" is a work that is easy to know, testing human nature , challenging, and not easy to succeed. This paper cuts through case studies, and deeply analyzes the development history of cases, the advantages of competition, the challenges of operations, opportunities and threats. Based on the interviews and analysis of the actual collaboration cases inter- departments, the possible factors affecting the collaboration inter-departments and the success of marketing at the front end of the channel are proposed. This study collects primary data for analysis by questionnaire. The survey included product line planners, product marketing professionals, and branch staff. A total of 505 questionnaires were issued, 383 valid samples, and the effective sample recovery rate was 75.8%. Via literature research, case study and questionnaire verification, the factors that enhance cross-departmental collaboration are shown. The top three in terms of importance include clear processes and objectives, psychological safety, and divergence assessment; factors that improve the success of channel marketing. The top three in terms of importance include quick response, team bonuses, and guidelines for key points. These conclusions can provide enterprises with reference for the design of relevant systems to achieve the purpose of improving organizational performance. In the long run, The system cannot operate itself. It needs deep cultural soft power as the basis to guide humanity, and internalize the culture into the system, so that the culture of “inter-departmental collaboration” can become the most important factor in the performance of leveraged organizations. The fulcrum of the company's highest mission to achieve comprehensive performance, social responsibility and sustainable development.