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Title: | 中小型企業之企業文化形塑-以G公司為例 Shaping Corporate Culture for Small and Medium Enterprises: A Case Study of G Company |
Authors: | 王嘉琳 Chia-Ling Wang |
Advisor: | 戚樹誠 Shu-Cheng Chi |
Keyword: | 企業文化,領導風格,真誠領導,組織變革,中小企業, corporate culture,leadership style,authentic leadership,organizational change,small and medium-sized enterprises, |
Publication Year : | 2024 |
Degree: | 碩士 |
Abstract: | 本研究以G公司為例進行質性研究,旨在探討個案公司的企業文化以及企業文化與最高領導人領導風格的關係。另外,由於個案公司曾於2022年8月進行稱謂變革,從原本同仁間直呼姓名,改為相互稱呼職稱。本研究探討此項變革對公司企業文化的影響為何。研究者訪談對象包括:在公司任職超過兩年的高階主管兩位、中階主管兩位及基層員工一位,以及兩位資歷不足兩年的員工。除此以外,亦訪談與個案公司頻繁往來的合作夥伴共兩位。本研究歸納出以下研究結果:(1)個案公司具「友善、彈性、專業」三項企業文化內涵,與公司對外宣稱的核心價值「真心、誠信、專精」有所不同;(2)最高領導人的領導風格偏向真誠領導;(3)職稱的變革同時產生正向影響(如身份感提升)與負向影響(如員工抗拒與士氣低落)。針對本研究的理論意涵,研究者以信奉價值觀與實踐價值觀的差異、領導風格與華人傳統家長式領導的差異,以及Lewin組織變革三階段理論進行探討。
文末,研究者提出本研究的管理意涵。研究者認為若能將企業核心價值與員工價值觀拉近,並將領導風格導向提升員工對組織的認同感和工作的成就感,將有助於提升營運績效,並延續中小企業的永續發展理念。 This study conducts a qualitative analysis by using Company G as a case study, aiming to explore the corporate culture of the case company and its relationship with the leadership style of the top executive. Additionally, as the case company underwent a title change in August 2022, shifting from employees calling each other by their names to addressing each other by their formal titles, this research examines the impact of this change on the company''s corporate culture. The study''s interviewees included: two senior managers, two mid-level managers and one junior employee who had worked in the company for more than two years and two employees with less than two years of experiences. Furthermore, two partners who have frequent dealings with the case company were also interviewed. The study summarizes the following findings: (1) The case company embodies three aspects of corporate culture: "Friendliness, Flexible, and Professional," which differ from the company''s publicly declared core values of "Sincerity, Integrity, and Expertise"; (2) The leadership style of the top executive tends towards authentic leadership; (3) The title change has resulted in both positive effects (such as enhanced sense of identity) and negative effects (such as employee resistance and decreased morale).In discussing the theoretical implications of this study, the researcher discussed the differences between espoused values and practical values, the contrast between leadership styles and traditional Chinese paternalistic leadership, and Lewin''s three-stage theory of organizational change. At the end of the article, the researcher presents the managerial implications of this study. The researcher proposes that narrowing the gap between the company''s core values and employees'' values and steering the leadership style towards enhancing employees'' organizational identification and job satisfaction, could improve operational performance and support the sustainable development of small and medium-sized enterprises. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93335 |
DOI: | 10.6342/NTU202401506 |
Fulltext Rights: | 未授權 |
Appears in Collections: | 事業經營碩士在職學位學程 |
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ntu-112-2.pdf Restricted Access | 1.71 MB | Adobe PDF |
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