請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93335
完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 戚樹誠 | zh_TW |
dc.contributor.advisor | Shu-Cheng Chi | en |
dc.contributor.author | 王嘉琳 | zh_TW |
dc.contributor.author | Chia-Ling Wang | en |
dc.date.accessioned | 2024-07-29T16:19:09Z | - |
dc.date.available | 2024-07-30 | - |
dc.date.copyright | 2024-07-29 | - |
dc.date.issued | 2024 | - |
dc.date.submitted | 2024-07-08 | - |
dc.identifier.citation | 1. Avolio, B. J., Gardner, W. L., & Walumbwa, F. O. Luthans, F., & May, D. R. (2004), Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15(6), p801-823.
2. Avolio, B. J., Griffith, J., Wernsing, T. S., & Walumbwa, F. O. (2010), What is authentic leadership development? In P.A. Linley, S. Harrington, & N. Garcea (Eds.), Oxford Handbook of Positive Psychology and Work, p39-51, New York: Oxford University Press. 3. Cameron K. S. and Quinn R. E., (1999), Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Addison-Wesley, p32 4. Creswell & Poth, (2017), Qualitative Inquiry and Research Design: Choosing Among Five Approaches 5. Deal, Terrence E. and Allan A. Kennedy, (1982), Corporate Cultures: the Rites and Rituals of Corporate Lift. Mass.: Addison-Wesley. 6. Drucker, P. F., (1973), Management: Tasks, Responsibilities, Practices. 7. Feldman, D. C., (1976), A Contingency Theory of Socialization. Administrative S`cience Quarterly, 21, 433-452. 8. Giberson, Thomas R., Christian J. Resick, and Marcus W. Dickson, (2005), “Embedding Leader Characteristics: An Examination of Homogeneity of Personality and Values in Organizations,” Journal of Applied Psychology, 90(5), p1002-1010 9. George, B. (2003), Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco, CA: Jossey-Bass 10. Hofstede, G. and Minkov, M. (2010), Culture and Organizations: Software of the Mind, (3rd ed), New York, NY: McGraw-Hill. 11. Ilies, R., Morgeson, F.P., Nahrgang, J. D., (2005), Authentic leadership and eudaemonic well-being: Understanding leader-follower outcomes. The Leadership Quarterly, 16, p373-394 12. Lewin, K., (1951), Field Theory in Social Science. New York: Harper & Row. 13. Neuman, W. Lawrence, (2006), Social Research Methods: Qualitative and Quantitative Approaches 14. Meindl, J. R., (1995), The Romance of Leadership as a Follower-Centric Theory: A Social Constructionist Approach. Leadership Quarterly, 6, p329-341. 15. Ouchi, W. G. (1981). The markets and hierarchies and visible hand perspectives. Perspectives on organization design and behavior, 347-370. 16. Pettigrew, A. M., (1983), “On stud ying Organizational Cultured”, Administrative Science Quarterly, Vol. 28. (育P9) 17. Porter, (1980), Competitive Strategy, NY : Free Press 18. Schein, E. H. (1985), Organization culture and leadership, San Francisco: Jossey-Bass 19. 別蓮蒂、陳明怡、劉吉傑,(2012),領導者特質企業文化與品牌個性間之關係初探—長期歷史觀點,管理評論第三十一卷第三期,p49-72 20. 楊國安,何永福,(1998)人力資源管理,臺北:三民書局。 21. 楊國樞,(2006),華人本土心理學,臺北:遠流。 22. 戚樹誠,(2021),組織行為—臺灣經驗與全球視野,三版。 | - |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93335 | - |
dc.description.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。 | zh_TW |
dc.description.abstract | 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. | en |
dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-07-29T16:19:09Z No. of bitstreams: 0 | en |
dc.description.provenance | Made available in DSpace on 2024-07-29T16:19:09Z (GMT). No. of bitstreams: 0 | en |
dc.description.tableofcontents | 致謝 I
摘要 II Abstract III 目 次 V 圖 次 VIII 第一章 緒論 1 1.1 研究背景 1 1.2 研究動機 2 1.3 研究目的 3 1.4 研究方法及限制 4 第二章 個案公司簡介與文獻探討 5 2.1 個案公司 5 2.1.1 產業背景 5 2.1.2 研究個案介紹 6 2.2企業文化的定義及重要性 9 2.3 企業文化的形塑過程及類型 10 2.3.1 企業文化的型塑過程 10 2.3.2 企業文化類型 11 2.4 真誠領導對企業文化的影響 14 第三章 研究方法 19 3.1 質性研究方法 19 3.2 訪談大綱設計 20 3.2.1訪談對象的選擇 20 3.2.2訪談大綱 22 3.3訪談程序與期間 29 3.4 倫理考量 29 第四章 研究結果 30 4.1 個案公司企業文化的內涵 30 4.1.1友善(Friendliness) 30 4.1.2 靈活 (Flexible) 33 4.1.3專業(Professional) 34 4.1.4 小結 35 4.2 最高領導人的領導風格對企業文化的影響 38 4.2.1 領導歸因 38 4.2.2 真誠領導(Authentic Leadership) 39 4.2.3 小結 40 4.3 組織變革對企業文化的影響 41 4.3.1 正向影響 42 4.3.2 負向影響 44 4.3.3 小結 45 4.4 跨層級與跨部門溝通協調問題 47 第五章 結論與建議 49 5.1 研究結論 49 5.1.1 信奉價值觀與實踐價值觀的落差 49 5.1.2最高領導人風格與企業文化的關係 50 5.1.3變革過程的文化衝突 52 5.2 研究建議 53 5.2.1 強化及發展企業文化方法 53 5.2.2 推動企業文化變革的真誠領導方法 54 5.3 研究限制 56 參 考 文 獻 57 附錄一:【訪談摘要】 59 | - |
dc.language.iso | zh_TW | - |
dc.title | 中小型企業之企業文化形塑-以G公司為例 | zh_TW |
dc.title | Shaping Corporate Culture for Small and Medium Enterprises: A Case Study of G Company | en |
dc.type | Thesis | - |
dc.date.schoolyear | 112-2 | - |
dc.description.degree | 碩士 | - |
dc.contributor.oralexamcommittee | 羅新興;陳淑貞 | zh_TW |
dc.contributor.oralexamcommittee | Hsin-Hsin Lo;Shu-Chen Chen | en |
dc.subject.keyword | 企業文化,領導風格,真誠領導,組織變革,中小企業, | zh_TW |
dc.subject.keyword | corporate culture,leadership style,authentic leadership,organizational change,small and medium-sized enterprises, | en |
dc.relation.page | 68 | - |
dc.identifier.doi | 10.6342/NTU202401506 | - |
dc.rights.note | 未授權 | - |
dc.date.accepted | 2024-07-08 | - |
dc.contributor.author-college | 進修推廣學院 | - |
dc.contributor.author-dept | 事業經營碩士在職學位學程 | - |
顯示於系所單位: | 事業經營碩士在職學位學程 |
文件中的檔案:
檔案 | 大小 | 格式 | |
---|---|---|---|
ntu-112-2.pdf 目前未授權公開取用 | 1.71 MB | Adobe PDF |
系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。