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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 鄭伯壎(Bor-Shiuan Cheng) | |
dc.contributor.author | An-Chih Wang | en |
dc.contributor.author | 王安智 | zh_TW |
dc.date.accessioned | 2021-06-17T00:20:48Z | - |
dc.date.available | 2013-06-29 | |
dc.date.copyright | 2012-06-29 | |
dc.date.issued | 2012 | |
dc.date.submitted | 2012-06-21 | |
dc.identifier.citation | Abrahamson, E. (2004). Change without pain: How managers can overcome initiative overload, organizational chaos, and employee burnout. Boston, MA: Harvard Business School Press.
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dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/66070 | - |
dc.description.abstract | 本研究採用自我決定論(self-determination theory)觀點建構組織變革接受者對於變革所形成之態度。根據自我決定論,本研究指出變革接受者對於組織變革,可形成自發性(autonomous)、內射性(introjected)及外在性(external)等各種支持變革態度。除了對於變革方案的知覺程度之外,變革接受者在變革方案實施前的知覺組織支持程度與工作熱情高低,以及方案實施過程中、變革推動者與接受者之間的溝通模式,對於變革接受者的各種態度形成皆有顯著影響。而變革過程中的各種態度,可顯著預測方案實施後的各種個人結果變項。本研究以四個子研究來驗證各項假設;結果顯示從自我決定論出發,的確能夠完整描繪變革接受者對變革方案所形成的各種不同態度,而本研究所發展出的新測量工具在信度與效度方面表現良好,可以做為量測變革接受者態度的重要指標。 | zh_TW |
dc.description.abstract | In this dissertation research, I use the self-determination theory to conceptualize employees’ various attitudes toward organizational change (AOC). Following this theoretical framework, I propose that employees’ AOCs can be autonomous, introjected, or purely external. Also, I expect that in addition to perceived change implementation during the change process, employees’ perceived organizational support and work passion prior to the change as well as how they are communicated in the change process all have substantial effects on employees’ AOCs. Finally, I predict that AOCs relate to many important employee outcomes after the change is implemented. I designed four studies to test my research hypotheses. Results obtained from these studies suggest that AOC constructs effectively capture various attitudes toward a change, and that my newly developed scales serve as valid and reliable measures for these constructs. | en |
dc.description.provenance | Made available in DSpace on 2021-06-17T00:20:48Z (GMT). No. of bitstreams: 1 ntu-101-D97227104-1.pdf: 6532581 bytes, checksum: 66c652420a13b222c1eef4b0fe77f17f (MD5) Previous issue date: 2012 | en |
dc.description.tableofcontents | 1. Introduction ------------------------------------------------------------------------------------------ 1
2. Literature Review ----------------------------------------------------------------------------------- 5 2.1. Organizational Change as A Process Model ---------------------------------------------- 5 2.2. Examining Organizational Change from Four Distinct Perspectives ----------------- 7 2.3. Change Recipients’ AOCs ----------------------------------------------------------------- 11 3. Study 1: A Self-determination Perspective of AOCs ----------------------------------------- 19 3.1. Early Motivation Theories Prior to SDT ------------------------------------------------- 19 3.2. An Overview of SDT ----------------------------------------------------------------------- 20 3.3. Using SDT to Examine Change Recipients’ AOCs ------------------------------------- 22 3.4. Method ---------------------------------------------------------------------------------------- 24 3.5. Results----------------------------------------------------------------------------------------- 26 3.6. Discussion------------------------------------------------------------------------------------- 31 4. Study 2: Predicting Change Recipients’ AOCs with Pre-change Factors ------------------ 33 4.1. Pre-change Predictors of Change Recipients’ AOCs: A SDT Perspective ---------- 33 4.2. Pre-change Perceived Organizational Support and AOCs ----------------------------- 34 4.3. Pre-change Work Passion and AOCs ----------------------------------------------------- 36 4.4. Method ---------------------------------------------------------------------------------------- 40 4.5. Results ---------------------------------------------------------------------------------------- 43 4.6. Discussion ------------------------------------------------------------------------------------ 45 5. Study 3: During-change Communication Types and Change Recipients’ AOCs --------- 51 5.1. Communication between Change Agents and Recipients ----------------------------- 51 5.2. Major Communication Types and Change Recipients’ AOCs ------------------------ 52 5.3. The Present Study --------------------------------------------------------------------------- 56 5.4. Method ---------------------------------------------------------------------------------------- 59 5.5. Results ---------------------------------------------------------------------------------------- 60 5.6. Discussion------------------------------------------------------------------------------------- 67 6. Study 4: Effects of Change Recipients’ AOCs on Individual Outcomes ------------------- 71 6.1. Effects of Change Recipients’ AOCs at the Individual Level ------------------------- 71 6.2. Selecting Criteria for Outcome Variables ------------------------------------------------ 72 6.3. Change Recipients’ AOCs and Work-to-family Conflict ------------------------------ 73 6.4. Change Recipients’ AOCs and Willingness to Be Transferred ----------------------- 76 6.5. Change Recipients’ AOCs and Turnover ------------------------------------------------ 77 6.6. Change Recipients’ AOCs and Affective Commitment ------------------------------- 78 6.7. Change Recipients’ AOCs and Performance -------------------------------------------- 80 6.8. Method ---------------------------------------------------------------------------------------- 80 6.9. Results ---------------------------------------------------------------------------------------- 84 6.10. Discussion----------------------------------------------------------------------------------- 87 7. General Discussion -------------------------------------------------------------------------------- 97 7.1. A Summary of Research Findings -------------------------------------------------------- 97 7.2. Change Recipients’ AOCs and Commitment to Change ------------------------------- 98 7.3. How Does Internalization Take Place? ------------------------------------------------- 100 7.4. Introjected Motivation: Controlled or Autonomous? --------------------------------- 102 7.5. Limitations and Future Research Directions ------------------------------------------- 103 7.6. Practical Implications --------------------------------------------------------------------- 105 8. References ----------------------------------------------------------------------------------------- 107 Appendix I: Items Used in Study 2 ----------------------------------------------------------------- 123 Appendix II: Items Used in Study 4 ---------------------------------------------------------------- 125 | |
dc.language.iso | en | |
dc.title | 由自我決定論觀點探討員工對組織變革之態度 | zh_TW |
dc.title | A Self-determination Perspective of Change Recipients' Attitudes toward Organizational Change | en |
dc.type | Thesis | |
dc.date.schoolyear | 100-2 | |
dc.description.degree | 博士 | |
dc.contributor.oralexamcommittee | 王叢桂(Chung-Kwei Wang),莊璦嘉(Aichia Chuang),胡昌亞(Chang-Ya Hu),黃敏萍(Min-Ping Huang),林以正(Yi-Cheng Lin) | |
dc.subject.keyword | 組織變革,支持變革動機,自我決定論, | zh_TW |
dc.subject.keyword | organizational change,attitudes toward organizational change,self-determination theory, | en |
dc.relation.page | 127 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2012-06-21 | |
dc.contributor.author-college | 理學院 | zh_TW |
dc.contributor.author-dept | 心理學研究所 | zh_TW |
顯示於系所單位: | 心理學系 |
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