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題名:以組織學習促成文化變革:一個縱貫性個案研究
作者:李瑞敏
作者(外文):Jui-Min Li
校院名稱:雲林科技大學
系所名稱:企業管理博士班
指導教授:楊仁壽
學位類別:博士
出版日期:2008
主題關鍵詞:個案研究人力資源管理組織文化縱貫法質性研究組織學習靈性文化變革SpiritualityHuman Resources ManagementCase StudyOrganizational CultureQualitative ResearchLongitudinal ResearchOrganizational LearningOrganizational Culture Change
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有一家百貨公司因為領導者個人經歷因素,以靈性啟發方式發起組織學習,至今已超過六年。因為個案公司正在進行組織學習,同時改變了文化。然而文化對組織學習是脈絡或是結果,本研究企圖透過這個個案長時間的研究,回答這個仍懸而未決的議題。
本論文主要以縱貫法進行質性研究、再以量化資料佐證研究發現。質性資料共取得57人的訪談、226份觀察紀錄與內外部等文件;資料分析參考紮根理論的概念,利用NVivo 7.0軟體分析349個電子檔案,共計1456頁的文件內容。譯碼時交互採用開放性譯碼與主軸性譯碼,以形成理論架構。為了增加質性研究的可信性,於進行每階段研究前撰寫個案計畫書、請關鍵資料提供者檢視分析結果,以建立信度與效度。同時本文採用資料、研究者、理論與方法論的三角驗證,其中方法論的三角驗證採用問卷調查法,驗證質性資料的研究發現,問卷共有四份,三年內共發放了八次,其中顧客面有916人次的有效問卷,員工部分有4,024人次的有效問卷。
分析質性與量化資料後,本文除提出組織學習促成文化變革的模式,以及幾項結論:第一,靈性啟發是達成組織學習的有效方式;第二,組織學習過程依序是取得、內化、擴散、詮釋、反學習、整合;第三,組織學習會促成文化變革;第四,文化變革有助於人力資源管理績效;第五,文化變革會改變個人心智模式與正面情感,其中心智模式包括反學習、反思、多面向思考、與正面思考;第六,改變個體心智模式與正面情感會促進組織中的個人學習;第七,組織學習與文化變革是動態的循環系統,因此文化是組織學習的結果也是脈絡因素。
最後,說明個案公司的脈絡因素、研究結論、與管理意涵,同時提出未來研究方向。
Is organizational culture the context factor of organizational learning (OL), the results of OL, or both? This study selected a department store to explore this topic, because of personal experience factors of the department store leader; he promoted OL with spiritualization for more then six years. The researchers were able to obtain interviews, observations, documents, and questionnaire survey information. Because certain factors: the company in the case study underwent relevant organization learning topics, an adequate amount of research time, the richness of information collected, the special nature of the motives for promoting OL, and the uniqueness of the means of intervention, allowed it to be a suitable research subject for the study.
This paper was based mainly on qualitative research, and supplemented by quantitative research. For qualitative information, 56 subjects were interviewed, 226 observation records and internal and external documents were obtained. The information was analyzed with the grounded theory concept, using NVivo 7.0 software and the alternate use of open coding and axial coding to form a theoretical framework. To increase the credibility of the qualitative research, before each phase of research, the case study plan was written, and the results were given to the main informant to examine, in order to establish credibility and validity. At the same time this paper used the triangulation of the methodology: the researchers, theory, and information; among them the methodological triangulation used the survey method. The verification of the qualitative information research found that there were a total of four questionnaires; they were distributed eight times in three years, including a number of 916 valid questionnaires from customers, and 4,024 valid questionnaires from the staff.
After qualitative and quantitative analysis of the data, this paper proposes that the OL results in cultural change. In addition, it proposes several other conclusions: first, spiritualization is an effective way to reach OL; second, the process of OL is acquiring, internalizing, distribution, interpreting, unlearning, and integrating; third, OL can contribute to cultural change; fourth, culture change contributes to human resources management; fifth, cultural change will change the mental model and positive emotions of individuals, which include the mental models of unlearning, reflection, multi-oriented thinking, and positive thinking; sixth, the changes of the individual mental model and affect will facilitate individual learning in the organization; seventh, OL and cultural changes are a dynamic circulatory system. So in conclusion, culture is the result and context factor of OL.
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