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題名:組織文化、領導型態、員工工作價值觀與知識分享關聯性之研究-以TY電纜集團跨國母子公司為例
作者:張宦民
作者(外文):Huan-Ming Chang
校院名稱:長榮大學
系所名稱:經營管理研究所
指導教授:李元墩
吳宗正
學位類別:博士
出版日期:2010
主題關鍵詞:組織文化領導型態員工工作價值觀知識分享電纜產業Organizational CultureLeadership stylesWork ValuesKnowledge SharingCable Industry
原始連結:連回原系統網址new window
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企業國際化已是明顯的趨勢,企業的組織文化、領導型態、員工工作價值觀與知識分享的相關或因果性結果,預期有助於提升與發揮企業的競爭力。本研究母體為1,792位員工之電纜業跨國企業,經由分層比例隨機抽樣發出600份問卷,回收有效問卷208份;藉由敘述性統計、差異性分析、線性結構關係模式、多群組分析之定量方法與定性方法之個人深度訪談進行相關探討。
本研究主要發現如下:1. 各構念間未必互有影響;2. 組織文化經由領導型態對知識分享有顯著正向影響;3.受訪員工認為組織文化經由領導型態與員工工作價值觀對知識分享的影響關係會遞減;4.各構念在不同的人口統計變項上有顯著差異。
本研究建議:1.透過工作輪調與教育訓練,建立一致且穩定的組織文化與員工工作價值觀;2.加強領導之教育訓練,使不同國籍員工可以接受不同國籍主管的領導,以達到知識分享的效果;3.善用資訊工具連結不同國籍員工對組織文化,企業使命的認同;藉由資訊管理系統建立知識分享平台,協助主管領導及工作經驗與價值觀的傳承。
Globalization is the trend of business to upgrade the competence. Through organizational culture, leadership styles to make consistence of work value in order to make experience, products and knowledge be shared by members in organization.
Resulting from this viewpoint, population of this research is TY international cable group with 1,792 employees in Taiwan, China and Vietnam, and adopt proportional stratified sampling method. 600 copies of questionnaire were issued and 208 ones were collected for analysis by means of descriptive statistics, ANOVA, LISREL, Multi-Group Analysis and individual in-depth interview to proceed this research.
Findings of this research are as follows: 1.Not every construct among organizational culture, leadership styles, work values and knowledge sharing are impacted each other. 2.There is a positive and significant influence on knowledge sharing through leadership style. 3.As per viewpoint of employees interviewed, the influence from organizational culture to knowledge sharing through leadership styles and work values was decreased gradually. 4.The level of each construct has significant difference on different demographic variables.
For empirical study, suggestions in management practice of this research are as follow: 1.Establishing a consistent and stable organizational culture and work values through job rotation and training for the employees with different nationalities. 2.Reinforcing the education and training in leadership to make employees with different nationalities be satisfied with the leaders to achieve knowledge sharing effectiveness. 3.Connecting and consolidating the identification of organizational culture and business mission by information technology system among employees with different nationalities, and assisting leadership and heritage of working experience and values.
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