摘 要 本文主要目的係透過企業自我評估品質管理活動的觀點，探討不同企業規模在品質管理成 熟度之差異，並進而了解影響品質管理成熟度之關鍵要素。根據相關文獻的整理，發現過去大 部分的研究，皆著重於企業如何導入品質管理活動的探討，然而從不同企業規模觀點探討對品 質管理活動影響之相關研究仍相當缺乏。為達到該研究目的，本研究採用Sturkenboom, Van Der Wiele與Brown 三位學者於2001 年所提出之品質管理成熟度量表做為企業自我評估之工具，進行 微型、中小型及大型等三種不同企業規模執行品質管理活動差異性之探討。根據資料分析結果 顯示，大型企業在充足資源支援的情形下，透過建置完善的品質管理制度來執行其品質管理活 動，其品質管理成熟度最高。而微型企業則透過經營者直接領導的方式，強調管理之創新性及 靈活性，其品質管理成熟度次之。中小型企業方面，由於其企業規模介於兩者之間，一方面由 於管理缺乏大型企業的制度化，另一方面又因組織規模較微型企業大造成管理之不靈活，所以 其品質管理成熟度最低。因此本研究建議中小型企業欲轉型成大型企業時，應該特別重視其品 質管理制度之建置。亦即建議從以經營者為主的管理方式，逐漸地轉變成為以制度管理之方 式。上述所代表之涵義，在本文中有進一步之闡述。

Abstract The purpose of this paper is to examine the maturity level of quality management in different size of enterprises by using a self-assessment viewpoint. According to a review of the past literature, it is found that most of studies were merely focused on the examination of how to promote quality management activities itself, however it is seldom to deal with this issue in different size of enterprises. In order to achieve this research goal, a scale for measuring maturity level of quality management activities in an enterprise, which was proposed by Sturkenboom, Van Der Wiele and Brown in 2001, was used to examine the quality management activities in three different sizes of enterprises: large, middle and small. The results show that the highest level of quality management maturity is the large size enterprise, the second is the small size enterprise, and the least mature is the middle size enterprise. The possible reasons to this research finding can be inferred that there is quite enough resources to support the large size enterprise to establish a reliable quality management system. Thus, the quality management activities are able to count on the system. And in most of small size enterprises, the implementation of quality management has to count on the leader. It will have a good result if the leader is capable on the quality management. However, in the case of middle size of enterprise, it always has a dilemma on either spending a huge amount of resources to build a reliable quality management system, or still keeping the one-man type of leadership. Based on this implication, it is acknowledged that to establish a reliable quality management system is important to a small size enterprise when it is going to turn out to be a middle or large size of enterprise. A further discussion will be provided in the paper.