臺灣人文及社會科學引文索引資料庫系統

:::

詳目顯示

回上一頁
第 1 筆 / 總合 1 筆   第一頁 上一頁 下一頁 最後一頁
/1頁
題名：從組織即興與組織慣例演化的動態觀探討團隊即興現象的影響因素
作者：陳墀元
作者(外文)：Chi-Yuan Chen
校院名稱：雲林科技大學
系所名稱：管理研究所博士班
指導教授：楊仁壽
學位類別：博士
出版日期：2006
主題關鍵詞：組織慣例；改變慣例的慣例；組織學習；組織即興；試辦；meta-routines；pre-implementation pilot；organizational improvisation；organizational routines；organizational learning
原始連結：連回原系統網址new window
相關次數：
  • 被引用次數被引用次數:期刊(0) 博士論文(1) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:29
管理學界對於組織即興現象的研究仍還稀少，本文探討組織即興、組織學習與組織慣例演化三者的相互關聯，並建置一個組織慣例動態演化的研究架構。試圖說明組織即興是短期線上及時的組織學習，也是組織慣例內生性改變的過程，本文強調有效能的組織即興程序，若能慣例化並成為鑲嵌於組織慣例的學習機制，能夠促使組織在慣例有效率運作的同時仍能保有變通能力。
試辦作業是個組織即興、組織學習與組織慣例形成三者在短時間內聚集的平台，成功的試辦作業，將可能替組織創造出有價值的、稀少的、不易被模仿的以及不具替代性的專屬性知識，其為組織的基礎資源，也是組織保有競爭優勢的利基。因試辦人員常為臨時編組，業務通常為兼辦，獎酬較常為「混合獎酬制度」，也較缺乏績效的及時回饋。將此兩種制度與其對立之制度：「及時績效回饋制度」與「以團體為基礎之獎酬制度」，相互對照並發展出6組假設。為了驗證假設，本研究以實驗室實驗方法，操弄「績效回饋」、「獎酬辦法」，讓不同制度下的受測團體，在即興情境下執行動態連續任務，從動態過程中觀察其執行績效、即興學習、即興行為與合作慣例形成等，是否合於假設。
實驗結果發現回饋制度與獎酬制度對個人「認知面」的影響是顯著的，但對於「行動面」的影響並不顯著，其理由在於受測團體是新組成團體，團體成員之間缺乏支持其行動之社會結構，在採行行動會引致個人風險與心裡不安全時，回饋制度與獎酬制度，都無法顯著消除受測者對這兩方面的顧慮。良好的試辦作業，單靠回饋制度與獎酬制度的介入，還有所不足，建議後續研究宜增加其他制度的介入，例如，執行任務前宜實施團隊營造、指定專人負責溝通合作、必要的公共支出提早由組織吸收。
Researches on organizational improvisation are rare within the academic community of management. Through reviewing the papers related to organizational improvisation, organizational learning and organizational routines, I found the relationship among them. I attempt to establish a framework to explain organizational improvisation as a short-term and real-time organizational learning, and to interpret the endogenous change of organizational routines that usually happen when organizations are situated in an improvising context. The effective improvising routines, learned from previous improvising experience, can be used as a learning mechanism called meta-routine. This study intent to stress those organizational routines with built-in meta-routine can enable organizations to obtain dynamic capability and to enhance their efficiency and flexibility as well.
Pre-implementation pilot converges the activities of organizational improvisation, organizational learning and the evolution of organizational routines into a platform, which can create the specific knowledge of the organization. This specific knowledge always is valuable, rare, inimitable and nontransferable. The specific knowledge is the organization’s base resources and niches to obtain the organization’s competitive advantages. In general, the pilots are task forces. The members can carry on pilot activities concurrently with other routine works. The reward to the pilot job and routine job is combined together, which maybe called “hybrid reward system.” Usually, the performance of the pilot does not immediately feed back to the performer after each activity, but it feeds back to the performer only at the end of the pilot plan, which maybe called ”postponed feedback mechanism.” Six sets of hypothesis are derived to verify that the improvising learning, improvising cooperative action and the speed of the formation of collaborative routine in the hybrid reward system and postponed feedback mechanism are inferior to those in group-based reward system and prompt feedback mechanism.
Through laboratory experimentation designed to mimic group dynamic behaviors toward implementing a serial of tasks by pilot group, this study found that reward system and feedback mechanism affect cognitive reaction of pilot members significantly. On the contrary, neither reward system nor feedback mechanism can trigger pilot members effectively to do the act, though they thought the act is benefit for their group. In order to build an ideal learning mechanism, meta-routines embedded in pilot process, this paper suggests that some complementary arrangements are necessary, such as “pre-implementation team building,” “assigning a liaison role,” and “collective cost exempted from pilot members.”
任冠儀，2003，導入學習型組織過程中先導團隊建構之 探討，國立雲林科大學企業管理研究所，碩士論文。
行政院人事行政局，2002，行政院暨地方各級行政機關九十二年實施績效獎金計畫作業手冊。
李芳齡譯，2001，變革之舞—持續「學習型組織」動力的挑戰與策略（下）（The Dance of Change—The Challenges to Sustaining Momentum in Learning Organizations, 1st. ed., by Peter Senge et al. ），台北市：天下文化，民90年。
果芸，1999，對EPR應有的認識，資訊與電腦，1999年4月。
劉欽敏與張永宗，2002，台中市推動九年一貫課程的策略與模式，學校行政雙月刊，17：105-111。
廖月娟與陳琇玲譯，2001，變革之舞—持續「學習型組織」動力的挑戰與策略（上）（The Dance of Change—The Challenges to Sustaining Momentum in Learning Organizations, 1st. ed., by Peter Senge et al. ），台北市：天下文化，民90年。
楊仁壽與王思峰（2002），三種組織學習的類型與其介入模式，商管科技季刊，3(4)： 249-274。
陳墀元、張耀宗，2006，體制壓力、變革型態與變革速度：從台灣電子及電器產業ISO 9000系列的認證中觀察，2006年亞太經貿與金融保險國際學術研討會，台灣，嘉義，大同技術學院，2006年3月22日。
Adler, P. S., Goldoftas, B., & Levine, D. I. 1999. Flexibility versus efficiency? A case study of model changeover in the Toyota production system. Organization Science, 10(1): 43-68
Allison, G. 1971. Essence of Decision: Explaining the Cuban Missile Crisis. Boston: Little, Brown.
Amabile,T. 1983. The Social Psychology of Creativity. New York: SpringerVerlag.
Argote, L. 1999. Organizational Learning: Creating, Retaining, and Transferring Knowledge. Boston: Kluwer Academic.
Argyris, C. 1996. Unrecognized defenses of scholars: Impact on theory and research, Organization Scienc,. 7(1): 79-87.
Argyris, C., & Schon, D. A. 1996. Organizational Learning II: Theory, Method, and Practice. Reading: Addison-Wesley.
Ashforth, B. E., & Fried, Y. 1988. The mindlessness of organizational behaviors, Human Relations, 41: 305-329.
Barney, J. 1991. Firm Resources and Sustained Competitive Advantage, Journal of Management, 17(1): 99-121.
Barrett, F. J. 1998. Coda: Creativity and improvisation in organizations for organizational learning. Organization Science, 9(5): 605-622.
Bastien, D. T., & Hostager ,T. J. 1992. Cooperation as communicative accomplishment: A symbolic interaction analysis of an improvised jazz concert. Communication Studies, 43:92-104.
Bettenhausen, K. L., & Murnighan, J. K. 1991. The development of an intragroup norm and the effects of interpersonal and structural changes. Administrative Science Quarterly, 36: 20-35.
Bontis, N., Crossan ,M., & Hulland, J. 2002. Managing an organizational learning system by aligning stocks and flows. J. Management Stud, 39(4): 437-469.
Brown, S. L., & Eisenhardt, K .M. 1997. The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42: 1-34.
Brown, J., & Duguid, P. 2001. Knowledge and organization: A social-practice perspective. Organization Science, 12: 198-213.
Brown, S. L., & Eisenhardt, K. M. 1995. Product development: Past research, present findings, and future directions. Academy of Management Review, 20: 343-378.
Brown, S. L., & Eisenhardt, K. M. 1998. Competing on the Edge: Strategy as Structured Chaos. Boston, MA: Harvard Business School Press.
Campbell, D. T. 1969. Variation and selective retention in socio-cultural evolution. General Systems, 16:69-85.
Cohen, M. D. 1991. Individual learning and organizational routine: Emerging connections. Organization Science, 2(1):135-139.
Cohen, M. D., & Bacdayan, P. 1994. Organizational routines are stored as procedural memory: Evidence from a laboratory study. Organization Science, 5(4):554-568.
Cohen, M. D., Burkhart, R., Dosi, G., Egidi, M., Marengo, L., Warglien, M., & Winter, S. 1996. Routines and other recurring action patterns of organizations: Contemporary research issues. Industrial and Corporate Change, 5: 653-698.
Crossan, M., & Sorrenti, M. 1997. Making sense of improvisation. In J. P. Walsh and A S. Huff (Eds.), Advances in Strategic Management, 14: 155-180. Greenwich, CT: JAI Press.
Crossan, M. 1998. Improvisation in action. Organization Science, 9(5): 593-599.
Crossan, M., & Hurst, D. 2003. Strategic renewal as improvisation: Reconciling the tension between exploration and exploitation. Working paper, Ivy Business School, London, Ontario, Canada.
Crossan, M., Cunha, M. P., Vera, D., & Cunha, J. 2005. Time and organizational improvisation. Academy of Management Review, 30(1): 129-145.
Crossan, M. M., Lane, H. W., & White, R. E. 1999. An organizational learning framework: From intuition to institution. Academy of Management Review, 24(3): 522-537.
Cunha, M. P., Cunha, J. V. da & Kamoche, K. 1999. Organizational improvisation: What, when, how and why. International Journal of Management Reviews, 1(3): 299-341.
Cunha, M., & Cunha, J. 2002. To plan and not to plan: Toward a synthesis between planning and learning. International Journal of Organization Theory and Behavior, 5(3): 299-315.
Cyert, R. M., & March, J. G. 1963). A Behavior Theory of the Firm. Englewood Cliffs. NJ: Prentice Hall.
Cyert, R. M., & March, J. G. 1992. A Behavioral Theory of the Firm, 2nd ed. Oxford: Blackwell.
DeMatteo, J. S., Eby, L. T., & Sundtrom, E. 1998. Team-based rewards: Current empirical evidence and directions for future research. In B. M. Staw and L. L. Cummings (Eds.) Research in Organizational Behavior , (Vol. 20: 141-183). Stanford, CT: JAI Press.
DiMaggio, Paul. 1988. Interest and agency in institutional theory. In L. G. Zucker (Ed.) Institutional Patterns and Organizations: Culture and Environment, Cambridge, Mass: Ballinger Publishing.
Edmondson, A. C., Bonmer, R. M., & Pisano, G. P. 2001. Disrupted routines: Team learning and new technology implementation in hospitals. Administrative Science Quarterly, 46: 685-716.
Eisenhardt, K. M., & Tabrizi, B. N. 1995. Accelerating adaptive processes: Product innovation in the global computer industry. Administrative Science Quarterly, 40: 84-110.
Esterby-Smith, M., Crossan, M., & Nicolini, D. 2000. Organizational learning: Debates past, present, and future, Journal of Management Studies. 37(6): 783-796.
Feldman, M. 2000. Organizational routines as a source of continuous change. Organization Science, 11:611-629.
Feldman, M. S., & Pentland, B. T. 2003. Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48: 94-118.
Fiol, C. M., & Lyles, M. A. 1985. Organizational learning. Academy of Management Review, 10: 803-813.
Frost, A., & Yarrow, R. 1990. Improvisation in Drama. St. New York : Martin’s Press.
Gavetti, G., & Levinthal, D. 2000. Looking forward and looking backward: Cognitive and experiential search. Administrative Science Quarterly, 45:113-137.
Gersick, C. J. & Hackman, J. R. 1990. Habitual routines in task-performing groups, Organizational Behavior and Human Decision Processes, 47: 65-97.
Glynn, M. A., Lant , T. K., & Milliken, F. J. 1994. Mapping learning processes in organizations: A multi-level framework linking learning and organizing. In J. Meindl, J. Porac, and C. Stubbart (eds.), Advances in Managerial Cognition and Organizational Information Processing, 5:43-83.Greenwich, CT: JAI Press.
Grant, R. M. 1996. Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7(4): 375-387.
Greenberg, J. and Baron, R. A. 2000. Behavior in Organizations: Understanding and Managing the Human Side of Work. Upper Saddle River : Prentice-Hall.
Hannan, M. T., & Freeman, R. J. 1983. Structural inertia and organizational change. American Sociological Review, 29: 149-164.
Hatch, M. J. 1997. Jazzing up the theory of organization. In J. P. Walsh and A S. Huff (eds.) Advances in Strategic Management, 14: 181-191. Greenwich, CT: JAI Press.
Hatch, M. J. 1998. Jazz as a metaphor for organizing in the 21st century. Organization Science, 9:556-557.
Hertel, G., Konradt, U., & Orlikowski, B. (2004). Managing distance by interdependence: Goal setting, task interdependence and team-based rewards in virtual teams. European Journal of Work and Organizational Psychology, 13(1): 1-28.
Huber, G. P. 1991. Organizational learning: the contributing processes and literatures. Organization Science, 2(1): 88-115.
Hutchins, E. 1991. Organizational learning: The contributing processes and the literatures. Organization Science, 2:88-115.
Ilgen, D. R., & Hollenbeck, J. R. 1991. The structure of work: job design and roles. In M. D. Dunnette and L. M. Hough (eds.) Handbook of Industrial and Organizational Psychology: 165-207. Palo Alto, CA: Consulting Psychologists Press.
Johnstone, K. 1979. Improvisation and the Theatre. New York: Arts Books.
Leidner, R. 1993. Fast Food, Fast Talk: Service Work and Routinization of Everyday Life. Berkeley, CA: University of California Press.
Levi-Strauss, C. 1967. The Savage Mind. Chicago: University of Chicago Press.
Levitt, B., & March, J. G. 1988. Organizational learning, Annual Review of Sociology, 14: 319-340.
Lewis, M. W. 2000. Exploring paradox: Toward a more comprehensive guide. Academy of Management Review, 25: 760-776.
Li, Bing-Guang & Riley, M. W. 2003. Successful issues for implementing enterprise resources planning. The Journal of China University of Posts and Telecommunications, 10(3): 69-73.
Lipshitz, R. and Popper, M. 2000. Organizational learning in a hospital. The Journal of Applied Behavioral Science. 36(3): 345-361.
Kieser, A., Beck, N., & Tainio, R., (2001), Rules and organizational learning: The behavioral theory approach, In M. Dierkes, A. B. Antal, J. Child, and I. Nonaka (Eds) Handbook of Organizational Learning and Knowledge, New York: Oxford University Press.
Mangham, I. L. 1986. Power and performance in organizations: An exploration of executive process. Oxford, England: Basil Blackwell.
Mangham, I. L. & Pye, A. 1991. The Doing of Managing. Cambridge, MA: Basil Blackwell.
March, J. G., & Olsen, J. P. 1976. Ambiguity and Choice in Organizations. Norway: Universitetsforlaget.
March, J. G., & Simon, H. A. 1958. Organization. New York: Wiley.
March, J. G. 1991. Exploration and exploitation in organizational learning, Organization Science. 2(1): 71-87.
March, J. 1994. A Primer on Decision Making : How Decisions Happened. N.Y.: Free Press.
McCormick, E. J., & Ilgen, D. 1980. Industrial Psychology, Englewood Cliffs, NJ: Prentice-Hall.
Milkovich, G. T., & Newman, J. M. 2002. Compensation, New York: McGraw-Hill.
Miner, A., Bassoff, P., & Moorman, C. (2001). Organizational improvisation and learning: A field study. Administrative Science Quarterly, 46:304-337.
Miner, A. S., & Mezias, S. J. 1996. Ugly duckling no more: Pasts and futures of organizational learning research, Organization Scienc,. 7(1): 88-99.
Mintzberg, H., & Westley, F. 1992. Cycles of organizational change. Strategic Management Journal, 13: 39-59.
Moorman, C., & Miner, A. S. 1998a. Organizational improvisation and organizational memory. Academy of Management Review, 23:698-723.
Moorman, C., & Miner, A. S. 1998b. The convergence of planning and execution: Improvisation, in new product development. Journal of Marketing, 61:1-20
Nelson, R. R., & Winter, S. G. 1982. An Evolutionary Theory of Economic Change. Cambridge: Harverd University Press.
Nonaka, I., & Takeuchi, H. 1995. The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.
Olivera, F. 2000. Memory systems in organization: An empirical investigation of mechanisms for knowledge collection, storage and access. Journal of Management Studies, 37(6): 811-832.
Orlikowski, W. J. 1996. Improvising organizational transformation over time: a situated change perspective. Information Systems Research, 7(1): 63-92.
Orlikowski, W. J., & Hofman, J. D. (1997). An improvisational model for change management: the case of groupware technologies. Sloan Management Review, 38(2): 11-21.
Pascale, R. T. 1984. The Honda effect excerpted from perspectives on strategy: The real story behind Honda’s success. California Management Review, 26:47-72.
Perry, L. T. 1991. Strategic improvising: How to formulate and implement competitive strategies in concert. Organization Dynamics, 19: 51-64.
Plunket, A. 2002. The role of selection in the evolution of organizational routines. Working Paper, University Paris Sud.
Popper, M., & Lipshitz, R. 1998. Organizational learning mechanism: A structural and cultural approach to organizational learning. Journal of Applied Behavioral Science, 34(2): 161-180.
Preston, A. 1991. Improvising order. In I. L. Mangham (ed.) Organization Analysis and Development: 81-102. New York: Wiley.
Reynaud, B. 2000. The properties of routines: tools of decision making and modes of coordination, in P. P. Saviotti and B. Nooteboom (Eds) Technology and Knowledge: From the Firm to Innovation System, Edward Elgar.
Roth, A. 1993. Performance dimensions in services: An empirical investigation of strategic performance. T. A. Swartz, D. E. Bowen, S. W. Brown,(eds.) Advances in Services Marketing and Management, Vol. 2: 1-47. Greenwich, CT: JAI Press Inc.
Sawyer, K. 2000. Improvisation and the creative process: Dewey, Collingwood, and the aesthetics of spontaneity. J. Aesthetics Art Criticism, 58(2): 149-161.
Schon, D. A.1983. The Reflective Practitioner: How Professionals Think in Action. New York: basic Books.
Scott, W. R. 1998. Organizations: Rational, Natural, and Open System. Singapore: Printice-Hall.
Simon, H. A. 1945. Administrative Behavior, New York: Macmillan.
Stein, D. L. 1989. Preface. In D. L. Stein (ed.) Lectures in the Sciences of Complexity: xiii-xxiii. Redwood, CA: Addison-Wesley.
Stichcombe, A. L. 1990. Information and Organization. Berkeley: University of California Press.
Thompson, J. D. 1967. Organizations in Action. New York: McGraw-Hill.
Tierney, P., Farmer, S.M., & Graen, G. B. 1999. An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psych, 52(3): 591-620.
Tsang, E. W. K. 1997. Organizational learning and the learning organization: A dichotomy between descriptive and prescriptive research. Human Relations, 50(1): 73-89.
Van de Ven, A., & Polley, D. 1992. Learning while innovating. Organization Science, 3:92-116.
Vera, D., & Crossan, M. 2004. Theatrical improvisation: Lessons for organizations. Organ. Stud., 25(5): 727-749.
Vera, D., & Crossan, M. 2005. Improvisation and innovative performance in teams. Organization Science, 16(3): 203-224.
Volberda, H. W. 1996. Toward the flexible form: How to remain vital in hypercompetitive environment. Organization Science, 7(4): 359-374.
Weick, K.E. 1987. Substitutes for strategy. In D. J. Teece (ED.) The Competitive Challenge: Strategies for Industrial Innovation and Renewal: 221-233. New York: Harper & Row.
Weick, K. E. 1993a. The collapse of sense making in organization: The mann Gulch disaster. Administrative Science Quarterly, 38: 628-652.
Weick, K. E. 1993b. Organizational redesign as improvisation. In G. P. Huber and W. H. Glick (eds.) Organizational Change and Redesign: 346-379. New York: Oxford University Press.
Weick, K. E. 1996. Drop your tools: An allegory for organizational studies. Administrative Science Quarterly, 41:301-313.
Weick, K. E. 1998. Improvisation as a mindset for organizational analysis. Organization Science, 9: 543-555.
Yanow, D. 2001. Learning in and from improvising: Lessons from theater for organizational learning. Reflections, 2(4): 58-65.
 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
QR Code
QRCODE

臺灣人文及社會科學引文索引資料庫

目前上線人數：1104（臺灣：1085，外國：19） ／ 本年度總使用人次：1753550 ／ 訪客人次（自102年09月）：67571120
國家圖書館著作權聲明 Copyright © 2013 All rights reserved.
本館地址: 100201臺北市中山南路20號． 本館地圖及交通資訊．
總機：(02)23619132．最佳瀏覽解析度為1024x768以上