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題名 行動化企業趨勢之探討：認知價值、調節效果與工作投入
On the Rising of Mobile Business: Perceived Values, Moderating Effects, and Employee Engagement
作者 劉源宏
Liu, Yuan-Hung
貢獻者 管郁君<br>林勝為
Huang, Eugenia Y.<br>Lin, Sheng-Wei
劉源宏
Liu, Yuan-Hung
關鍵詞 行動化企業
工作投入度
利他性
個人與組織價值觀配適度
變革型領導
工作自主性
組織溝通
Mobile business
Employee engagement
Altruism
Person–organization value fit
Transformational leadership
Job autonomy
Organizational communication
日期 2020
上傳時間 3-Nov-2020 11:26:42 (UTC+8)
摘要 有鑑於人的行為受價值與信念趨動，而員工共同行為又造就了企業經營績效，本研究以行動化企業的使用者行為做為因果關係的核心，分別探討其對知識工作者而言的前因，並實證其對員工工作投入度的影響。在行動化企業的個人價值主張上，過去的研究多是以產品特性為出發點或年代較久遠，與現今智慧型手機的使用習慣有差異，故有必要重新做探討。
本研究分兩個階段研究完成，首先在行動化企業的個人價值探索上，採用德爾菲法對12名產業專家進行訪談，並以攀梯法做資料分析，結果發現了六種行動化企業能為員工帶來的個人價值，包括：方便性、彈性、效率、流暢度、利他性、社交。
在行動化企業如何影響員工工作投入度的實證，採用結構方程式分析驗證。本研究模型中假設工作投入度有五項成因，並假設員工的行動化企業活動可調節此五項成因對工作投入度的影響。本研究以線上問卷取得的408份有效樣本，分析結果顯示個人與組織價值觀配適度、變革型領導、工作自主性是對工作投入度有直接影響的前因，但不支持同儕支持、工作與家庭衝突會直接影響工作投入度的假設。對行動化企業活動的調節效果實證結果，則顯示其對個人與組織價值觀配適度、變革型領導、工作自主性、同儕支持與工作投入度的關係具有正向的調節效果，而不支持對工作與家庭衝突與工作投入度之間的調節效果。
本研究結果有三大貢獻：第一，實證行動化企業對員工而言的個人價值，並提出利他性是一項值得關切且文獻中尚未被強調的價值。第二，本研究是首篇對Bedarkar & Pandita (2014) 的「工作投入度是企業與員工雙向溝通之產物」理論架構做實證的研究，結果證實工作投入度的確是企業與員工溝通之產物，但該理論中工作與家庭衝突能影響工作投入度的論述並未獲得本研究分析結果支持。第三，實證了行動化企業活動可調節五項工作投入度成因中的四項與工作投入度之間的關係。
Given that beliefs and values drive human behavior and that employees’ behavior affects organizations’ performance, we investigate the values driving mobile business and the influence of employees’ behavior on mobile business. As studies on the values of mobile business have been relatively product oriented, these values must be re-examined from the employee perspective.
We conducted this study in two phases. In the first phase, we explored the values of mobile business via a qualitative approach. We interviewed 12 industrial professionals using the Delphi method. The results revealed six values: convenience, flexibility, efficiency, fluency, socialization, and altruism.
In the second phase, we used a quantitative approach involving structural equation modeling techniques to test the direct effects of five antecedents (i.e., person–organization value fit, transformational leadership, job autonomy, social support, and work–family conflict) on employee engagement. The moderating effects of mobile business activity on the relationships among these five antecedents and employee engagement were also tested. We collected 408 valid samples via an online survey. The results supported the direct effects of person–organization value fit, transformational leadership, and job autonomy on employee engagement. However, the direct effects of social support and work–family conflict were not supported. Furthermore, four of the five hypotheses on the moderating effects of mobile business activity on the relationships between the antecedents and employee engagement were supported, with the exception being the hypothesis regarding work–family conflict.
We make three contributions to the literature. First, we identify six values of mobile business from a user-oriented perspective, including the novel value of altruism. Second, we empirically verify the theoretical model proposed by Bedarkar & Pandita (2014), which considers employee engagement as a consequence of organizational communication. Finally, we also empirically verify the moderating effects of mobile business activity on the relationships between employee engagement and its five antecedents, and specifically confirm the moderating effects on person–organization value fit, transformational leadership, social support, and job autonomy.
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描述 博士
國立政治大學
資訊管理學系
101356508
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0101356508
資料類型 thesis
dc.contributor.advisor 管郁君<br>林勝為zh_TW
dc.contributor.advisor Huang, Eugenia Y.<br>Lin, Sheng-Weien_US
dc.contributor.author (Authors) 劉源宏zh_TW
dc.contributor.author (Authors) Liu, Yuan-Hungen_US
dc.creator (作者) 劉源宏zh_TW
dc.creator (作者) Liu, Yuan-Hungen_US
dc.date (日期) 2020en_US
dc.date.accessioned 3-Nov-2020 11:26:42 (UTC+8)-
dc.date.available 3-Nov-2020 11:26:42 (UTC+8)-
dc.date.issued (上傳時間) 3-Nov-2020 11:26:42 (UTC+8)-
dc.identifier (Other Identifiers) G0101356508en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/132440-
dc.description (描述) 博士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 資訊管理學系zh_TW
dc.description (描述) 101356508zh_TW
dc.description.abstract (摘要) 有鑑於人的行為受價值與信念趨動，而員工共同行為又造就了企業經營績效，本研究以行動化企業的使用者行為做為因果關係的核心，分別探討其對知識工作者而言的前因，並實證其對員工工作投入度的影響。在行動化企業的個人價值主張上，過去的研究多是以產品特性為出發點或年代較久遠，與現今智慧型手機的使用習慣有差異，故有必要重新做探討。
本研究分兩個階段研究完成，首先在行動化企業的個人價值探索上，採用德爾菲法對12名產業專家進行訪談，並以攀梯法做資料分析，結果發現了六種行動化企業能為員工帶來的個人價值，包括：方便性、彈性、效率、流暢度、利他性、社交。
在行動化企業如何影響員工工作投入度的實證，採用結構方程式分析驗證。本研究模型中假設工作投入度有五項成因，並假設員工的行動化企業活動可調節此五項成因對工作投入度的影響。本研究以線上問卷取得的408份有效樣本，分析結果顯示個人與組織價值觀配適度、變革型領導、工作自主性是對工作投入度有直接影響的前因，但不支持同儕支持、工作與家庭衝突會直接影響工作投入度的假設。對行動化企業活動的調節效果實證結果，則顯示其對個人與組織價值觀配適度、變革型領導、工作自主性、同儕支持與工作投入度的關係具有正向的調節效果，而不支持對工作與家庭衝突與工作投入度之間的調節效果。
本研究結果有三大貢獻：第一，實證行動化企業對員工而言的個人價值，並提出利他性是一項值得關切且文獻中尚未被強調的價值。第二，本研究是首篇對Bedarkar & Pandita (2014) 的「工作投入度是企業與員工雙向溝通之產物」理論架構做實證的研究，結果證實工作投入度的確是企業與員工溝通之產物，但該理論中工作與家庭衝突能影響工作投入度的論述並未獲得本研究分析結果支持。第三，實證了行動化企業活動可調節五項工作投入度成因中的四項與工作投入度之間的關係。		zh_TW
dc.description.abstract (摘要) Given that beliefs and values drive human behavior and that employees’ behavior affects organizations’ performance, we investigate the values driving mobile business and the influence of employees’ behavior on mobile business. As studies on the values of mobile business have been relatively product oriented, these values must be re-examined from the employee perspective.
We conducted this study in two phases. In the first phase, we explored the values of mobile business via a qualitative approach. We interviewed 12 industrial professionals using the Delphi method. The results revealed six values: convenience, flexibility, efficiency, fluency, socialization, and altruism.
In the second phase, we used a quantitative approach involving structural equation modeling techniques to test the direct effects of five antecedents (i.e., person–organization value fit, transformational leadership, job autonomy, social support, and work–family conflict) on employee engagement. The moderating effects of mobile business activity on the relationships among these five antecedents and employee engagement were also tested. We collected 408 valid samples via an online survey. The results supported the direct effects of person–organization value fit, transformational leadership, and job autonomy on employee engagement. However, the direct effects of social support and work–family conflict were not supported. Furthermore, four of the five hypotheses on the moderating effects of mobile business activity on the relationships between the antecedents and employee engagement were supported, with the exception being the hypothesis regarding work–family conflict.
We make three contributions to the literature. First, we identify six values of mobile business from a user-oriented perspective, including the novel value of altruism. Second, we empirically verify the theoretical model proposed by Bedarkar & Pandita (2014), which considers employee engagement as a consequence of organizational communication. Finally, we also empirically verify the moderating effects of mobile business activity on the relationships between employee engagement and its five antecedents, and specifically confirm the moderating effects on person–organization value fit, transformational leadership, social support, and job autonomy.		en_US
dc.description.tableofcontents 第一章 緒論 1
　第一節 研究背景 1
　第二節 研究動機與目的 7
　　一、 研究動機 7
　　二、 研究目的 8
　　三、 研究問題 12
　第三節 研究貢獻 14
　第四節 論文結構 15
第二章 文獻探討 17
　第一節 行動商務、行動化企業與其價值主張 17
　　一、 行動化企業的定義 17
　　二、 行動化企業的研究分類架構 19
　　三、 行動化企業的個人價值相關研究 20
　第二節 使用者對行動化企業的接受與抗拒 23
　第三節 工作投入度 26
　　一、 工作投入度是什麼 26
　　二、 如何衡量工作投入度 28
　　三、 工作投入度的管理 29
　第四節 工作與家庭衝突 31
　第五節 變革型領導 32
　第六節 同儕支持 34
　第七節 個人與組織價值觀配適度 36
　第八節 工作自主性 37
　第九節 行動化企業與使用者行為 38
　　一、 資訊科技與工作的關係 38
　　二、 智慧型手機的使用行為 41
第三章 研究方法 44
　第一節 研究一：行動化企業的個人價值探索 46
　　一、 研究流程 47
　　二、 訪談對象 50
　　三、 訪談題目 52
　　四、 資料蒐集方法 53
　　五、 資料分析工具 54
　第二節 研究二：行動化企業如何影響員工工作投入度 55
　　一、 研究流程 55
　　二、 研究假設 56
　　三、 理論模型 59
　　四、 研究對象 62
　　五、 問卷設計 63
　　六、 資料蒐集與分析方式 65
　第三節 研究方法小結 66
第四章 資料分析與結果 69
　第一節 研究一：行動化企業的個人價值探索 69
　　一、 功能性期待 70
　　二、 行動化企業的重要特性與擔憂 74
　　三、 行動化企業的個人價值分析 77
　第二節 研究二：行動化企業如何影響員工工作投入度 81
　　一、 描述性統計 81
　　二、 項目分析與探索式因素分析 82
　　三、 測量模型與驗證式因素分析 85
　　四、 結構模型與直接效果假設檢定 89
　　五、 調節效果假設檢定 92
第五章 結論與建議 98
　第一節 研究發現與結論 98
　　一、 員工對行動化企業的期待 98
　　二、 形成員工工作投入度的關鍵因素 100
　　三、 行動化企業如何影響工作投入度 101
　第二節 研究意涵 102
　　一、 學術意涵 102
　　二、 實務意涵 103
　第三節 研究限制與未來研究方向 104
第四節 總結 105
參考文獻 107
附件一、行動化企業個人價值分析表 120
附件二、正式調查問卷 127		zh_TW
dc.format.extent 7113231 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0101356508en_US
dc.subject (關鍵詞) 行動化企業zh_TW
dc.subject (關鍵詞) 工作投入度zh_TW
dc.subject (關鍵詞) 利他性zh_TW
dc.subject (關鍵詞) 個人與組織價值觀配適度zh_TW
dc.subject (關鍵詞) 變革型領導zh_TW
dc.subject (關鍵詞) 工作自主性zh_TW
dc.subject (關鍵詞) 組織溝通zh_TW
dc.subject (關鍵詞) Mobile businessen_US
dc.subject (關鍵詞) Employee engagementen_US
dc.subject (關鍵詞) Altruismen_US
dc.subject (關鍵詞) Person–organization value fiten_US
dc.subject (關鍵詞) Transformational leadershipen_US
dc.subject (關鍵詞) Job autonomyen_US
dc.subject (關鍵詞) Organizational communicationen_US
dc.title (題名) 行動化企業趨勢之探討：認知價值、調節效果與工作投入zh_TW
dc.title (題名) On the Rising of Mobile Business: Perceived Values, Moderating Effects, and Employee Engagementen_US
dc.type (資料類型) thesisen_US
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dc.identifier.doi (DOI) 10.6814/NCCU202001755en_US