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題名 專案型組織文化之情境配適與轉型
The Cultural Fit and Culture Transformation of Project-Based Organization
作者 呂相賢
Lu, Hsiang Hsien
貢獻者 管康彥
Kuan,Wellington K.
呂相賢
Lu, Hsiang Hsien
關鍵詞 專案型組織
競值架構
文化配適
文化轉型
Project-Based Organization
Competing Values Framework
Cultural Fit
Culture Transformation
日期 2014
上傳時間 3-Feb-2016 12:01:45 (UTC+8)
摘要 21世紀「知識」成為各國經濟發展之主要驅動力，企業更多採專案型組織運作以靈活應變，如何有效管理知識工作者也使企業文化愈受重視。專案型組織因知識工作者增加、多角化跨入新業務型態而有文化轉型需求。本研究欲探討專案型組織於傳統營建工程、知識密集服務、複雜產品系統三種業務類型下之配適文化與轉型模式。藉由蒐集個案公司Kyowa Exeo和IBM官方資料與高階主管談論文化之內容進行文化元素篩選，經競值架構特質表檢驗後，得出應變型文化、家族型文化、市場型文化、階層型文化四種文化類型之佔比，依此繪製舊文化暨新文化之文化剖面圖以進行文化配適與轉型討論。本研究貢獻為專案型組織分類、專案型組織文化情境配適表與文化轉型模式，並確認「家族型文化」於三類專案型組織配適文化中皆為重要元素。後續研究可繼續完善專案型組織文化情境配適表，驗證家族型文化在知識經濟時代對於專案型組織之重要性。
In the 21st century, “Knowledge” becomes the driving force of economic development all over the world. More and more enterprises choose to change their structure to project-based organization in order to achieve flexibility. Corporate culture is getting more important for enterprises to manage knowledge workers. The demand of culture transformation in project-based organization is derived from the phenomenon of booming knowledge worker population and the strategy of diversification into new business.
This study aims to explore the most suitable kinds of organizational culture for three different types of project-based organization, including traditional construction, knowledge-intensive business service, and complex product and system, and discuss the process of the culture transformation. The initial data bank of cultural elements is selected from official information, culture-related comment from senior managers (Kyowa Exeo and IBM). These elements are sorted into four kinds of organization cultures by the characteristic table of Competing Values Framework: Adhocracy culture, Clan culture, Market culture and Hierarchy culture. Two cases are studied in details by grouping their cultural elements in accordance to the four cultural categories. The percentage of each culture of Competing Values Framework is calculated and the culture profile of initial culture and new culture are drawn for in–depth discussion of cultural fit and culture transformation.
The contributions of this research are the classification of project-based organization, and their most suitable cultures and culture transformation model. Besides, “Clan culture” is a critical element towards all three types of project-based organization. Follow-up research can improve the effectiveness of cultural fit table of project-based organization and verify the significance of Clan culture for project-based organization in the era of knowledge economy.
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描述 碩士
國立政治大學
企業管理學系
99355035
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0099355035
資料類型 thesis
dc.contributor.advisor 管康彥zh_TW
dc.contributor.advisor Kuan,Wellington K.en_US
dc.contributor.author (Authors) 呂相賢zh_TW
dc.contributor.author (Authors) Lu, Hsiang Hsienen_US
dc.creator (作者) 呂相賢zh_TW
dc.creator (作者) Lu, Hsiang Hsienen_US
dc.date (日期) 2014en_US
dc.date.accessioned 3-Feb-2016 12:01:45 (UTC+8)-
dc.date.available 3-Feb-2016 12:01:45 (UTC+8)-
dc.date.issued (上傳時間) 3-Feb-2016 12:01:45 (UTC+8)-
dc.identifier (Other Identifiers) G0099355035en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/81168-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理學系zh_TW
dc.description (描述) 99355035zh_TW
dc.description.abstract (摘要) 21世紀「知識」成為各國經濟發展之主要驅動力，企業更多採專案型組織運作以靈活應變，如何有效管理知識工作者也使企業文化愈受重視。專案型組織因知識工作者增加、多角化跨入新業務型態而有文化轉型需求。本研究欲探討專案型組織於傳統營建工程、知識密集服務、複雜產品系統三種業務類型下之配適文化與轉型模式。藉由蒐集個案公司Kyowa Exeo和IBM官方資料與高階主管談論文化之內容進行文化元素篩選，經競值架構特質表檢驗後，得出應變型文化、家族型文化、市場型文化、階層型文化四種文化類型之佔比，依此繪製舊文化暨新文化之文化剖面圖以進行文化配適與轉型討論。本研究貢獻為專案型組織分類、專案型組織文化情境配適表與文化轉型模式，並確認「家族型文化」於三類專案型組織配適文化中皆為重要元素。後續研究可繼續完善專案型組織文化情境配適表，驗證家族型文化在知識經濟時代對於專案型組織之重要性。zh_TW
dc.description.abstract (摘要) In the 21st century, “Knowledge” becomes the driving force of economic development all over the world. More and more enterprises choose to change their structure to project-based organization in order to achieve flexibility. Corporate culture is getting more important for enterprises to manage knowledge workers. The demand of culture transformation in project-based organization is derived from the phenomenon of booming knowledge worker population and the strategy of diversification into new business.
This study aims to explore the most suitable kinds of organizational culture for three different types of project-based organization, including traditional construction, knowledge-intensive business service, and complex product and system, and discuss the process of the culture transformation. The initial data bank of cultural elements is selected from official information, culture-related comment from senior managers (Kyowa Exeo and IBM). These elements are sorted into four kinds of organization cultures by the characteristic table of Competing Values Framework: Adhocracy culture, Clan culture, Market culture and Hierarchy culture. Two cases are studied in details by grouping their cultural elements in accordance to the four cultural categories. The percentage of each culture of Competing Values Framework is calculated and the culture profile of initial culture and new culture are drawn for in–depth discussion of cultural fit and culture transformation.
The contributions of this research are the classification of project-based organization, and their most suitable cultures and culture transformation model. Besides, “Clan culture” is a critical element towards all three types of project-based organization. Follow-up research can improve the effectiveness of cultural fit table of project-based organization and verify the significance of Clan culture for project-based organization in the era of knowledge economy.		en_US
dc.description.tableofcontents 目　　錄 I
表 目 錄 II
圖 目 錄 III
第壹章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與問題 5
第三節 研究方法與限制 6
第四節 研究流程與章節 10
第貳章 文獻探討 12
第一節 專案型組織及其類型 12
第二節 組織文化與競值架構 17
第三節 文化轉型 29
第參章 個案分析與探討 - KYOWA EXEO 39
第一節 企業背景 39
第二節 競值架構之文化元素分析 45
第三節 文化配適與轉型分析 50
第肆章 個案分析與探討 - 國際商業機器公司（IBM） 56
第一節 企業背景 56
第二節 競值架構之文化元素分析 57
第三節 文化配適與轉型分析 66
第伍章 結論與建議 79
第一節 專案型組織文化情境配適表 79
第二節 研究結論與管理意涵 80
第三節 後續研究建議 85		zh_TW
dc.format.extent 1127067 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0099355035en_US
dc.subject (關鍵詞) 專案型組織zh_TW
dc.subject (關鍵詞) 競值架構zh_TW
dc.subject (關鍵詞) 文化配適zh_TW
dc.subject (關鍵詞) 文化轉型zh_TW
dc.subject (關鍵詞) Project-Based Organizationen_US
dc.subject (關鍵詞) Competing Values Frameworken_US
dc.subject (關鍵詞) Cultural Fiten_US
dc.subject (關鍵詞) Culture Transformationen_US
dc.title (題名) 專案型組織文化之情境配適與轉型zh_TW
dc.title (題名) The Cultural Fit and Culture Transformation of Project-Based Organizationen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) Bargal, D., Gold, M., & Lewin, M. (1992). Introduction: the heritage of Kurt Lewin. Journal of Social Issues, 48(2), 3-13.
Barley, S. R., & Kunda, G. (1992). Design and devotion: Surges of rational and normative ideologies of control in managerial discourse. Administrative Science Quarterly, 363-399.
Barney, J. B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of management review, 11(3), 656-665.
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207.
Blindenbach‐Driessen, F., & Van Den Ende, J. (2010). Innovation Management Practices Compared: The Example of Project‐Based Firms*. Journal of Product Innovation Management, 27(5), 705-724.
Broderick, M. (2010). The Art of Managing Professional Services: Insights from Leaders of the World`s Top Firms: Pearson Education.
Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re‐appraisal. Journal of management studies, 41(6), 977-1002.
Cameron, K. S. (1988). The conceptual foundation of organizational culture.
Cameron, K. S., Freeman, S. J., & Mishra, A. K. (1993). Downsizing and redesigning organizations. Organizational change and redesign, 19-63.
Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework: John Wiley & Sons.
Collins, J., & Hansen, M. T. (2011). Great by Choice: Uncertainty, Chaos, and Luck--Why Some Thrive Despite Them All: HarperCollins.
Collins, J. C., & Collins, J. (2001). Good to great: Why some companies make the leap... and others don`t: Random House.
Crane, A. (1995). Rhetoric and reality in the greening of organisational culture. Greener Management International, 49-62.
Deal, T. E., & Kennedy, A. A. (2000). Corporate cultures: The rites and rituals of corporate life: Da Capo Press.
Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524-540.
Denison, D. R., & Mishra, A. K. (1995). Toward a theory of organizational culture and effectiveness. Organization science, 6(2), 204-223.
Denison, D. R., & Spreitzer, G. M. (1991). Organizational culture and organizational development: A competing values approach. Research in organizational change and development, 5(1), 1-21.
Dickens, L., & Watkins, K. (1999). Action research: rethinking Lewin. Management Learning, 30(2), 127-140.
Drucker, P. F. (1969). The age of discontinuity; guidelines to our changing society. New York: Harper & Row.
Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of management journal, 45(4), 735-744.
Florida, R. (2002). The rise of the creative class. The Washington Monthly, 34(5), 15-25.
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