臺灣博碩士論文加值系統

本研究為一橫跨組織與個人層次之跨層次研究。目的在探討組織變革知覺、共享心智模式、職場心理壓力與變革承諾之間的關係。在組織層次上，組織變革知覺是否會影響共享心智模式；跨層次方面，探討組織變革知覺對職場心理壓力與變革承諾的影響，以及共享心智模式對變革承諾的影響。並討論共享心智模式與職場心理壓力對此跨層次研究是否具有中介效果。
本研究以中小企業為研究對象，總計發出 2000 份問卷，回收有效問卷為1201份，其中包含 65 個中小企業組織。經統計分析後，研究結果發現：（1）組織變革知覺對變革承諾有正向影響；（2）組織變革知覺對職場心理壓力有負面影響；（3）組織變革知覺對共享心智模式有正面影響；（4）職場心理壓力對變革承諾有負向影響；（5）共享心智模式對變革承諾有正向影響；（6）研究結果顯示，職場心理壓力在組織變革知覺對變革承諾中扮演中介角色；（7）研究結果也顯示，共享心智模式在組織變革知覺對變革承諾中扮演中介角色。

The research was a cross-level study on organizations and the individual. The purpose was to explain the relationships between organizational change perception, shared mental model, psychological workplace strain, and the commitment to change. For the organization level analysis, we discussed whether organizational change perception affects shared mental models. For the cross level analysis, we examined the effect between organizational change perception with psychological workplace strain and the commitment to change. Also, we examined the effect between the shared mental model and the commitment to change. In addition, we analyzed whether the shared mental model and psychological workplace strain mediated toward the cross-level study.
This study collected data from small and medium-sized enterprises. We delivered 2000 questionnaires and 1201 valid questionnaires were returned. The 1201 questionnaires were collected from 65 SME’s. After statistic analyses, the major findings of this study are summarized as follows: First, organizational change perception has a positive effect on the commitment to change. Second, organizational change perception has a negative effect on psychological workplace strain. Third, organizational change perception has a positive effect on shared mental model. Fourth, psychological workplace strain has a negative effect on commitment to change. Fifth, the shared mental model has a positive effect on commitment to change. Sixth, according to this study, psychological workplace strain was a mediating construction between organizational change perception and the commitment to change. Seventh, this study showed that shared mental model was a mediating construction between organizational change perception and commitment to change.

摘要 I
ABSTRACT II
致謝 III
目錄 IV
圖目錄 V
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 5
第三節 研究流程 5
第四節 論文架構 7
第二章 文獻探討 8
第一節 組織變革知覺 8
第二節 共享心智模式 15
第三節 職場心理壓力 21
第四節 變革承諾 25
第五節 各構面間關係探討 28
第三章 研究方法 37
第一節 研究架構 37
第二節 研究假設 38
第三節 研究變數之操作型定義與衡量 38
第四節 抽樣設計 42
第五節 資料分析方法 45
第六節 驗證性因素分析與信、效度分析 48
第四章 研究結果 56
第一節 效度衡量分析 56
第二節 HLM分析結果 58
第五章 結論與建議 65
第一節 研究結論 65
第二節 研究意涵 69
第三節 研究建議 72
第四節 研究限制與後續研究建議 73
中文文獻 74
英文文獻 75
附錄 85

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