臺灣博碩士論文加值系統

本研究以台灣中小企業為研究對象，目的在探討企業在進行變革時，組織變革策略、組織結構特性、作業流程型態再造對變革績效之影響與其彼此間交互作用，並發展出建構效度良好之工具。本研究透過233家企業之問卷調查分析得到以下之結論：
一、企業之組織變革策略可分為參與進化、魅力轉型、指導轉型及強迫 進化等四種，台灣中小型企業多數採用指導轉型策略來執行變革活動。
二、中小企業改造前後之正式化程度與分權化程度皆有顯著的差異。
三、作業流程再造可分為規章型、參與型、目標型及效果型等四種型態，中小企業在改造前大多歸屬於規章型之作業流程型態，改造後則偏向於目標型態，且在進行作業流程型態再造前後均有顯著之差異。
四、中小企業在規劃流程及績效控制時，與變革策略有關。
五、中小企業在進行變革時，其決策訂定及溝通流程與正式化程度有關，且決策制定、溝通流程及績效控制與分權化程度也有關。
六、中小企業在進行變革時，其組織變革策略與正式化及分權化程度均有關。
七、中小企業在進行變革時，其作業流程型態及組織變革策略對於變革績效均會有顯著影響。

The study targets on the Taiwan’s small and medium enterprises. The purpose is to explore the influence and interaction between organizational change strategy, organizational structure characteristics, business process type reengineering, and change performance as domestic enterprises are proceeding change. This study also works out construct validities. The following conclusions are summarized from the data analysis, collected by the questionnaire survey from 233 enterprises:
1. There are four types of organizational change strategy: participative evolution, charismatic transformation, dictatorial transformation and forced evolution. The dictatorial transformation is the most common one in Taiwan’s small and medium enterprises to execute the change activities.
2. There is significant differentiation in the degree of formalization and decentralization before and after enterprises’ reengineering.
3. There are four types of Business process Reengineering: regulatory, participant, objective and resultant. Before reengineering, most of enterprises belong to regulatory type in business process and are inclined to objective type after reengineering. And there is significant differentiation before and after the reengineering of business process type.
4. As small and medium enterprises are planning process and performance control, there is significant influence with change strategy.
5. As small and medium enterprises are preceding change, the strategy selection and communication process have significant influence on the degree of formalization, and the strategy selection, communication process, and performance control have significant influence on the degree of decentralization.
6. As small and medium enterprises are executing change, the degrees of formalization and decentralization has significant influence on organizational change strategy.
7. As small and medium enterprises are preceding change, the business process type and organizational change strategy have significant influence on the change performance.

誌謝……………………………………………………………….…. Ⅰ
摘要………………………………………………………………….. Ⅱ
目錄………………………………………………………………….. Ⅳ
圖目錄…………………………………………………………….… Ⅶ
表目錄………………………………………………………………. Ⅷ
壹、導論……………………………………………………………. 1
一、研究動機…………………………………………………… 1
二、研究目的…………………………………………………… 2
三、研究流程…………………………………………………… 2
四、研究限制…………………………………………………… 4
貳、文獻探討……………………………………………………….. 5
一、作業流程再造與組織變革策略之關係探討………………… 5
（一）作業流程再造之理論基礎……………………………. 5
1﹒流程之理論基礎…………………………………… 5
2﹒流程管理之理論基礎……………………………… 6
3﹒作業流程再造之理論基礎………………………… 6
（二）組織變革策略之理論基礎……………………………. 9
1﹒組織變革之理論基礎……………………………… 9
2﹒組織變革績效之理論基礎………………………… 11
3﹒組織變革策略之理論基礎………………………… 11
（三）作業流程再造與組織變革策略之關係……………….. 12
1﹒作業流程再造與變革規模之關係…………………. 12
2﹒作業流程再造與變革領導風格之關係……………. 13
二、作業流程再造與組織結構之關係探討……………………… 15
（一）組織結構之理論基礎…………………………………. 15
1﹒組織之理論基礎…………………………………… 15
2﹒組織結構特性之理論基礎………………………… 16
（二）作業流程型態再造與組織結構特性之關係………….. 18
參、研究方法……………………………………………………….. 21
一、研究架構……………………………………………………. 21
二、研究樣本……………………………………………………. 22
三、變項之定義與衡量…………………………………………. 23
（一）中小企業之定義……………………………………… 23
（二）組織變革策略的衡量…………………………………. 24
（三）組織結構特性的衡量…………………………………. 24
（四）作業流程型態再造的衡量……………………………. 25
（五）組織變革績效的衡量…………………………………. 25
四、信度及效度建構…………….………………………………. 26
五、資料分析方法…………….…………………………………. 28
肆、研究結果與分析……………………………………………….. 29
一、回收樣本特性………………………………………………. 29
二、組織變革策略之集群分析……………………………….…. 30
三、變革前後組織結構特性之影響…………………………..…. 31
四、變革前後作業流程型態再造之影響………………………… 32
五、作業流程型態再造與組織變革策略之關聯……………...…. 37
六、作業流程型態再造與組織結構特性之關聯………………… 38
七、組織變革策略與組織結構特性之關聯……………….……... 40
八、作業流程型態再造、組織變革策略對於變革績效之影響…. 40
九、假說檢驗結果…………………..…………………………… 42
伍、結論與建議………………………………………………..…… 43
一、結論………………………………………………………… 43
二、後續建議…………………………………………………… 46
附錄-問卷………………………………………………………..…… 47
參考文獻 ……………………………………………………….…… 51

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