臺灣博碩士論文加值系統

中小企業是台灣10年來經濟發展的原動力之一，也是整體企業結構的主體，同時更是創造大量的就業機會而使社會生活安定富裕。自1990年代以來，全球化趨勢促使產業環境快速變遷、競爭加劇，對中小企業的營運有著關鍵性的影響。面對強烈的全球化挑戰，轉型和升級是必要走的路。然而，一個產業的創新與發展，僅依靠政府的輔導是不足夠的，對中小企業而言，其創新精神與核心能力是更重要的。
本研究擬探討中小企業在動態的環境中，如何透過創新轉型來建立競爭優勢。轉型成功與否和人力資源管理活動息息相關。故本研究試圖探討中小企業在創新轉型後如何執行人力資源角色轉型，來提升組織的績效。
本研究從中小企業創業家與企業主中選取155份樣本，使用LISREL、ANOVA進行實證分析，研究結果如下：
1. 技術創新轉型有助於人力資源角色轉型；
2. 人力資源部門可透過扮演不同的角色來改善作業績效，例如策略夥伴、行政專家、員工鬥士與變革代理人；
3. 技術創新轉型在創業精神、核心能力與人力資源角色轉型中扮演重要的中介角色；人力資源部門可以透過技術創新轉型來提高工作效率；
4. 中小企業不同員工人數在行政專家部分，有顯著差異；
5. 中小企業不同產業類型在風險承擔部分、整合能力部分，有顯著差異；
6. 中小企業不同成立年數在行政專家部分，有顯著差異。

Small and medium enterprises (SME) have played a critical role in the development of the Taiwan economy. Since the 1990s, globalization trends have not only had a severe impact on competition, but also on opportunities for SMEs. With strong global competition and challenges, the only way for Taiwan to face international competition is to look at industry transformation. However, it is not enough for innovation and development of industry to rely on government guidance and assistance; entrepreneurship and core competence of SMEs is also very important.
This study shows SMEs how to build competitive advantage through innovative transformation in the dynamic environment, and shows how the success or failure is related to human resource management activities. This study also shows SMEs how to implement transformation of human resource roles to promote good corporate performance after innovation transformation.
One hundred and fifty-five effective surveys were received from managers of small and medium enterprises, using analysis methods, such as LISREL and ANOVA, The results showed that: First, technological innovation transformation contributive to human resource roles transformation. Second, human resource departments can improve operational performance by playing different roles, such as strategy partner, administrative expert, employee champion and change agent. Third, technological innovation transformation mediates’ between entrepreneurship, core competence and human resource roles. Human Resource Departments could be enhanced by working efficiently through technological innovation transformation. Fourth, there are significant differences in administrative experts when there are so employees or less. Fifth, there are significant differences in different industry. Finally, there are significant differences in administrative expert between older and younger companies.
Keywords：Small and Medium Enterprise, Entrepreneurship, Core Competence, Technological Innovation Transformation, Human Resource Roles

目 錄
摘 要 i
Abstract ii
目 錄 iii
表目錄 iv
圖目錄 vi
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 1
第三節 研究範圍 1
第四節 研究流程 2
第二章 文獻探討 3
第一節 中小企業 3
第二節 創業精神 6
第三節 核心能力 16
第四節 技術創新轉型 31
第五節 人力資源部門角色轉型 39
第六節 各構面關係探討 48
第三章 研究方法 62
第一節 研究架構 62
第二節 研究假說 63
第三節 研究變項之操作性定義與衡量 64
第四節 抽樣方法與樣本 70
第五節 資料分析方法 72
第六節 信度與效度分析 74
第四章 實證結果與討論 87
第一節 研究構面基本特性資料分析 87
第二節 創業精神、核心能力、技術創新轉型、人力資源角色轉型構面間之複迴歸分析 92
第三節 研究架構整體模式分析 97
第四節 不同企業特性在各構面的差異性分析 111
第五章 結論與建議 116
第一節 結論 116
第二節 建議 121
第三節 研究限制 124
◎參考文獻 125
一、中文部分 125
二、英文部分 129
附錄一 中小企業認定標準 143
附錄二 問卷信函與問卷 145

表目錄

表1 本研究之範圍 1
表2 中小企業定義演變一覽表 4
表3 創業精神定義 8
表4 創業精神衡量指標彙總表 12
表5 核心能力定義 17
表6 核心能力特性彙總表 21
表7 核心能力觀點彙總表 24
表8 核心能力衡量指標 28
表9 技術創新實證研究衡量指標 37
表10 角色模型 40
表11 人力資源角色模型 42
表12 新人力資源組織的三個角色 44
表13 學者對人力資源主管角色看法彙總表 44
表14 人力資源角色衡量變項彙總表 45
表15 人力資源管理與企業創業精神類型之研究 51
表16 創業精神衡量題項 65
表17 核心能力衡量題項 66
表18 技術創新轉型衡量題項 67
表19 人力資源角色轉型衡量題項 69
表20 本研究樣本之基本資料 71
表21 KMO及Bartlett球形檢定表 75
表22 創業精神量表之因素分析及信度表 77
表23 核心能力量表之因素分析及信度表 78
表24 技術創新轉型量表之因素分析及信度表 79
表25 人力資源角色轉型量表之因素分析及信度表 81
表26 創業精神量表之驗證性因素分析結果表 83
表27 核心能力量表之驗證性因素分析結果表 84
表28 技術創新轉型量表之驗證性因素分析結果表 84
表29 人力資源角色轉型量表之驗證性因素分析結果表 85
表30 驗證性因素分析之模式適合度考驗摘要表 86
表31 創業精神構面變項之意見均值 88
表32 核心能力構面變項之意見均值 89
表33 技術創新轉型構面變項之意見均值 90
表34 人力資源角色轉型構面變項之意見均值 91
表35 創業精神對技術創新轉型之複迴歸分析 92
表36 核心能力對技術創新轉型之複迴歸分析 93
表37 創業精神對人力資源角色轉型之複迴歸分析 94
表38 核心能力對人力資源角色轉型之複迴歸分析 95
表39 技術創新轉型對人力資源角色轉型之複迴歸分析 96
表40 變數間之相關係數 99
表41 LISREL 模式分析結果 102
表42 巢狀模式法之比較分析 103
表43 理論結構模式之因徑係數與假設驗證─直接效果 104
表44 理論結構模式之因徑係數與假設驗證─中介效果 110
表45 員工人數在各構面之變異數分析 111
表46 產業類型在各構面之變異數分析 112
表47 成立年數在各構面之變異數分析 113
表48 資本額在各構面之變異數分析 114
表49 營業額在各構面之變異數分析 115
表50 研究假設與實證研究結果彙整表 120

圖目錄

圖1 研究流程 2
圖2 創業精神的分類 9
圖3 成就能力層次（The competency Hierarchy） 26
圖4 成就能力、驅動能力和策略的層次 26
圖5 組織中的核心能力 29
圖6 技術創新構面關係圖 36
圖7 人力資源管理在建立具競爭力組織中所扮演的角色 41
圖8 人力資源管理的轉型與重新定位 43
圖9 研究架構圖 62
圖10 本研究理論模式與參數結構 98
圖11 整體理論模式變數間的關係 108

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