臺灣博碩士論文加值系統

汽車產業對國家的重要性是無庸置疑的。台灣與大陸分隔了超過半個世紀，並在此背景下發展出了不同的文化價值。國家文化差異對汽車產業實施品質管理實務會有所影響。
本研究旨在探討兩岸基礎品質管理實務、核心品質管理實務、品質績效與國家文化之現況，以及四個變數之間的關係。參考以往學者之文獻，建立研究架構與假設。以中華汽車在台灣與大陸之供應鏈為研究對象，採普查抽樣，共回收有效問卷219份，以統計軟體IBM SPSS Statistics 22.0及AMOS 22.0進行資料分析。
研究結果顯示，基礎品質管理實務、核心品質管理實務直接影響品質績效。且核心品質管理實務在基礎品質管理實務與品質績效之間具有部分中介效果。國家文化中集體主義及剛性作風在基礎品質管理實務、品核心質管理實務對品質績效之影響具調節效果；未來導向在基礎品質管理實務對品質績效之影響具調節效果。另本研究發現中國大陸在品質管理實務與品績效現況上優於台灣；大陸具有較低之權力距離。
最後根據本研究之結論提出建議，以為企業經營者及後續研究者之參考。

There are no doubts about how important the automobile industry for a country is. The automobile industry consists of huge amount of supply chains, money and employees. Since Taiwan and Mainland China have been separated for more than half century, Taiwan and Mainland China developed different cultural values. National cultures do moderate the effects between quality management practices and quality performance.
The purpose of this study was to investigate the current situation and relations of infrastructure/core quality management practices, quality performance and national culture at Taiwan and China. Thru literature review, this study built the constructs and hypotheses about these four dimensions. Totally 219 questionnaires were collected by Google Docs, and were analyzed using SPSS22 and AMOS22.
This study finds both infrastructure and core quality management practices have direct effects on quality performance, and core quality management practices hold a partial mediated role between infrastructure quality management practices and quality performance. Finally this study finds national culture values (Future Orientation, Assertiveness and Collectivism) can affect the efforts of quality management practices on quality performance.
Knowing the relation among these variables can help mangers to have clear understandings for decisions.

第一章 緒論
第一節 研究背景和動機
第二節 研究目的
第三節 研究範圍
第四節 研究流程
第二章　文獻探討
第一節　品質管理實務
第二節　品質績效
第三節　國家文化
第四節　核心、基礎品管實務、品質績效與國家文化之關係
第三章　研究方法
第一節　研究架構
第二節　研究假設
第三節　變數的操作型定義和衡量
第四節　問卷設計與抽樣設計
第五節　統計分析方法
第四章　實證分析
第一節 樣本基本資料分析
第二節 基本資料敘述統計分析
第三節 公司屬性於研究變數之差異分析
第四節 驗證性因素分析
第五節 變數資料分析與檢驗
第六節 建構信度與效度
第七節 整體結構模式驗證
第八節 討論
第五章　結論與建議
第一節 研究結論
第二節 管理意涵
第三節 研究限制
第四節 後續研究建議
參考文獻
一、中文部分
二、英文部分
問卷

林公孚（1996）。追求卓越品質－邁向全面品質管理之道。台北：中華民國品質學會月刊。
洪彩華(2007)。品質管理活動、創新管理與經營績效關係之探討－以車輛業為例。國立成功大學工業與資訊管理學系碩士論文，台南。
吳萬益(2011)。企業研究方法(4版)。台北：華泰文化。
張劭勳(2003)。研究方法(修訂版)。台中：滄海書局。
榮泰生(2013)。SPSS與研究方法(4版)。台北：五南文化。
吳明隆(2013)。結構方程模式－AMOS的操作與應用(2版)。台北：五南文化。
鄭春生(2010)。品質管理：現代化觀念與實務應用。台北：全華圖書。
張家宜、李怡禎(2001)。全面品質管理應用於高等教育行政之實證研究。教育研究資訊，10(1)，29-54。
吳定(2005)。公共政策辭典(3版)。台北:五南文化
曾振明(2002)。目標管理與品管圈關連及應用之研究－以台灣電力公司為例。義守大學管理科學研究所博士論文，高雄。
陳櫻桃(2002)。國民小學學校行政人員輔導工作全面品質管理信念研究─以台北市為例。台北市立師範學院國民教育研究所碩士論文，台北。
范熾文(2002)。國小校長領導行為、教師組織承諾與學校組織績效之研究。國立臺灣師範大學教育研究所博士論文，台北市。
學校效能與品質(王如哲、王瑞壎譯）。載於教育行政學：理論、研究與實際(2003),359-392。高雄：麗文。(原著出版年﹕2001年)
管理學（林孟彥、林均妍譯）(2012)。台北：華泰文化。(原著出版年﹕2011年)
管理學（榮泰生譯）(2008)，台北：普林斯頓。(原著出版年﹕2007年)

二、英文部分

Abdollahi, H., Razm, K., & Rouin Tan, H. (2014). TQM and market orientation's impact on SMEs' performance. Management Science Letters, 4(5), 887-892.
Adam, E. E. (1994). Alternative quality improvement practices and organization performance. J. Operations Manage. 12, 27–44.
Adam, E. E. Jr, Corbett, L. M., Flores, B. E., Harrison, N. J., Lee, T. S., Rho, B. H., Ribera, J., Samson, D., & Westbrook, R. (1997). An international study of quality improvement approach and firm performance. International Journal of Operations & Production Management. 7(9), 842-473.
Ahire, S. L., Golhar, D. Y., & Waller, M. A. (1996). Development and validation of TQM implementation constructs. Decision Sciences, 27(1), 23–56.
Ahire, S. L., & Dreyfus, P. (2000). The impact of design management and process management on quality: An empirical investigation. Journal of Operations Management, 18(6), 549–575.
Ahmad, M. F., Zakuan, N., Jusoh, A., Tasir, Z., & Takala, J. (2013). Meta-analysis of the relationship between TQM and Business Performance. IOP Conference Series: Materials Science and Engineering, 46, 10-20.
Anderson, J. C., Rungtusanatham, M., Schroeder R. G., & Devaraj, S. (1995). A path analytic model of a theory of quality management underlying the Deming management method: Preliminary empirical findings. Decision Sciences, 26(5), 637-658.
Anderson, M., & Sohal, A. S. (1999). A study of the relationship between quality management practices and performance in small business. International Journal of Quality and Reliability Management, 16(9), 859–877.
Ashkanasy, N. (2004). Culture, leadership and organizations. London: Sage.
Argyris, C., & Scho¨n, D. A. (1996). Organizational learning II: Theory, method, and practice. MA: Addison-Wesley.
Bateman, T. S., & Snell, S. A. (2002). Management: competing in the new era. Boston: McGraw-Hill Irwin.
Bemowski, K. (1991), The international quality study. Quality Progress, 11(33), 7.
Black, S., Porter, L. J. (1995). An empirical model for quality management. Total Quality Management, 6(2), 149-164.
Bolívar-Ramos, M. T., García-Morales, V. J., & García-Sánchez, E. (2012). Technological distinctive competencies and organizational learning: Effects on organizational innovation to improve firm performance. Journal of Engineering and Technology Management, 29(3), 331-357.
Bouaziz, F. (2008). Public administration presence on the web. The Electronic Journal of e-Government, 6(1), 11-22.
Bounds, G., Yorks, L., Adams, M., & Ranney, G. (1994). Beyond total quality management: Toward emerging paradigm. New York: McGraw-Hill.
Broetzmann, S. M., Kemp, J., Rossano, M., & Marwaha, J. (1995). Customer satisfaction—lip service or management tool? Managing Service Quality 5, 13–18.
Burchell, S., Clubb, C., Hopwood, A. G.., Hughes, J. & Nahapiet, J.(1980). The roles of accounting in organizations and society. Accounting, Organizations, and Society, 5(1), 5-27.
Buzzell, R. D., & Gale, B. T. (1987). The PIMS principles. New York: The Free Press.
Capon, N., Farley, J., & Hoenig, S. (1990). Determinants of financial performance: a meta-analysis. Management Science, 36(10), 1143–1159.
Choi, T. Y., & Eboch, K. (1998). The TQM paradox: relations among TQM practices, plant performance, and customer satisfaction. Journal of Operations Management 17, 59–75.
Choi, T. Y., & Hartley, J. L. (1996). An exploration of supplier selection practices across the supply chain. Journal of Operations Management, 14(4), 333–343.
Cohen, A., Cohen, P., & West, S.G. (2002). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Mahwah, New Jersey: London.
Crosby, P. B. (1979). Quality is free. New York: McGraw-Hill.
Dean, J. W., & Bowen, D. E. (1994). Management theory and total quality: Improving research and practice through theory development. Academy of Management Review, 19(3), 392–418.
DeLong, D. W. & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113-127.
Deming, W. E. (1982). Quality, productivity and competitive position. Cambridge, MA: MIT center for advanced engineering study.
Dow D., Samson, D., & Ford, S. (1999). Exploring the myth: Do all quality management practices contribute to superior quality performance. Production and Operations Management, 8(1), 1-27.
Evans, J. R., & Lindsay, W. M. (1999). The management and control of quality. Cincinnati: South-Western College Publishing.
Eskildson, L. (1994). Improving the odds of TQM’s success. Quality Prog, 27, 61–63.
Flynn, B. B., Schroeder, R. G., & Sakakibara, S. (1994). A framework for quality management research and an associated measurement instrument. Journal of Operations Management, 11(4), 339–366.
Flynn, B. B., Schroeder, R. G., & Sakakibara, S. (1995). The impact of quality management practices on performance and competitive advantage. Decision Sciences, 26(5), 659-691.
Flynn, B. B., & Flynn, E. J. (2005). Synergies between supply chain management and quality management: emerging implications. International Journal of Production Research, 43(16), 3421–3436.
Flynn, B. B., & Saladin, B. (2006). Relevance of Baldrige constructs in an international context: A study of national culture. Journal of Operations Management, 24(5), 451-482.
Forza, C., & Filippini, R. (1998). TQM impact on quality conformance and customer satisfaction: A causal model. International. Journal of Production Economics, 55(1), 1-20.
Fotopoulos, C. B., & Psomas, E. L. (2009). The impact of “soft” and “hard” TQM elements on quality management results. International Journal of Quality and Reliability Management, 26(2), 150-163.
G.A.O. (1991). Management practices: US companies improve performance through quality efforts. General Accounting Office, Washington, D. C.
Gadenne, D., & Sharma, B. (2009). An investigation of the hard and soft quality management factors of Australian SMEs and their association with firm performance. International Journal of Quality and Reliability Management, 26(9), 865-880.
Garvin, D. (1987). Competing on the eight dimensions of quality. Harvard Business Review 65, 202–209.
Gelfand, M. J., Erez, M., & Aycan, Z. (2007). Cross-cultural organizational behavior. Annual Review of Psychology 58, 479–514.
George, S., & Weimerskirch, A. (1994). Total quality management: Strategies and techniques proven at today’s most successful companies. New York: Wiley and Sons.
Goetsch, D. L., & Davis, S. B. (2006). Quality management: introduction to total quality management for production, processing, and services (5th ed.). New Jersey: Prentice Hall.
Guiford (1965). Fundamental statistics in psychology and education (4th ed.). New York: McGraw-Hill.
Gupta, V., & Hanges, P. J. (2004). Culture, leadership and organizations. London: Sage.
Hackman, J. R., & Wageman, R., (1995). Total quality management: empirical, conceptual, and practical issues. Administrative Science Quarterly, 40, 309–342.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate data analysis. Upper Saddle River, NJ: Prentice Hall.
Hardie, N. (1998). The effects of quality on business performance. Quality Management Journal, 5(3), 65-83.
Hebert, W. M., & Martin, D. (2004). Why multicollinearity matters: A reexamination of relations between self-efficacy, self-concept, and achievement. Journal of Educational Psychology, 96(3), 518-522.
Ho, D. C. K., Duffy, V. G., & Shih, H. M. (2001). Total quality management: an empirical test for mediation effect. International Journal of Production Research, 39(3), 529-548.
Hofstede, G. (1997). Culture and Organizations: Software of the mind (2nd ed.). New York, NY: McGraw-Hill.
Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7 (2)8, l-94.
Hyde, A. C. (1992). The proverbs of total quality management: recharting the path to quality improvement in the public sector. Public Productivity & Management Review, 45(1), 25-37.
Juan, J. T. (2011). The relationship between quality management practices and their effects on quality outcomes. European Journal of Operational Research, 183(2), 483-501.
Juran, J. M. (1988) On planning for quality. London: Collier Macmillan.
Juran, J. M. (1989). Juran on leadership for quality. New York: Free Press.
Juran, J. M. (1994). Japanese and western quality—a contrast. Quality Progress, 11 (12), 10–18.
Juran, J. M., & Gryna, F. M. (2001). Quality planning and analysis (5th ed.). New York: McGraw-Hill.
Kaynak, H. (2003). The relationship between TQM practices and their effects on firm performance. Journal of Operations Management, 21(4), 405-435.
Kaynak, H., & Hartley, J. L. (2006). Using replication research for just-intime purchasing construct development. Journal of Operations Management, 24(6), 868–892.
Kearney, A. T. (1992). Total quality — time to take off the rose-tinted spectacles. London: IFS Publications.
Kim, J. Y., & Nam, S. H. (1998). The concept and dynamics of face: Implications for organizational behavior in Asia. Organization Science, 9(4), 522–534.
Kline, R. B. (2011). Principles and practice of structural equation modeling (4th ed.). New York, NY: The Guilford Press.
Kroeber, A. L., & Kluckhohn, C. (1952). Culture: A ctritical review of concepts and definitions. Cambridge, MA: The Museum.
Lakhal, L. (2009). Impact of quality on competitive advantage and organizational performance. Journal of the Operational Research Society, 60, 637-645.
Lazari, C. G., & Kanellopoulos, D. N. (2007). Total quality management in hotel restaurants: a case study in Greece. Journal of Engineering and Applied Sciences, 2, 564–571.
Lozeau, D., Langley, A., & Denis, J. L. (2002). The corruption of managerial techniques by organizations. Human Relations 55 (5), 537–564.
Ma, Z., & Jaeger, A. (2005). Getting to yes in China: exploring personality effects in Chinese negotiation styles. Group Decision and Negotiation, 14 (5), 415–437.
Madu, C. N., Kuei, C., & Lin, C. (1995). A comparative analysis of quality practice in manufacturing firms in U.S. and Taiwan. Decision Sciences, 26, 621-635.
Mathews, J., & Katel, P. (1992). The cost of quality. Newsweek 120(10), 48–49.
Motwani, J. G., Mahmoud, E. & Rice, G. (1994). Quality practices of Indian organizations: an empirical analysis. International Journal of Quality & Reliability Management, 11(1), 1-12.
Naor, M., Goldstein, S. M., Linderman, K.W., & Schroeder, R. G. (2008). The role of culture as driver of quality management and performance: Infrastructure versus core quality. Decision Sciences, 39(4), 671-702.
Neal, J. A., & Tromley, C. L. (1995). From incremental change to re trofit: creating high-performance work systems. Acad Manage.Exec. 9, 42–54.
Nair, A. (2006). Meta-analysis of the relationship between quality management practices and firm performance: Implications for quality management theory development. Journal of Operations Management, 24(6), 948–975.
Naveh, E., & Marcus, A. A. (2004). When does the ISO 9000 quality assurance standard lead to performance improvement? Assimilation and going beyond. IEEE Transactions of Engineering Management, 51(3), 352-363.
Pannirselvam, G. P., & Ferguson, L. A. (2001). A study of the relationships between the Baldrige categories. International Journal of Quality and Reliability Management, 18, 14– 34.
Pegels, C. C. (1995). Total quality management: A survey of it’s important aspects. Boston, MA: Boyd and Fraser.
Pettigrew, A. M. (1979). Organizational Climate and Culture: Two Constructs in Search of a Role. San Francisco: Jossey-Bass.
Pieranunzi, A. (2001). TQM breeds success at STMicroelectronics. Journal of Organizational Excellence, 20(4),39–43.
Powell, T. C. (1995). Total quality management as competitive advantage: a review and empirical study. Strategic Management Journal, 16(1), 15-37.
Prajogo, D. I., & Sohal, A. S. (2006). The relationship between organization strategy, total quality management (TQM), and organization performance ─ the mediating role of TQM. European Journal of Operational Research, 168(1), 35-50.
Rahman, S., & Bullock, P. (2005). Soft TQM, hard TQM, and organizational performance relationships: an empirical investigation. Omega, 33(1), 73-83.
Reeves, C. A., & Bednar, D. A. (1994). Defining quality: alternatives and implications. Acad. Manage. 19(3), 419–445.
Ross, J. E. (1995). Total quality management: Text, cases and readings. Delray Beach, FL: St. Lucie Press.
Sackmann, S. A. (1992). Culture and sub-cultures: An analysis of organizational knowledge. Administrative Science Quarterly, 37(1), 140-161.
Samson, D., & Terziovski, M. (1999). The relationship between total quality management practices and operational performance. Journal of Operations Management, 17(4), 393-409.
Sanchez-Rodriguez, C., & Martinez-Lorente, A. R. (2004). Quality management practices in the purchasing function: An empirical study. International Journal of Operations & Production Managemen,t 24(7), 666–687.
Saraph, G. V. P., Benson, G., & Schroeder, R. G. (1989). An instrument for measuring the critical factors of quality management. Decision Sciences, 20(4), 10–29.
Schein, E. H. (1992). Organizational cultural and leadership. San Francisco, CA: Joss-Bass.
Schonberger, R. J. (1986). World class manufacturing: The lessons of simplicity applied. New York: The Free Press.
Sila, I., & Ebrahimpour, M. (2005). Critical linkages among TQM factors and business results. International Journal of Operations and Production Management, 25(11), 1123-1155.
Sousa, R., & Voss, C. A. (2002). Quality management re-visited: A reflective review and agenda for future research. Journal of Operations Management, 20(1), 91–109.
Spencer, B. A. (1994). Models of organization and total quality management: a comparison and critical evaluation. Academy of Management Review 19(3), 446–471.
Stevenson, W. J. (2005). Production/Operations Management (5th ed.). Chicago, IL: Irwin.
Srite, M., & Karahanna, E. (2006). The role of espoused national cultural values in technology acceptance. MIS Quarterly, 30(3), 679-704.
Taylor, S., & Todd, P. A. (1995). Understanding information technology usage: A test of competing model. Information Systems Research, 6(2), 144-176.
Temtime, Z. T. (2003). The moderating impacts of business planning and firm size on total quality management practices. The TQM Magazine, 15(1), 52 – 60.
Thomas, P. R. (1989). Put time on your side. Exec. Excellence 6, 19–20.
Triandis, H. C., Bontempo, R., Villareal, M. J., Asai, M., & Lucca, N. (1988). Individualism and collectivism—Cross-cultural perspectives on self ingroup relationships. Journal of Personality and Social Psychology 54(2), 323–338.
Valmohammadi, C., & Roshanzamir, S. (2015). The guidelines of improvement: Relations among organizational culture, TQM and performance. International Journal of Production Economics, 164, 167-178.
Waldman, D. A. (1993). A theoretical consideration of leadership and Total Quality Management. Leadership Quarterly, 4(1), 65–79.
Wilkinson, A., Redman, T., Snape, E., & Marchington, M. (1998). Managing with total quality management: theory and practice. MacMillan, London, 19(5), 358-360.
Wu, S. J., & Zhang, D. (2013). Analyzing the effectiveness of quality management practices in China. International Journal of Production Economics, 144(1), 281-289
Zhang, Z. H, Waszink, A., & Wijngaard, J. (2000). An instrument for measuring TQM implementation for Chinese manufacturing companies. International Journal of Quality and Reliability Management, 17(7), 730-755.
Zu, X. X. (2009). Infrastructure and core quality management practices: How do they affect quality? International Journal of Quality & Reliability Management, 26(2), 67-83.
Zu, X. X., Robbins, L. T., & Fredendall, D. L. (2010). Mapping the critical links between organizational culture and TQM/six sigma practices. International Journal of Production Economics, 123(1), 86-106.