(3.220.231.235) 您好!臺灣時間:2021/03/07 10:32
字體大小: 字級放大   字級縮小   預設字形  
回查詢結果

詳目顯示:::

我願授權國圖
: 
twitterline
研究生:褚怡婷
研究生(外文):Yi-Ting Chu
論文名稱:中小企業CEO轉換型領導風格對員工創新行為影響之探討—以組織學習能力及創業精神導向為中介變數
論文名稱(外文):A Study of Impacts of CEO’s Transformational Leadership Style on Employee Innovational Behavior in SMEs: Organizational Learning Ability and Entrepreneurship Orientation as Mediators.
指導教授:陳世哲陳世哲引用關係溫金豐溫金豐引用關係
指導教授(外文):Chen, Shyh-JerUen, Jin-Feng
學位類別:碩士
校院名稱:國立中山大學
系所名稱:人力資源管理研究所
學門:商業及管理學門
學類:其他商業及管理學類
論文種類:學術論文
論文出版年:2018
畢業學年度:106
語文別:中文
論文頁數:97
中文關鍵詞:轉換型領導風格創業精神導向組織學習能力員工創新行為
外文關鍵詞:Transformational Leadership StyleEntrepreneurship OrientationOrganizational Learning AbilityEmployee Innovation Behavior
相關次數:
  • 被引用被引用:4
  • 點閱點閱:173
  • 評分評分:系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔系統版面圖檔
  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:0
中小企業為台灣企業最主要的營運型態,亦是最重要的經濟成長動能之一。有別於他國企業的營運型態,台灣中小企業透過精耕方式起家進而茁壯、擴大。然而,面對全球化的競爭:台灣中小企業必須面對的是躍上全球舞台跟所有的跨國企業共同競爭,如何維持營運的優勢,是一個重要的課題。
綜觀過去學者的研究,本研究整理出了創新是組織能夠持續生存並進步的重要關鍵之一。在快速變動的產業環境中,企業必須為了持續不斷的維持競爭力,必須使員工能夠積極投入工作並且努力於產出新奇的產品、流程與方法。當企業能夠促使員工在工作上展現創新能力時,對組織的產品、服務或流程產生新奇且具將產生潛在性為組織帶來助益的構想。

本研究列出影響員工創新行為的變數來影響來討論其可能的關係。為了避免研究中可能出現共同方法變異問題,本研究以不同來源配對問卷方式收集資料,分別由員工及資深人力資源人員進行填答。共收回42家企業共131份有效配對問卷,研究樣本廣泛包含於中小企業工作的人員。透過問卷的蒐集及分析,研究結果顯示領導者領導風格、組織學習能力、創業精神導向對於員工創新行為都有顯著正面影響。根據研究結果提出管理意涵:1.領導者可更多的授權員工,多加採用轉換型領導風格來鼓勵與支持員工的工作表現;2.組織學習能力的重要性日益增加,領導者必須能發現機會、面對問題、提升組織學習能力;3.轉換型領導風格能使組織成員能夠產生更大的共同意識去接受組織的願景及使命,能夠接受組織持續不斷的工作培訓和建設團隊,打造更佳的組織學習能力;4.轉換型領導風格能夠更多的帶領出具創業精神導向的組織;5. 轉換型領導風格及組織學習能力能夠幫助員工創新行為產出的整體提升。
This study lists the variables that affect employee innovation behavior to discuss their possible relationship. In order to avoid possible common method variation in the research, this study collects information from different sources by means of matching questionnaires, which are filled in by employees and senior human resources personnel respectively. A total of 131 valid matching questionnaires from 42 companies were collected and samples of the study were widely included in the work of SMEs. Through the collection and analysis of the questionnaires, the results show that the leader''s leadership style, organizational learning ability and entrepreneurship have a significant positive impact on employee innovation behavior.

According to the results of the study put forward the management implications: 1. Leaders can more authorized employees, more use of transitional leadership style to encourage and support staff performance; 2. Organizational learning ability is increasingly important, in a highly competitive environment , Leaders must be able to identify opportunities, face problems, and improve organizational learning skills; 3. Transformative leadership styles enable organizational members to develop a greater sense of commonality to accept the organization''s vision and mission and to be able to accept ongoing organizational work Training and building teams to create better organizational learning capabilities; 4. Transformative leadership style can lead more entrepreneurial oriented organizations; 5. Transformative leadership style and organizational learning ability can help employees to generate the overall increase in innovation.
致 謝 i
摘 要 ii
Abstract iii
目 錄 iv
圖 次 vi
表 次 vii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 6
第三節 研究流程 7
第二章 文獻探討 8
第一節 轉換型領導風格 8
第二節 員工創新行為 12
第三節 組織學習能力 15
第四節 創業精神導向 22
第三章 研究方法 28
第一節 研究架構 28
第二節 研究對象 29
第三節 研究工具 35
第四節 信效度分析 36
第五節 資料分析方法 42
第六節 共同方法變異 44
第四章 研究結果 45
第一節 主要變數之敘述統計分析 45
第二節 轉換型領導風格對個人創新行為之影響 47
第三節 轉換型領導風格對組織學習能力之影響 49
第四節 組織學習能力對個人創新行為之影響 50
第五節 組織學習能力對轉換型領導風格與員工個人創新行為之中介效果 52
第六節 轉換型領導風格對創業精神導向之影響 55
第七節 創業精神導向對個人創新行為之影響 56
第八節 創業精神導向對轉換型領導風格與員工個人創新行為之中介效果 58
第五章 結論與建議 61
第一節 研究結論 61
第二節 管理意涵與建議 65
第三節 研究限制與未來研究建議 67
參考文獻 69
附錄 81
中文部分

于宗先、王金利 (2000)。台灣中小企業的成長。聯經出版事業公司.

江岷欽 (2005)。組織變革與組織創新: 組織再造與組織學習之觀點分析。T&D 飛訊,9,1-15。

唐永泰 (2006)。轉換型領導,工作動機與員工創新行為的關係。人力資源管理學報,6(4),47-66。

孫本初 (1995)。學習型組織的內涵與運用。空大行政學報,3,1-17。

郭進隆 (2000)。第五項修煉:學習型組織的藝術與實務。台北:天下文化。

陳嘉亨 (2014)。轉換型領導對組織公民行為之影響-以工作活力與生活滿意為干擾因素。南臺科技大學企業管理系碩士學位論文,未出版,台南。

曾信超、李元墩、康榮民 (2008)。轉換型領導,工作滿足與組織承諾關係之研究:以調節焦點為中介變數。企業管理學報,(78), 84-121。

華倫.班尼斯 (2009)。領導,不需要頭銜。台北:大是文化。


蔡明田、莊立民、盧嘉振 (1994)。台灣中小企業 CEO 外部環境認知對技術策略、創新績效與組織績效關係影響之研究。科技管理學刊,9(3),1-31。

賴倩慧 (2003)。領導型態、企業文化對學習型組織運作與員工工作滿足之關聯性研究。成功大學企業管理學系碩士學位論文,台南,未出版。

謝明玲 (2015)。讓員工熱血又投入的祕密。天下雜誌,568,104-106。

羅偉誠 (2016)。轉換型領導行為、待遇制度知覺、組織變革認知對工作不安全感之關聯性研究。南臺科技大學餐旅管理學系碩士學位論文,台南,未出版。


英文部分

Abrahamson, E. (1991). Managerial fads and fashions: The diffusion and rejection of innovations. Academy of management review, 16(3), 586-612.

Allix, N. M. (2000). Transformational Leadership Democratic or Despotic? Educational Management & Administration, 28(1), 7-20.

Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in organizational behavior, 10(1), 123-167.

Amabile, T. M. (1996). Creativity in context. Boulder, CO: Westview Press.

Anderson, N., De Dreu, C. K. W., & Nijstad, B. A. (2004). The routinization of innovation research: A constructively critical review of the state-of-the-science. Journal of Organizational Behavior, 25, 147-173.

Argyris, C., & Schon, D. A. (1974). Theory in practice: Increasing professional effectiveness. Jossey-Bass.

Bass, B. M. (1985). Leadership and performance beyond expectations. Collier Macmillan.

Bass, B. M., & Avolio, B. J. (1993). Transformational leadership and organizational culture. Public administration quarterly, 13(2), 112-121.

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.

Basu, R., & Green, S. G. (1997). Leader‐member exchange and transformational leadership: An empirical examination of innovative behaviors in leader‐member dyads. Journal of Applied Social Psychology, 27(6), 477-499.

Bennis, W., & Nanus, B. (1985). The strategies for taking charge. Leaders, New York: Harper. Row.

Blackler, F., & McDonald, S. (2000). Power, mastery and organizational learning. Journal of Management Studies, 37, 833-851.

Brown, T., Davidsson, P., & Wiklund, J. (2001). An operationalization of Stevenson’s
conceptualization of entrepreneurship as opportunity-based firm behavior. Strategic
Management Journal, 22, 953-968.

Burns, J. M. (2003). Transforming leadership: A new pursuit of happiness , 39(4), 67-93.

Carmeli, A., Meitar, R., & Weisberg, J. (2006). Self-leadership skills and innovative behavior at work. International Journal of Manpower, 27(1), 75-90.

Chiva, R., Alegre, J., & Lapiedra, R. (2007). Measuring organizational learning
capability among the workforce. International Journal of Manpower, 28(3/4), 224-242.

Coff, R. W. (1997). Human assets and management dilemmas: Coping with hazards on the road to resource-based theory. Academy of Management Review, 22(2), 374-402.

Cohen, W.M. and Levinthal, D.A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly 35:128–152.

Covin, J. G., Green, K. M., & Slevin, D. P. (2006). Strategic process effects on the entrepreneurial orientation–sales growth rate relationship. Entrepreneurship theory and practice, 30(1), 57-81.

Covin, J. G., & Slevin, D. P. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship: Critical perspectives on business and management, 3, 5-28.

Cross, R., & Baird, L. (2000). Technology is not enough: Improving performance by
building organizational memory. MIT Sloan Management Review, 41(3), 69.

Cummings, L.L., & O’Connell, M.J. (1978). Organizational Innovation. Journal of Business Research, 6(3), 33-50.

DiBella, A. J., Nevis, E. C., & Gould, J. M. (1996). Understanding organizational
learning capability. Journal of management studies, 33(3), 361-379.

Deci, E. L., & Ryan, R. M. (1987). The support of autonomy and the control of behavior. Journal of personality and social psychology, 53(6), 1024.

Eyal, O., & Kark, R. (2004). How do transformational leaders transform organizations? A study of the relationship between leadership and entrepreneurship. Leadership and Policy in Schools, 3(3), 211–235

Garvin, D. A. (1993). Building a learning organization. Harvard business review, 71(4), 78.

George, J. M. (1990). Personality, affect, and behavior in groups. Journal of applied psychology, 75(2), 107.

Goh, S., & Richards, G. (1997). Benchmarking the learning capability of organizations. European Management Journal, 15(5), 575-583.

Gumusluoğlu, L., & Ilsev, A. (2009). Transformational leadership and organizational innovation: The roles of internal and external support for innovation. Journal of Product Innovation Management, 26(3), 264-277.

Harbone, P., & Johne, A. (2003). Creating project climate for successful product innovation. European Journal of Innovation Management, 6(2), 118 – 132

Hollander, E. P. (1978). Leadership dynamics: A practical guide to effective
relationships. 4(2), 18 – 31.

Howell, J. M., & Higgins, C. A. (1990). Champions of technological innovation. Administrative Science Quarterly, 35(2), 317–341

Hornsby, J. S., Kuratko, D. F., & Zahra, S. A. (2002). Middle manager’s perception of the internal environment for corporate entrepreneurship: Assessing a measurement scale. Journal of Business Venturing, 17(1), 253–273.

Janssen, O., Van de Vliert, E., & West, M. (2004). The bright and dark sides of individual and group innovation: A special issue introduction. Journal of Organizational Behavior, 25(2), 129-145.

Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14, 525–544

Kanter, R. M. (1983). The change masters: Innovation and productivity in American corporations. 15(4), 39-55
Kinicki, A., & Kreitner, R. (2007). Organizational Behavior, New York, McGraw-Hill

Kreitner, R., Kinicki, A., & Buelens, M. (2002). Organizational behavior. New York: McGraw Hill.

Kuratko, D. F., Hornsby, J. S., & Bishop, J. W. (2005a). An examination of managers’ entrepreneurial actions and job satisfaction. The International Entrepreneurship and Management Journal, 1(3), 275–291.

Kuratko, D. F., Ireland, R. D., Covin, J. G., & Hornsby, J. S. (2005b). A model of middle-level managers’ entrepreneurial behavior. Entrepreneurship Theory and Practice, 29(6), 699-716.

Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of management Review, 21(1), 135-172.

Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ
literature. The leadership quarterly, 7(3), 385-425.

McDonough, E. F. (2000). Investigation of factors contributing to the success of cross‐functional teams. Journal of product innovation management, 17(3), 221-235.

McGill, M. E., Slocum, J. W., & Lei, D. (1992). Management practices in learning
organizations. Organizational dynamics, 21(1), 5-17.
Menguc, B., Auh, S., & Shih, E. (2007). Transformational leadership and market orientation: Implications for the implementation of competitive strategies and business unit performance. Journal of Business Research, 60(4), 314-321.

Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management science, 29(7), 770-791.

Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13, 705-750.

Naman, J. L., & Slevin, D. P. (1993). Entrepreneurship and the concept of fit: A model and empirical tests. Strategic management journal, 14(2), 137-153.

Nonaka, I. (1994). A dynamic theory of organizational knowledge creation.
Organization science, 5(1), 14-37.

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford university press.

Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39, 607–634.

Pedler, M., Boydell, T., & Burgoyne, J. (1989). The learning company. Studies in Continuing Education, 11(2), 91-101.

Pelz, D. C., & Andrews, F. M. (1996). Autonomy, coordination, and stimulation in relation to scientific achievement. Behavioral Science, 11, 89–97.

Pérez López, S., Manuel Montes Peón, J., & José Vazquez Ordás, C. (2005).
Organizational learning as a determining factor in business performance. The
learning organization, 12(3), 227-245.

Peters, T. J., & Waterman, R. H. (1984). In Search of Excellence. Nursing Administration Quarterly, 8(3), 85-86.

Robbins, S. P., & Judge, T. A. (1993). Organization behavior. London: Prentice Hall.

Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37, 580-607.

Senge, P. (1990). The fifth discipline: The art and science of the learning organization. New York: Currency Doubleday.

Senge, P. M., Roberts, C., Ross, R. B., Smith, B. J., & Kleiner, A. (1994). The fifth discipline field book: Strategies for building a learning organization. New York, NY: Currency.

Sergiovanni, T. J. (1990). Adding Value to Leadership Gets Extraordinary Results. Educational leadership, 47(8), 23-27.

Sethi, R. (2000). New product quality and product development teams. Journal
of Marketing, 64, 1-14

Stata, R. (1989). Organizational Learning-The Key To Management Innovation. MIT
Sloan Management Review, 30(3), 63.

Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An ‘‘interpretive’’ model ofintrinsic task motivation. Academy of Management Review, 15, 661-681.

Tippins, M. J., & Sohi, R. S. (2003). IT competency and firm performance: Is
organizational learning a missing link? Strategic management journal, 24(8), 745-
761.

Tyler, T. R., & De Cremer, D. (2005). Process-based leadership: Fair procedures and reactions to organizational change. The Leadership Quarterly, 16(4), 529-545.

Ulrich, D., Jick, T., & Von Glinow, M. A. (1993). High-impact learning: Building and
diffusing learning capability. Organizational dynamics, 22(2), 52-66.

Van de Ven, A. H. (1986). Central problems in the management of innovation. Management science, 32(5), 590-607.

West, M. A., & Farr, J. L. (1989). Innovation at work: Psychological perspectives. Social Behavior, 4, 15-30.

West, M. A., Hirst, G., Richter, A., & Shipton, H. (2004). Twelve steps to heaven: Successfully managing change through developing innovative teams. European journal of work and organizational psychology, 13(2), 269-299.

Wick, C. W., & Leon, L. S. (1995). From ideas to action: Creating a learning organization. Human Resource Management, 34(2), 299-311.

Wiklund, J. (1999). The Sustainability of the Entrepreneurial Orientation-Performance Relationship. Entrepreneurship: Theory and Practice, 24(1), 37-37.

Williams, J. R. (1992). How sustainable is your competitive advantage. California
management review, 34(3), 29-51.

Wolfe, R. A. (1994). Organizational innovation: Review, critique and suggested research directions. Journal of management studies, 31(3), 405-431.

Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of management review, 18(2), 293-321.

Yuan, F., & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323-342.

Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of management, 15(2), 251-289.

Zhu, W., Chew, I. K., & Spangler, W. D. (2005). CEO transformational leadership and organizational outcomes: The mediating role of human–capital-enhancing human resource management. The Leadership Quarterly, 16(1), 39-52.
電子全文 電子全文(網際網路公開日期:20230115)
QRCODE
 
 
 
 
 
                                                                                                                                                                                                                                                                                                                                                                                                               
第一頁 上一頁 下一頁 最後一頁 top
系統版面圖檔 系統版面圖檔