臺灣博碩士論文加值系統

從二十世紀末期開始，世界各國皆利用各項資源全力投入高科技產業。台灣也不例外，隨著國家經濟的起飛與技術的進步，我國近年來的產業型態已經逐漸轉向高科技產業。高科技產業在台灣經濟發展佔有舉足輕重的地位。而只要有人存在的地方就須要領導，轉換型領導可在面對複雜的環境中，率領組織增加持續性的競爭優勢。至於現今企業中知識型員工已成為組織的重要資產，員工想要有效獲得所學的知識，則必須要有有效的組織學習存在。而在市場競爭激烈的今日，動態能力強調即時反應、更新、重新配置資源的能力來應對外在環境之變動，而社會資本是基於合作雙方的互信基礎，獲取廠商所需之重要或互補的資源，故廠商所擁有的社會資本強弱與其動態能力有關。
本研究引用及參考轉換型領導、組織學習、動態能力與社會資本量表，針對300家台灣高科技產業廠商之主管與部屬發放問卷，採配對問卷，且本研究採分層立意抽樣方式共發出1,200份問卷，有效回收問卷為256份，有效回收率為21.3%，接著採典型相關分析、複迴歸分析、層級迴歸分析與線性結構方程模式等統計方法加以驗證本研究假設與理論模式之適配程度。根據分析結果歸納出研究結論如下：1.轉換型領導與組織學習、組織學習與動態能力、轉換型領導與動態能力均有顯著正相關，且轉換型領導對組織學習有顯著正向影響；2.組織學習中的知識應用經由社會資本的激發信賴交互作用後，對動態能力之吸收能力有顯著影響；3.轉換型領導會因組織學習之中介作用對動態能力產生顯著正向影響；4.整體關係模式具有良好的適配程度。最後就本研究之結論與發現作深入探討，呈現研究貢獻與建議，以供學術界及企業界參酌。

Since the end of the 20th century, countries in the world invest all kinds of resources in Hi-Tech industry. With the growth of the economy and the progress of the technology, the industry in Taiwan becomes hi-tech style by degrees. Hi-tech industry plays an important role in the economic development of Taiwan. Transformational leadership increases the sustainability of competitive advantages in organizations.
Cultured-workers have become an important asset of the organization. If employees want to get knowledge, it must have effective organizational learning. In the highly competitive environment, the dynamic capabilities emphasized that the capability of immediate reaction, update and reconfiguration for deal with the changes in the external environment. Social capital is based on mutual cooperation and trust to get the important or complementary resources for enterprises. Therefore, strong or weak social capitals which the enterprises own were related to dynamic capabilities.
The study excerpted the measuring scale on transformational leadership, organizational learning, dynamic capabilities and social capital. Also, the researcher chose 300 Hi-tech industries in Taiwan to fill questionnaires and took managers-subordinates questionnaires. After using stratified and purposive sampling, there were 256 effective questionnaires returned among 1200 questionnaires distributed. The usable returned rate was 21.3%. The data were analyzed by a variety of statistical methods, such as canonical correlation analysis, regression analysis, hierarchical regression analysis, ANOVA and SEM to testify the hypotheses of this study and Fit model of theory building. According to the research result, the following conclusion is produced: 1. transformational leadership has significant positive correlation on organizational learning and, and organizational learning also has significant positive correlation on dynamic capabilities. Besides, transformational leadership has significant positive influence on organizational learning. 2. Application of knowledge on organizational learning has a significant positive influence on absorptive capabilities on dynamic capabilities with Inspire trust on social capital as a moderating variable. 3. the intervening effect of organizational learning is significant among transformational leadership and dynamic capabilities. 4. Good model fitness of relationship exists among each construct. Finally, the researcher conducted thorough analysis on the conclusion of the research and meanings of management. she also provides concrete research contribution and suggestions for industrial and academia reference.

目 錄
摘 要 i
Abstract iii
目 錄 v
表 目 錄 viii
圖 目 錄 xi
圖 目 錄 xi
第一章 緒論 12
第一節 研究背景與動機 12
第二節 研究目的 15
第三節 研究範圍 16
第四節 研究流程 17
第五節 論文結構 18
第二章 文獻探討 19
第一節 高科技產業 19
第二節 轉換型領導 24
第三節 組織學習 32
第四節 動態能力 44
第五節 社會資本 57
第六節 各構念的關聯性 63
第三章 研究方法 67
第一節 研究架構 67
第二節 研究假設 68
第三節 研究變項操作型定義與衡量 69
第四節 抽樣設計 77
第五節 資料分析方法 79
第四章 研究結果與討論 83
第一節 樣本結構與研究構面之敘述性分析 83
第二節 構面測量信效度分析與因素分析 90
第三節 各構念變數在不同個人基本變項及組織變項上之差異性分析 102
第四節 各構念間之關聯性分析 109
第五節 各研究構念之迴歸分析 116
第六節 社會資本之節制效果分析 121
第七節 研究架構整體模式分析 129
第八節 研究假設驗證結果 137
第五章 結論與建議 138
第一節 研究發現與結論 138
第二節 管理意涵與建議 144
第三節 研究限制 148
參考文獻 149
一、中文部份 149
二、英文部分 153
附錄一 實證問卷 165

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