臺灣博碩士論文加值系統

現今企業所面對的外部環境是不斷劇烈變動的，因此，企業紛紛透過組織變革以因應環境的快速變化，藉以確保或提昇企業的競爭優勢。然而，企業在進行組織變革時，首先受到衝擊的是組織成員，因此勢必引發成員產生抗拒，進而影響變革執行的成效。目前關於組織變革的研究，探討了許多員工在面對變革時如何產生抗拒，以及如何降低員工對變革抗拒的方法，並未談到如何應用適度的鬆/緊的管理機制處理抗拒行為，也未討論員工在經由降低抗拒的處理機制後，是否確實認同且接受組織變革。
本研究以個案研究的方式，深度訪談變革主導者以及參與變革活動的組織成員，歸納出組織成員如何對變革產生抗拒因素的防衛機制，並將其整合為阻礙組織執行變革活動的四項抗拒障礙，廠方主管採用了兩種機制的交互應用來降低或消弭變革抗拒，分別是軟性的包容機制以及硬性的控制機制，藉以提升成員對變革的動力以及認同感，在經過處理機制處理抗拒變革後，成員產生正向及負向接納兩種行為，針對負向接納方面，本研究發現兩種轉化機制的應用，可使成員轉化負向接納為正向接納，進而引發部門內部自發性的創新行為，影響部門內外部的品質效能提升。

Now a day, enterprises may face the violently changed external environment. Therefore, for keeping or increasing enterprise’s competition capability, the enterprises perform the organization change(O.C.）to adapt the violent change of external environment. However, performing the O.C., the first impacted is the staff in the enterprise. They may turn up to resist those changes, and then those behaviors would influence the effect of organization change. Until now, the related literatures of organization change involved a lot of methods discussed how the staff responds to the changes, and the methods of how to decrease the resist. However, few literatures mentioned how to use an appropriate loose and strict mechanism of management to deal with the behavior of resisting, and few researches discussed whether the staffs really identify and accept the organization change after the treatment of mechanism.
Through the methods of case study, and the in-depth interview, this study generalized the defense mechanism of how the members, facing the change, produce the resisting factor. And then, we integrated those as four barriers of resistance which perform the activities of change.
For increasing member’s identification and motive of change, the manager adopts two mechanisms, toleration mechanism and control mechanism to decrease or remove the resistance. After dealing with the resistance of change by the treatment of mechanism, the members would produce mal-adaptive acceptance and adaptive acceptance, two kinds of behaviors. Aimed at the mal-adaptive acceptance, this study found that the operation of two kinds of transformation mechanisms could make the members turn the mal-adaptive acceptance to adaptive acceptance, and cause the behaviors of spontaneous innovation in the department, and then increase the quality and performance.

中文摘要 i
英文摘要 ii
誌 謝 iii
目錄 iv
表目錄 vi
圖目錄 vii
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 1
1.3 研究流程 2
第二章 文獻探討 4
2.1 組織變革 4
2.1.1 組織變革的定義 4
2.1.2 組織成員的反應 5
2.2 變革的抗拒 6
2.2.1 變革抗拒的定義 6
2.2.2 變革抗拒的成因 6
2.2.3 抗拒的行為模式 12
2.3 降低抗拒變革的方法 12
2.4文獻探討總結 16
第三章 研究方法 18
3.1 個案研究法 18
3.2 選定個案研究法的原因 19
3.2.1 個案研究法適用情況 19
3.2.2 本研究適用個案研究法之原因 19
3.3 資料收集 20
3.4 研究限制 24
第四章 資料分析與研究發現 25
4.1 個案公司介紹 25
4.2 資料分析 25
4.2.1個案場景描述 26
4.2.2變革抗拒的形成 26
4.2.3 組織變革抗拒的因素 37
4.2.4 組織變革抗拒因素的整合 45
第五章 轉化機制 48
5.1變革抗拒因素的化解 48
5.1.1積極性氛圍的創造 48
5.1.2變革抗拒之處理機制 51
5.2 變革抗拒因素化解的成果 58
5.2.1 正向接納 58
5.2.2 負向接納 60
5.2.3 轉化機制 62
5.3 創新行為 63
第六章 結論與建議 65
6.1 變革行動歷程的架構與討論 65
6.2 後續研究建議 67
參考文獻 68
附錄一 訪問紀錄編碼表 71
附錄二 訪談大綱 72
附錄三 受訪者抗拒變革因素的歸納 73
附錄四 控制機制－定期會議 78
附錄五 控制機制－紀錄追蹤 81

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